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HRODC Postgraduate Training Institute, A Postgraduate-Only Institution, is Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and it can be Verified at: http://www.ukrlp.co.uk/. It is also registered with the UK Government’s Skills Funding Agency’s (SFA) Register of Training Organisations. Established in 1996, it is a Division of Human Resource and Organisational Development Consultancy (HRODC) Limited, which is registered in England, UK, with Registration #6088763 and V.A.T. Registration No. 895 876 538. Professor Dr. Ronald B. Crawford, who is its Director, is a Doctor of Philosophy (PhD), from University of London; holding: MEd. Management from University of Bath; Advanced Diploma in Science Teacher Education, from University of Bristol; with a Diploma in Doctoral Research Supervision, from University of Wolverhampton; Postgraduate Certificate in Information Systems, from Thames Valley University. He is a: Fellow of the Institute of Management Specialists; Human Resources Specialist, of the Institute of Management Specialists; Member of Academy of Management (MAoM), within the following Management Disciplines: Human Resources; Organization and Management Theory; Organization Development and Change; Research Methods; Conflict Management; Organizational Behavior; Management Consulting; Gender & Diversity in Organizations; and Critical Management Studies; Member of the Asian Academy of Management (MAAM); Member of the International Society of Gesture Studies (MISGS); Member of the Standing Council for Organisational Symbolism (MSCOS); Life Member, Education Studies Association of Nigeria (LESAN); Life Member, Malaysian Institute of Human Resource Management (LMIHRM); Member of ResearchGate Community; Member of Convocation University of London; Professor HRODC Postgraduate Training Institute. His former University Roles include: Lecturer, London South Bank University; Research and Business Tutor, Royal Holloway, University of London; Senior Lecturer, University of Wolverhampton Business School; Senior Lecturer, University of Greenwich Business School. Click for Our YouTube Channel.

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Accounting, Costing, Budget, Profit, BSC, Full-Time PG Dip

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Postgraduate Diploma Programme Number 115 - Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Scorecard, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} or Full-Time {6 Months (2-2.5 Days -15 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard. Click to download the brochure for this Postgraduate Diploma Programme.

 

Postgraduate Diploma Programme Number 115 - Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Scorecard, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} or Full-Time {6 Months (2-2.5 Days -15 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard, Progressing to MSc Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard. Contents include Costing Accounting Seminar, Budgeting Seminar, Cost Accounting Course, Budgeting Course, Profitability Analysis Seminar, Profitability Analysis Course, Financial Accounting Seminar, Financial Accounting Course, Financial Accounting Training, Management Accounting Seminar, Management Accounting Course, Management Accounting Training, Statement of Accounting, Balance Sheet, Statement of Earnings, Accounting Principles, Accounting Courses, Accounting Concepts, Financial Services, Financial Analyst, Financial Analysis, Financial Department, Management Functions, Management Objectives, Principles of Management, Cost Analysis, Costing Method, Costing Formula, Types of Costing, Costing Methods, Short Course for Financial Accounting, Short Course for Cost Accounting, Financial Accounting in London, Financial Accounting in Dubai, Financial Accounting in Paris, Financial Accounting in Kuala Lumpur, Management Accounting in Dubai, Management Accounting in London, Management Accounting in Kuala Lumpur, Management Accounting in Durban, Cost Accounting, Marginal Costing, Job Costing, Process Costing, Standard Costing, Activity Based Costing, Food Costing, Expenditure of Something, Traditional Costing, Postgraduate Degree for Financial Accounting and Management Accounting, Financial Accounting Certificate, Management Accounting Certificate, Training Courses for Management, Cost Allocation and Process Costing in Dubai, Cost Allocation and Process Costing in London, Financial and Budget Controllers, Cost Management Accountant, Business Planning, Cost Management Technique, Types of Liabilities, Types of Assets, Ownership Interest, Inventory Management in Dubai, Inventory Management in London, Inventory Management in Paris, Profit and Loss Account, Cash Flow Statement, Manufacturing Goods, Manufacturing Goods for Resale, Revenue Recognition, Debt Repayment, Provision of Liabilities and Charges, Long Term Liabilities, Organisational Performance Management, Pricing Decisions and Cost Management, Strategic Profitability Analysis, Management Control System Training, Segmental Information, Cost Coding, Management Functions, Contribution Analysis, Problem Solving and Evaluation, Flexible Budgets, Capital Budgeting, Balanced Scorecard in London, Balanced Scorecard in Dubai, Balanced Scorecard in Paris 

 

Programme Co-ordinator:        

Professor Dr.  Crawford - Director of HRODC Ltd. and Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

*        Doctor of Philosophy {(PhD) (University of London)};

*       MEd. Management (University of Bath);

*       Advanced Dip. Science Teacher Education (University of Bristol);

*       Postgraduate Certificate in Information Systems (University of West London - formerly Thames Valley University);

*       Diploma in Doctoral Research Supervision, (University of Wolverhampton);

*       Teaching Certificate;

*       Fellow of the Institute of Management Specialists;

*       Human Resources Specialist, of the Institute of Management Specialists;

*       Member of Academy of Management (MAoM), within the following Management Disciplines:

*   Human Resources;

*   Organization and Management Theory;

*   Organization Development and Change;

*   Research Methods;

*   Conflict Management;

*   Organizational Behavior;

*   Management Consulting;

*   Gender & Diversity in Organizations; and

*   Critical Management Studies.

*       Member of the Asian Academy of Management (MAAM);

*       Member of the International Society of Gesture Studies (MISGS);

*       Member of the Standing Council for Organisational Symbolism (MSCOS);

*       Life Member of Malaysian Institute of Human Resource Management (LMIHRM);

*       Member of ResearchGate Community;

*       Member of Convocation, University of London;

*       Professor HRODC Postgraduate Training Institute.

 

For Whom This Programme is Designed

This Programme is Designed For:

*       Balanced Scorecard Specialists;

*       Budget Specialists;

*       Business Consultants;

*       Certified Accountants;

*        Chartered Accountants;

*       Cost Accountants;

*       Department Heads;

*       Corporate Directors;

*       Entrepreneurs who want to learn about human resource management

*       Executive and Management Development Directors

*       Experienced managers who are new to the HR field

*       Human Resource Managers

*       Human Resource Professionals

*       Human Resource Professionals

*       Internal Corporate Consultant

*       Inventory Managers;

*       Licensed Accountants;

*       Cost Accountants;

*       Line Managers and Design Teams

*       Management Accountants;

*       Managers who need current, specialized knowledge

*       MBA Students

*       Operational Directors;

*       Organisational Change Agents

*       Organisational Decision-makers;

*       Organisational Development (OD) Professionals and Practitioners

*       Mid-level managers pursuing a career change or promotion

*       Performance Consultants

*       Pricing Specialists;

*       Product Managers;

*       Profit Centre Managers;

*       Quality Managers;

*       Senior Managers;

*       Small business owners who do not have in-house professional Human Resource Management expertise

*       Strategic Managers;

*       Supervisors;

*       Training and Development Specialists;

*       All others with a genuine interest in Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Scorecard.

 

 

Duration:

Intensive Full-Time {3 Months (5 Days or 30 credit Hours Per Week)} or

 Full-Time {6 Months (2 – 2.5 Days or 15 Credit Hours Per Week)}

 

Cost:                        

£45,000.00 Per Delegate 

 

The programme cost does not include living accommodation. However, students and delegates are treated to the following:

*        Free Continuous snacks throughout the Event Days;  

*        Free Hot Lunch on Event Days;                           

*        Free City Tour;             

*        Free Stationery;                               

*        Free On-site Internet Access;

*       HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

*       Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

 

*       HRODC Postgraduate Training Institute’s Leather Conference Folder;

*       HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

*       HRODC Postgraduate Training Institute’s Key Ring/ Chain;

*       HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag Black or Brown;

*       HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

*       HRODC Postgraduate Training Institute’s Metal Pen;

*       HRODC Postgraduate Training Institute’s Polo Shirt.

 

Location:  Central London and International Locations

 

 Click to Book this Programme

 

 

Postgraduate Diploma Programme Number 115 - Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Scorecard, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} or Full-Time {6 Months (2-2.5 Days -15 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard, Progressing to MSc Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard

Module

Number

Pre-existing

Course #

Module Title

Credit Value

1

115.M1

Internal Accountant’s Role in an Organisations, Cost Terms and Purposes

Single

2

115.M2

Cost-Volume-Profit (CVP) Analysis and Job Costing

Single

3

115.M3

Activity Based Costing, Cost Management, Master Budgeting and Responsibility Accounting

Single

4

115.M4

Flexible Budget, Direct and Overhead Variances, and Management Control

Single

5

115.M5

Inventory Costing, Capacity Analysis and Determining Cost Behaviour

Single

6

115.M6

Decision-Making, Pricing Decisions and Cost Management

Single

7

115.M7

Strategic Profitability Analysis, Customer Profitability and Sales Variance Analysis, Incorporating Balanced Scorecard and Cost Allocation

Single

8

115.M8

Cost Allocation and Process Costing

Single

9

115.M9

Accounting for Spoilage, Rework and Scrap, with Balanced Scorecard

Single

10

115.M10

Inventory Management, Simplified Costing, Capital Budgeting and Cost Analysis

Single

11

115.M11

Management Control Systems, Transfer Pricing and Multinational Operations

Single

12

115.M12

Organisational Performance Measurement and Financial Risk Management

Single

 

Postgraduate Diploma Programme Number 115 - Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Scorecard, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} or Full-Time {6 Months (2-2.5 Days -15 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard. Click to download the brochure for this Postgraduate Diploma Programme.

 

Programme Objectives

 

By the conclusion of the specified learning and development activities, delegates will be able to:

*       Appropriately define organisational structure;

*       Ascertain the importance of considering counterparty risk in evaluating contracts;

*       Be aware of the relationship between organisational structure and leader and organisational flexibility

*       Be knowledgeable about mean and statistical mean;

*        Calculate risk in financial exposure;

*       Calculate statistics from actual data;

*       Cite some risk within the financial institutions;

*       Cite some strategies to manage transaction exposure;

*       Conduct a risk assessment;

*       Define derivatives;

*       Define the bases of the ‘employer-employee relationship;’

*       Demonstrate an awareness of the fundamental issues associated with Organisational Design and their implications for effective organisational functioning;

*       Demonstrate an understanding of the legal bases of ‘reverse engineering’ and the extent to which it might be a copyright infringement;

*       Demonstrate their ability to encourage the type of superior-subordinate relationship which will be conducive to organisational success

*       Demonstrate their knowledge of how to manage equity risk;

*       Describe asset behaviour and pricing implication;

*       Describe financial risk in the organisational setting;

*       Describe the legal and political risk environment;

*       Design an organisation adhering to the principles of horizontal and vertical relationship;

*       Determine an investor’s reason for investing in a derivative security;

*       Determine how corporate strategy leads to effective risk management;

*       Determine how credit risks are calculated;

*       Determine how to manage currency risk;

*       Determine the legal bases of industrial espionage as theft and ‘Grand Larceny’.

*       Determine the purpose, components and parameters of the UK employment law;

*       Determine the situation in which liquidity risk arises;

*       Determine why settlement risk has been historically a particular problem in the foreign exchange markets;

*       Discuss about sensitivity analysis as risk management;

*       Discuss the co-ordinating mechanism in a simple structure;

*       Discuss, with an enhanced understanding, of the relationship between Management Accounting and Value Added;

*       Distinguish between different organisational structures;

*       Distinguish between Financial, Cost and Managerial Accounting;

*       Distinguish between organismic and mechanistic structures;

*       Distinguish between the basic types of structure;

*       Distinguish between the different types of matrix structures;

*       Enumerate some sources of operating risk;

*       Enumerate the different kinds of banking risk and explain each;

*       Establish the link between financial risk and the market dynamics;

*       Establish the link between risk and equity market;

*       Establish the premise by which the Margin of Safety might be established;

*       Establish the primary role of technology in risk management;

*       Establish the relationship between Corporate Strategy and Management Accounting;

*       Exhibit an understanding of the value of employees as their organisations’ Intellectual Property;

*       Explain how an organisation might protect its intellectual property;

*       Explain the approaches to organisational design;

*       Explain the steps that will be able to take to avert, reduce and detect industrial sabotage;

*       Explain the steps that will be able to take to avert, reduce and detect industrial espionage;

*       Explain the underlying principle of financial risk management;

*       Explain, using practical examples, the Effects of Sales-Mix on CVP;

*       Formulate an organisational policy that protects its intellectual capital, whilst allowing ‘Intellectual Property Rights Law’ to remain un-infringed;

*       Give the general definition of risk;

*       Identify an organisational structure from verbal description;

*       Identify horizontal relationships in organisational design;

*       Identify some financial methods of measuring risk;

*       Illustrate communication channels in an organisational chart;

*       Illustrate lines of authority in an organisational chart;

*       Illustrate the channels of economic exposure;

*       Illustrate the effect of organisational structure on communication within an organisation

*       Illustrate the models towards understanding risk;

*       Illustrate the relationship between CVP and Income Taxes;

*       Illustrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors;

*       Illustrate, with a high level of understanding, the issue of Profit Planning;

*       Indicate how the interest rate derivatives market are managed;

*       Indicate the effects of risk in the economy;

*       Indicate the importance of vertical and horizontal relationships in organisational design;

*       Indicate when translation exposure occurs;

*       Know how financial exposure risk are managed;

*       Know the reason for the existence of foreign currency market;

*       Know what determines the extent to which the company is affected by economic exposure;

*       Know what type of company is susceptible to transaction exposure;

*       Know when credit risk arises;

*       Lead informed discussion of futures market risk;

*       Learn how to interpret statistical data;

*       Learn how to manage risk with forward contracts;

*       Learn how to manage risk with SWAPS;

*       Learn how to use PESTEL in risk management.

*       Learn to identify and measure currency risk;

*       List the statutory information requirement for new employees and their timescale;

*       Match the organisational design approach with the level of development of the organisation;

*       Name the fundamental organisational structures and their variations;

*       Provide a guide for Value Change Implementation;

*       Provide an enhanced understanding of The Value Chain;

*       Provide an example of Alternative Income Statement Formats;

*       Provide an overview of Accounting as a Discipline;

*       Provide evidence of their understanding of Sensitivity Analysis;

*       Provide examples of different bases of divisional structure;

*       Provide the bases for structural contingencies

*       Recommend the most appropriate structure for an organisation, taking contingent factors into account  

*       Show the vertical relationships in an organisational chart;

*       Specify risks that are associated with socio-cultural change;

*       Specify what are involved in managing fraud risk;

*       Suggest the approaches which might be adopted in designing an organisation;

*       Suggest the organisations position in relation to research and development on the one hand, and intellectual property rights on the other;

*       Suggest ways by which their organisations intellectual property might be legally exploited;

*       Supply an enhanced illustration of Cost Volume Profit (CVP);

*       Translate the positive and negative factors of particular types of structure to the design of an organisation which will enhance the effectiveness of an enterprise

*       Use practical examples to illustrate the the concept of Operating Leverage.

 

 

Module 1

The Internal Accountant’s Role in an Organisation, Cost Terms and Purposes

 

M1. Part 1: The Accountant’s Role in an Organisation (1)

 

*       Accounting Discipline Overview;

*       Financial vs. Managerial Accounting;

*       Strategy and Management Accounting;

*       Management Accounting and Value;

*       The Value Chain Illustrated;

*       A Value Change Implementation.

 

M1. Part 2: The Accountant’s Role in an Organisation (2)

 

 

*       Key Success Factors;

*       Planning and Control System;

*       A Five-Step Decision Making Process in Planning and Control;

*       Management Accounting Outlines;

*       A Typical Organisational Structure and the Management Accountant;

*       Professional Ethics.

 

 

M1. Part 3: Cost Terms and Purposes (1)

 

*       Basic Cost Terminology;

*       Cost Objects Example at BMW;

*       Direct and Indirect Cost;

*       BMW: Assigning Costs to a Cost Object;

*       Cost Examples;

*       Factors Affecting Direct/Indirect Cost Classification;

*       Cost Behaviour.

 

M1. Part 4: Cost Terms and Purposes (2)

 

*       Cost Behaviour Summarised;

*       Cost Behaviour Visualised;

*       Other Cost Concepts;

*       Relevant Range Visualised;

*       A Cost Caveat;

*       Multiple Classifications of Costs;

*       Different Types of Firms;

*       Types of Manufacturing Inventories.

 

M1. Part 5: Cost Terms and Purposes (3)

 

*       Types of Product Cost;

*       Accounting vs. Cost;

*       Cost Flows;

*       Cost Flows Visualized;

*       Multiple - Step Income Statement;

*       Cost of Goods Manufactured;

*       Other Cost Considerations;

*       Different Definitions of Costs for Different Applications;

*       The Common Features of Cost Accounting and Cost Management.

 

 

Module 2

Cost-Volume-Profit (CVP) Analysis and Job Costing

 

 

M2. Part 1: Cost-Volume-Profit (CVP) Analysis (1)

 

*       A Five-Step Decision-Making Process in Planning and Control Revisited;

*       Foundational Assumptions in CVP;

*       Basic Formulae;

*       CVP: Contribution Margin;

*       Cost–Volume–Profit Equation;

*       Breakeven Point;

*       Breakeven Point, extended:  Profit Planning.

 

M2. Part 2: Cost-Volume-Profit (CVP) Analysis (2)

 

*       Cost Volume Profit (CVP);

*       Profit Planning, Illustrated;

*       CVP and Income Taxes;

*       Sensitivity Analysis;

*       Margin of Safety;

*       Operating Leverage;

*       Effects of Sales-Mix on CVP;

*       Alternative Income Statement Formats.

 

 

M2. Part 3: Job Costing (1)

 

*       Costing Terminology;

*       Costing Systems;

*       Costing Systems Illustrated;

*       Costing Approaches.

 

M2. Part 4: Job Costing (2)

 

*       Costing Approaches Summarized;

*       Seven-Step Job Costing;

*       Sample Job Cost Document;

*       Sample Job Cost Source Documents;

*       Job Costing Overview.

 

M2. Part 5: Job Costing (3)

 

*       Journal Entries;

*       Flow of Costs Illustrated;

*       Illustrated General Ledger in a Job Cost Environment;

*       Accounting for Overhead;

*       Three Methods for Adjusting Over/Underapplied Overhead.

 

 

Module 3

Activity-Based Costing, Cost Management, Master Budgeting and Responsibility Accounting

 

M3. Part 1: Activity Based-Costing and Cost Management (1)

 

*       Background;

*       Broad Averaging;

*       Over and Undercosting;

*       Cross-subsidization;

*       An Example: Plastim;

*       Plastim and ABC Illustrated;

 

M3. Part 2: Activity Based-Costing and Cost Management (2)

 

*       Plastim and ABC Rate Calculation;

*       Plastim and ABC Product Costs;

*       Plastim: Simple and ABC Compared;

*       Conclusions;

*       A Cautionary Tale;

*       Rationale for Selecting a More Refined Costing System;

*       Cost Hierarchies;

*       ABC vs. Simple Costing Schemes;

*       Activity-Based Management.

 

 

M3. Part 3: Master Budgeting and Responsibility Accounting (1)

 

*       Budget Defined;

*       The Ongoing Budget Process;

*       Strategy, Planning, and Budgets, Illustrated;

*       Advantages of Budgets;

*       Components of Master Budgets.

 

M3. Part 4: Master Budgeting and Responsibility Accounting (2)

 

 

*       Basic Operating Budget Steps;

*       Basic Financial Budget Steps;

*       Sample Master Budget, Illustrated;

*       Other Budgeting Issues;

*       Sensitivity Analysis;

*       Budgeting and the Organization: Responsibility Accounting.

 

M3. Part 5: Master Budgeting and Responsibility Accounting (3)

 

*       Types of Responsibility Centres;

*       Budgets and Feedback;

*       Controllability;

*       Budgeting and Human Behaviour;

*       Budgetary Slack.

 

Module 4

Flexible Budget, Direct and Overhead Cost Variances and Management Control

 

 

M4. Part 1: Flexible Budget, Direct Cost Variances and Management Control (1)

 

*       Basic Concepts;

*       Variances;

*       Level 1 Analysis, Illustrated;

*       Evaluation;

*       Flexible Budget.

 

M4. Part 2: Flexible Budget, Direct Cost Variances and Management Control (2)

 

*       Level 2 Analysis, Illustrated;

*       Level 3 Analysis, Illustrated;

*       Level 3 Variances;

*       Variance Summary;

*       Level 3 Variances.

 

M4. Part 3: Flexible Budget, Direct Cost Variances and Management Control (3)

 

*       Variances and Journal Entries;

*       Standard Costing;

*       Standard Costs can be a Useful Tool;

*       Benchmarking and Variances;

*       Benchmarking Example: Airlines.

 

 

M4. Part 4: Flexible Budget, Overhead Cost Variances and Management Control (1)

 

*       Planning and Overhead;

*       Standard Costing;

*       A Roadmap: Variable Overhead;

*       A Roadmap: Fixed Overhead;

*       Overhead Variances;

*       Developing Budgeted Variable Overhead Cost Rates.

 

 

M4. Part 5: Flexible Budget, Overhead Cost Variances and Management Control  (2)

 

*       The Details: Variable OH Variances;

*       Developing Budgeted Fixed Overhead Cost Rates;

*       The Details: Fixed OH Variances;

*       Production-Volume Variance;

*       Variable Overhead Variance Analysis Illustrated;

*       Fixed Overhead Variance Analysis Illustrated;

*       Production-Volume Variance;

*       Integrated Variance Analysis: Illustrated.

 

 

Module 5

Inventory Costing, Capacity Analysis and Determining Costs Behaviour

 

 

M5. Part 1: Inventory Costing and Capacity Analysis (1)

 

*       Inventory Costing Choices: Overview;

*       Costing Comparison;

*       Differences in Income;

*       Comparative Income Statements;

*       Comparative Income Statements—Three Years;

*       Comparative Income Effects;

*       Comparison of Alternative Inventory Costing Systems.

 

M5. Part 2: Inventory Costing and Capacity Analysis (2)

 

*       Performance Issues and Absorption Costing;

*       Inventories and Costing Methods;

*       Other Manipulation Schemes Beyond Simple Overproduction;

*       Management Countermeasures for Fixed Cost Manipulation Schemes;

*       Income Effects of Inventory Build-up;

*       Extreme Variable Costing: Throughput Costing;

*       Throughput Costing Illustrated;

*       Costing System Compared.

 

M5. Part 3: Determining How Costs Behave (1)

 

*       Cost Functions;

*       Cost Terminology;

*       Cost Function Assumptions;

*       Bridging Accounting and Statistical Terminology;

*       Linear Cost Function;

*       Linear Cost Functions Illustrated;

*       Criteria for Classifying Variable and Fixed Components of a Cost;

*       The Relevant Range Illustrated;

*       Cause and Effect as It Relates to Cost Drivers.

 

M5. Part 4: Determining How Costs Behave (2)

 

 

*       Cost Estimation Methods;

*       Steps in Estimating a Cost Function Using Quantitative Analysis;

*       Sample Cost—Activity Plot;

*       High-Low Method;

*       High-Low Method Plot;

*       Regression Analysis;

*       Types of Regression;

*       Sample Regression Model Plot;

*       Alternative Regression Model Plot;

*       Terminology.

 

 

M5. Part 5: Determining How Costs Behave (3)

 

*       Criteria for Evaluating Alternative Cost Drivers;

*       Nonlinear Cost Functions;

*       Nonlinear Cost Functions Illustrated;

*       Types of Learning Curves;

*       Sample Cumulative Average-Time Model;

*       Sample Incremental Unit-Time Model;

*       Time Learning Model Comparative Plots;

*       Predicting Costs Using Alternative Time Learning Models;

*       The Ideal Database;

*       Data Problems.

 

Module 6

Decision-Making, Pricing Decision and Cost Management

 

 

M6. Part 1: Decision Making and Other Relevant Information (1)

 

*       Decision Models;

*       Five-Step Decision-Making Process;

*       Relevance;

*       Relevant Cost Illustration;

*       Features of Relevant Information;

*       Sunk Costs Are Irrelevant in Decision Making;

*       A Starting Point: Absorption-Based Budgeted Income Statement;

*       Types of Information;

*       Terminology;

*       Types of Decisions;

*       One-Time-Only Special Orders;

*       Special Order Illustration;

*       Make-or-Buy Illustration;

*       Potential Problems with Relevant-Cost Analysis.

 

M6. Part 2: Decision Making and Other Relevant Information (2)

 

*       Avoiding Potential Problems with Relevant-Cost Analysis;

*       Insourcing vs. Outsourcing;

*       Qualitative Factors;

*       Opportunity Costs;

*       Product-Mix Decisions;

*       Adding or Dropping Customers;

*       Customer Profitability Analysis, Illustrated;

*       Adding or Discontinuing Branches or Segments;

*       Adding/Closing Offices or Segments;

*       Equipment-Replacement Decisions;

*       Behavioural Implications.

 

M6. Part 3: Pricing Decision (1)

 

*       Pricing and Business;

*       Influences on Demand and Supply;

*       Time Horizons and Pricing;

*       Differences Affecting Pricing: Long Run vs. Short Run;

*       Alternative Long-Run Pricing Approaches;

*       ABC Manufacturing Cost Illustration;

*       Product Profitability Using ABC Costing: Illustration;

*       Markets and Pricing;

*       Market-Based Approach;

*       Understanding the Market Environment;

*       Five Steps in Developing Target Prices and Target Costs.

 

M6. Part 4: Pricing Decision (2)

 

*       Value Engineering;

*       Value Engineering Terminology;

*       Cost Incurrence and Locked-In Costs Graph;

*       Problems with Value Engineering and Target Costing;

*       Target Costing Illustration;

*       Cost-Based (Cost-Plus) Pricing;

*       Forms of Cost-Plus Pricing;

*       Common Business Practice;

*       Life-Cycle Product Budgeting and Costing;

*       Important Considerations for Life-Cycle Budgeting;

*       Life Cycle Budgeting, Illustrated;

*       Other Important Considerations in Pricing Decisions;

*       The Legal Dimension of  Price Setting.

 

 

M6. Part 5: Cost Management (1)

 

*       A Systems Framework:

*       Accounting Information System.

*       Factors Affecting Cost Management:

*       Global Competition;

*       Growth of the Service of the Industry;

*       Advances in Information Technology;

*       Advances in the Manufacturing Environment;

*       Customer Orientation;

*       New Product Development;

*       Total Quality Management;

*       Time;

*       Efficiency.

*       The Role of Management Accountant:

*       Planning;

*       Controlling;

*       Continuous Improvement;

*       Decision Making.

 

M6. Part 6: Cost Management (2)

 

*       Accounting and Ethical Conduct:

*       Benefits of Ethical Behaviour;

*       Standards of Ethical Conduct for Management Accountants.

*       Cost Management Concepts:

*       Cost Assignment:

*       Cost Objects ;

*       Accuracy of Assignments.

*       Product Costs:

*       Definition;

*       Product Costs and External Financial Reporting.

*       External Financial Statement:

*       Income Statement: Manufacturing Firm;

*       Income Statement: Service Organisation.

*       Functional-Based Cost Management Systems:

*       Activity-Based Cost Management Systems;

*       Choice of Cost Management Systems.

 

 

Module 7

Strategic Profitability Analysis and Sales Variance Analysis: Incorporating Balanced Scorecard and Cost Allocation

 

 

M7. Part 1: Strategy, Balanced Scorecard and Strategic Profitability Analysis (1)

 

*       Strategy;

*       Five Aspects of Industry Analysis;

*       Basic Business Strategies;

*       Implementation of Strategy;

*       The Balanced Scorecard;

*       Balanced Scorecard Perspectives;

*       The Financial Perspective;

*       The Customer Perspective;

*       The Internal Business Prospective;

*       The Learning and Growth Perspective;

*       The Balanced Scorecard Flowchart;

*       Balance Scorecard Illustrated.

 

M7. Part 2: Strategy, Balanced Scorecard and Strategic Profitability Analysis (2)

 

*       Strategy and the Balanced Scorecard, Illustrated;

*       Common Balanced Scorecard Measures;

*       Balanced Scorecard Implementation;

*       Features of a Good Balanced Scorecard;

*       Balanced Scorecard Implementation Pitfalls;

*       Evaluating Strategy;

*       Revenue Effect of Growth;

*       Cost Effect of Growth for Variable Costs;

*       Cost Effect of Growth for Fixed Costs.

 

M7. Part 3: Strategy, Balanced Scorecard and Strategic Profitability Analysis (3)

 

*       Revenue Effect of Price Recovery;

*       Cost Effect of Price Recovery;

*       Cost Effect of Price Recovery;

*       Cost Effect of Productivity for Variable Costs;

*       Cost Effect of Productivity for Fixed Costs;

*       Strategic Analysis of Profitability Illustrated;

*       The Management of Capacity;

*       Analysis of Unused Capacity;

*       Engineered vs. Discretionary Costs;

*       Managing Unused Capacity.

 

 

M7. Part 4: Cost Allocation, Customer Profitability Analysis and Sales Variance Analysis (1)

 

*       Cost Allocation;

*       Purposes of Cost Allocation;

*       Six-Function Value Chain;

*       Criteria for Cost-Allocation Decisions;

*       Cost Allocation Illustrated;

*       Corporate and Division Overhead Allocation Illustrated;

*       Customer Revenues and Customer Costs;

*       Customer Revenues;

*       Customer Cost Analysis.

 

M7. Part 5: Cost Allocation, Customer Profitability Analysis and Sales Variance Analysis (2)

 

*       Customer Cost Hierarchy Example;

*       Other Factors in Evaluating Customer Profitability;

*       Customer Profitability Analysis Illustrated;

*       Sales Variances;

*       Sales-Mix Variance;

*       Sales-Quantity Variance;

*       Flexible-Budget and Sales-Volume Variances Illustrated;

*       Sales-Mix and Sales–Quantity Variances Illustrated;

*       Sales Variances Summarized.

 

 

Module 8

Cost Allocation and Process Costing

 

 

M8. Part 1: Allocation of Support Department Costs, Common Costs and Revenues (1)

 

*       Allocating Costs of a Supporting Department to Operating Departments;

*       Methods to Allocate Support Department Costs;

*       Allocation Method Trade-Offs;

*       Allocation Bases;

*       Comparative Allocation Bases Illustrated.

 

M8. Part 2: Allocation of Support Department Costs, Common Costs and Revenues (2)

 

*       Methods of Allocating Support Costs to Production Departments;

*       Choosing Between Methods;

*       Allocating Common Costs;

*       Methods of Allocating Common Costs;

*       Cost Allocations and Contracting;

*       Revenue Allocation and Bundled Products.

 

 

M8. Part 3: Cost Allocation: Joint Products and By Products (1)

 

*       Joint Cost Terminology;

*       Examples of Joint Cost Situations;

*       Joint Process Overview;

*       Reasons for Allocating Joint Costs.

 

M8. Part 4: Cost Allocation: Joint Products and By Products (2)

 

*       Joint Cost Allocation Methods;

*       Method Selection;

*       Sell-or-Process Further Decisions;

*       Sell-or-Process Further Flowchart;

*       By-products;

*       Comparative Income Statements for Accounting for By-products.

 

 

M8. Part 5: Process Costing

 

*       Job vs. Process Costing;

*       Process Costing;

*       Five-Step Process-Costing Allocation;

*       Equivalent Units;

*       General Ledger Cost Flows Illustrated;

*       Result of the Process (As Before);

*       Transferred-In Costs;

*       Hybrid Costing Systems.

 

 

Module 9

Accounting for Spoilage, Rework and Scrap with Balanced Scorecard

 

 

M9. Part 1: Spoilage, Rework and Scrap (1)

 

*       Basic Terminology;

*       Accounting for Spoilage;

*       Types of Spoilage;

*       Process Costing and Spoilage;

*       Inspection Points and Spoilage;

*       The Five-Step Procedure for Process Costing with Spoilage.

 

M9. Part 2: Spoilage, Rework and Scrap (2)

 

*       Job Costing and Spoilage;

*       Job Costing and Accounting for Spoilage;

*       Job Costing and Rework;

*       Accounting for Scrap;

*       Aspects of Accounting for Scrap;

*       Number of Units of Normal and Abnormal Spoilage Changes, Depending on When Inspection Occurs.

 

 

M9. Part 3: Balanced Scorecard: Quality, Time and Theory of Constraints (1)

 

*       Quality as a Competitive Tool;

*       Two Basic Aspects of Quality;

*       Quality and Failure;

*       Four Perspectives of the Balanced Scorecard;

*       The Financial Perspective: Costs of Quality (COQ);

*       Elements of Costs of Quality Reports;

*       Cost of Quality Exclusions;

*       The Customer Perspective.

 

M9. Part 4: Balanced Scorecard: Quality, Time and Theory of Constraints (2)

 

*       The Internal Business Process Perspective;

*       Control Charts;

*       Pareto Diagrams;

*       Cause-and-Effect Diagrams;

*       Nonfinancial Measures of Internal Business Process Quality;

*       The Learning and Growth Perspective for Quality;

*       Advantages of COQ (Financial) Measures;

*       Advantages of Nonfinancial Measures of Quality.

 

M9. Part 5: Balanced Scorecard: Quality, Time and Theory of Constraints (3)

 

*       Time as a Competitive Tool;

*       Two Operational Measures of Time;

*       Time Drivers;

*       Simple Time Presumptions;

*       Theory of Constraints and Throughput- Contribution Analysis;

*       Four Steps in Managing Bottleneck Operations;

*       Methods to Relieve Bottlenecks;

*       The Balanced Scorecard and Time-Related Measures.

 

 

 

Module 10

Inventory Management, Simplified Costing, Capital Budgeting and Cost Analysis

 

 

M10. Part 1: Inventory Management, Just-in-Time (JIT) and Simplified Costing Methods (1)

 

*       Inventory Management in Retail Organizations;

*       Costs Associated with Goods for Sale;

*       Management of Inventory Costs;

*       The First Step in Managing Goods for Sale;

*       Basic EOQ Assumptions;

*       EOQ Formula;

*       Ordering and Carrying Costs Illustrated;

*       Ordering Points;

*       Ordering Points Illustrated;

*       Inventory Management and Safety Stock;

*       Safety Stock Computation Illustration;

*       Estimating Inventory-Related Relevant Costs;

*       Carrying Costs.

 

M10. Part 2: Inventory Management, Just-in-Time (JIT) and Simplified Costing Methods (2)

 

*       Opportunity Costs;

*       Cost of a Prediction Error;

*       Just-in-Time Purchasing;

*       Relevant Costs in JIT Purchasing;

*       Relationship between Carrying and Ordering Costs Illustrated;

*       Analysis of Alternative Purchasing Policies Illustrated;

*       JIT Purchasing and Supply-Chain Analysis;

*       Supplier Evaluation Illustrated;

*       Inventory Management and Materials Requirements Planning;

*       MRP Information Inputs.

 

M10. Part 3: Inventory Management, Just-in-Time (JIT) and Simplified Costing Methods (3)

 

*       Inventory Management and JIT Production;

*       JIT Production Goals;

*       JIT Production Features;

*       Other Benefits of JIT Production;

*       JIT and Enterprise Resource Planning Systems (ERP);

*       Performance Measures and Control in JIT;

*       Backflush Costing;

*       Special Considerations in Backflush Costing;

*       Sample Journal Entries in Backflush Costing;

*       Sample General Ledger Flows in Backflush Costing;

*       Lean Accounting.

 

 

M10. Part 4: Capital Budgeting and Cost Analysis (1)

 

*       Two Dimension of Cost Analysis;

*       Project and Time Dimensions of Capital Budgeting Illustrated;

*       Capital Budgeting;

*       Five Stages in Capital Budgeting;

*       Four Capital Budgeting Methods;

*       Discounted Cash Flows;

*       Net Present Value (NPV) Method;

*       Three-Step NPV Method;

*       NPV Method Illustrated;

*       Internal Rate of Return (IRR) Method;

*       IRR Method Illustrated;

*       NPV vs. IRR Methods.

 

M10. Part 5: Capital Budgeting and Cost Analysis (2)

 

*       Sensitivity Analysis Illustration;

*       Payback Method;

*       Accrual Accounting Rate of Return Method (AARR);

*       AARR Method Formula;

*       Evaluating Managers and Goal-Congruence Issues;

*       Relevant Cash Flows in DCF Analysis;

*       Net Initial Investment;

*       Cash Flow from Operations;

*       Terminal Disposal of Investment;

*       Cash Flow Effects from Investment Decisions, Illustrated;

*       Managing the Project;

*       Strategic Considerations in Capital Budgeting.

 

 

Module 11

Management Control Systems, Transfer Pricing and Multinational Operations

 

M11. Part 1: Management Control Systems

 

*       Management Accounting System (MAS);

*       Management Information System;

*       Operational Control System:

*       Loading;

*       Sequencing;

*       Detailed Scheduling.

*       Inventory Control;

*       Cost Control;

*       Quality Control System;

*       Budgeting as a Control Mechanism;

*       Evaluating Management Control Systems.

 

M11. Part 2: Organisational Structure as a Control Mechanism (1)

 

*       An Introduction to Organisational Design

*       Approaches to Organisational Design

*       Classical Organisational Design

*       Bases of Classical Organisational Design

*       Formal authority

*       Rules & regulations

*       Precedent for the establishment of future policy

*       Protagonists of the Classical Approach to organisational Design

*       Max Weber

*       Frederick Taylor

*       Henri Fayol

 

M11. Part 3: Organisational Structure as a Control Mechanism (2)

 

*       Organisational Structure and Internal and External Relationships

*       Levels of Control and Role Specificity

*       Mechanistic and Organismic Structures and Their Types of Relationships

*       A Case in Point: The Mechanistic Factory Setting;

*       Vertical Relationships in Organisational Design

*       Horizontal Relationships in Organisational Design

*       Lines of Authority and Accountability in Organisational Design

*       Types of Organisational Structure

*       The Simple Structure

*       The Functional Structure

*       The Divisional Structure and Its Internal Relationships

 

M11. Part 4: Organisational Structure as a Control Mechanism (3)

 

*       Bases of Divisionalisation

*       Product Divisional Structure

*       Service Divisional Structure

*       Geographic or Regional Divisional Structure

*       The Matrix Structure

*       Divisional Matrix Structure;

*       Functional Matrix Structure.

*       Customised Matrices;

*       The Divisional Structure Compared with the Functional Structure on the Basis of:

*       Communication,

*       Co-Ordination,

*       Worker Autonomy,

*       The Organisation of the Matrix Structure

*       Identifying and Designing Organisational Structures

 

M11. Part 5: Transfer Pricing and Multinational Operations

 

*       Costs of Decentralization;

*       Decentralization and Multinational Firms;

*       Choices about Responsibility Centres;

*       Transfer Pricing;

*       Three Transfer Pricing Methods;

*       Market-Based Transfer Prices;

*       Cost-Based Transfer Prices;

*       Hybrid Transfer Prices;

*       Negotiated Transfer Prices;

*       Comparison of Transfer-Pricing Methods;

*       Transfer Pricing Illustration;

*       Minimum Transfer Price;

*       Multinational Transfer Pricing and Tax Considerations.

 

 

Module 12

Organisational Performance Measurement and Financial Risk Management

 

 

M12. Part 1: Organisational Performance Measurement (1)

 

*       Financial and Nonfinancial Measures;

*       Balanced Scorecard Flow;

*       Accounting-Based Performance Measures;

*       Choosing Among Different Performance Measures;

*       Return on Investment (ROI);

*       Residual Income (RI);

*       Economic Value Added (EVA);

*       Return on Sales (ROS);

*       Choosing the Time Horizon of the Performance Measures;

*       Choosing Alternative Definitions for Performance Measures;

*       Choosing Measurement Alternatives for Performance Measures;

*       Choosing Target Levels of Performance;

*       Choosing the Timing of the Feedback;

*       Performance Measurement in Multinational Companies.

 

M12. Part 2: Organisational Performance Measurement (2)

 

*       Managers vs. Organization Units;

*       The Trade-Off: Creating Incentives vs. Imposing Risk;

*       Moral Hazard;

*       Intensity of Incentives;

*       Preferred Performance Measures;

*       Performance Measures at the Individual Activity Level;

*       Compensation for Multiple Tasks;

*       Team-Based Compensation;

*       Executive Compensation Plans;

*       Strategy and Levers of Control;

*       Diagnostic Control Systems;

*       Boundary Systems;

*       Belief Systems;

*       Interactive Control Systems.

 

M12. Part 3: Financial Risk Management (1)

 

*       Defining Risk – Generally;

*       Financial Risk: A Plausible Definition;

*       Financial Risk in an Organisational Setting;

*       Financial Risk and ‘Market Dynamics’;

*       Liquidity Risk;

*       Operating Risk;

*       Fraud Risk;

*       Settlement Risk;

*       Corporate Strategy and Risk Management;

*       The Currency Derivatives Market.

 

M12. Part 4: Financial Risk Management (2)

 

*       Asset Behaviour and Pricing Implications;

*       Credit and Counterparty Risk;

*       The Legal and Political Risk Environments;

*       Risk as an Economic Factor;

*       Technological Risk Factor;

*       Risk associated with Socio-Cultural Change.

*       Risk in Financial Institutions;

*       Banking Risk;

*       Risk and the Currency Market.

 

M12. Part 5: Financial Risk Management (3)

 

*       Risk and the Equity Market;

*       Futures Market Risk.

*       Economic Exposure;

*       Transaction Exposure;

*       Translation Exposure;

*       Calculating Risk in Financial Exposure.

*       Managing Risk with Forward Contracts;

*       The Interest Rate Derivatives Market;

*       Managing Equity Risk;

*       Identifying and measuring Currency Risk;

*       Managing Financial Exposure Risk.

 

Postgraduate Diploma Programme Number 115 - Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Scorecard, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} or Full-Time {6 Months (2-2.5 Days -15 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Cost Accounting, Budgeting, Profitability Analysis and Balanced Scorecard. Click to download the brochure for this Postgraduate Diploma Programme.

 

 

 

 

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Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy; Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Training Institute Postgraduate Diploma and HRODC Postgraduate Training Institute Diploma – Postgraduate - Click For Application Form for HRODC Postgraduate Training Institute Postgraduate Courses

Plead my cause, O Lord, with them that strive with me: fight against them that fight against me.

Gain a HRODC Postgraduate Training Institute Postgraduate Diploma and Diploma – Postgraduate - from its seminars and courses. From its in-course and in-seminar assessment, you can gain a Diploma in the specific area of study. HRODC Postgraduate Training Institute Postgraduate Diploma Course or Seminar, lead to HRODC Postgraduate Training Institute Postgraduate Diploma and Diploma – Postgraduate – as follows: International seminars include Dynamics Of Organisational Change Management Seminar (public course), Leading to  HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Change Management; Client Or Customer Care Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Client Or Customer Care; Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Trainer Training: Training for Trainers; Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Worker Motivation; Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in  Employee Resourcing: Recruitment and Selection; Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Diversity Management; Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Research Project Management; Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy; Internal Audit Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Internal Audit; Human Resource Management: A Practitioner’s Approach Seminar (public course), Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Human Resource Management; Financial Risk Management Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Financial Risk Management; Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Judging Economic and Financial Crimes; Judges Seminar (public course) 2: The UK Legal System – Court Organisation, Management & Sentencing Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Legal System: Court Organisation and Management; Fundamentals of The Automotive Industry Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Fundamentals of Automotive Industry; Advanced Project Management Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Project Management; Productivity Improvement Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Productivity Improvement; Comprehensive Real Estate Management Seminar (Public Course), Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Comprehensive Real Estate Management; Real Estate Management: An Introduction  Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Introduction to Real Estate Management; Conveyancing and Property Valuation Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Conveyancing and Property Valuation; Human Resource Management: A Comprehensive View Seminar, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Comprehensive Human Resource Management; Fundamentals of Aviation (Air) Cargo Seminar (Public Course), Leading to HRODC Postgraduate Training Institute Diploma, in Fundamentals of Air Cargo; UK Employment Law Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Employment Law; UK Consumer Protection Law Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Consumer Law; ISO 9000 Quality Systems Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in ISO 9000 Quality Systems; Modern Quality Systems Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Modern Quality Systems; Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Modern Quality Systems and ISO 9000; Personnel and Occupational Testing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis; Information, Risk, Security and Crisis Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Project Management; Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting; Advanced Financial Accounting For Non-Accountants Seminar or Public Course, Incorporating Balanced Score card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Cost Management; Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; Strategic Management and Strategic Cost Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy; Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Training Institute Postgraduate Diploma and HRODC Postgraduate Training Institute Diploma – Postgraduate. HRODC Postgraduate Training Institute UK – covering all KU Regions and Counties - East Midlands Region; The counties of Derbyshire, Leicestershire, Lincolnshire, Northamptonshire and Nottinghamshire The non-metropolitan districts of Derby, Leicester, Nottingham and Rutland; Eastern Region; The counties of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk The non-metropolitan districts of Luton, Peterborough, Southend-on-Sea and Thurrock; London Region; Greater London; North East Region; The counties of Durham and Northumberland The metropolitan districts of Gateshead, Newcastle upon Tyne, North Tyneside, South Tyneside and Sunderland The non-metropolitan districts of Darlington, Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton-on-Tees;  North West Region; The counties of Cheshire, Cumbria and Lancashire The metropolitan districts of Bolton, Bury, Knowsley, Liverpool, Manchester, Oldham, Rochdale, St. Helens, Salford, Sefton, Stockport, Tameside, Trafford, Wigan and Wirral The non-metropolitan districts of Blackburn with Darwen, Blackpool, Halton and Warrington; South East Region; The counties of Buckinghamshire, East Sussex, Hampshire, Isle of Wight, Kent, Oxfordshire, Surrey and West Sussex The non-metropolitan districts of Bracknell Forest, Brighton and Hove, the Medway Towns, Milton Keynes, Portsmouth, Reading, Slough, Southampton, West Berkshire, Windsor and Maidenhead and Wokingham; South West Region; The counties of Cornwall, Devon, Dorset, Gloucestershire, Somerset and Wiltshire The non-metropolitan districts of Bath and North East Somerset, Bournemouth, Bristol, North Somerset, Plymouth, Poole, South Gloucestershire, Swindon and Torbay The Isles of Scilly; West Midlands Region; The counties of Shropshire, Staffordshire, Warwickshire and Worcestershire The metropolitan districts of Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton The non-metropolitan districts of Herefordshire, Stoke-on-Trent and Telford and Wrekin; Yorkshire and the Humber Region; The county of North Yorkshire The metropolitan districts of Barnsley, Bradford, Calderdale, Doncaster, Kirklees, Leeds, Rotherham, Sheffield and Wakefield The non-metropolitan districts of the East Riding of Yorkshire, Kingston upon Hull, North East Lincolnshire, North Lincolnshire and York. The countries covered inude Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores)Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia),Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire

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HRODC Postgraduate Training Institute Postgraduate Training Institute, A Postgraduate-Only Institution, is registered with the UK Register of Learning Providers (UKRLP) #10019585, verifiable at https://www.ukrlp.co.uk/ It also offers Diploma - Postgraduate - Short Courses of 5-35 Days. These are exemplified by: 5-9 Days (Diploma - Postgraduate - Single-Credit); 10 Days (Diploma - Postgraduate - Double-Credit); 15 Days (Diploma - Postgraduate - Triple-Credit); 20 Days (Diploma - Postgraduate - Quad-Credit). All Diploma – Postgraduate - Awards accumulate to a Postgraduate Diploma. Postgraduate Diploma Progress to a Postgraduate Degree – MA, MSc, or MBA. Diploma – Postgraduate Short Courses – might be studied via In-Classroom or Video-Enhanced Mode. In both modes, at least 30 Credit-Hours (represented as 5 days in-classroom (or approximately 10 days Video-Enhanced - based on 3 hours per day), are required for the Award of Diploma - Postgraduate.  Both In-classroom and Video-Enhanced modes are actually Face-To-Face ‘Direct Lecturer Interactive Contact’. As is indicated above, all Diploma – Postgraduate - Awards accumulate to a Postgraduate Diploma. Postgraduate Diploma Progress to a Postgraduate Degree – MA, MSc, or MBA. Courses include Change Management, Financial Risk Management, Trainer Training, Project Management, Real Estate Management, Advanced Oil and Gas Accounting, Executive Leadership and High Performance Team Management Dynamics Of Organisational Change Management, Client Or Customer Care, Trainer Training: Training for Trainers, Motivating Workers: Intrinsic and Extrinsic Rewards, Employee Resourcing: Recruitment and Selection,, Diversity Management: A Value-Added Inclusion, Research Project: Design, Conduct & Report, Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance, Internal Audit, Human Resource Management: A Practitioner’s Approach, Financial Risk Management, Judges Seminar 1: Dealing with Economic and Financial Crimes, Judge Seminar 2: The UK Legal System – Court Organisation, Management & Sentencing, Fundamentals of The Automotive Industry, Advanced Project Management, Productivity Improvement, MSc in Comprehensive Real Estate Management, Real Estate Management: An Introduction, Conveyancing and Property Valuation, Human Resource Management: A Comprehensive View, Fundamentals of Aviation (Air) Cargo, UK Employment Law, UK Consumer Protection Law, ISO 9000 Quality Management, Modern Quality Systems, Modern Quality Systems and ISO 9000, Personnel and Occupational Testing, Personnel and Occupational Test Questionnaire Design and Results Analysis, Information, Risk, Security and Crisis Management, Executive Leadership and High Performance Team Management, Organisational Design: Structuring and Restructuring Organisations, Postgraduate Diploma in Executive Management,  Creating Investment Projects In The Industrial Sector, Evaluating the Performance of Industrial Investments, Strategic Management and Project Management, Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting, Advanced Financial Accounting For Non-Accountants, Advanced Cost Management for Business Competitiveness, Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service, Strategic Management and Strategic Cost Management, Strategic Management Accounting, Incorporating Balanced Score Card, Advanced Budgeting For Business Enhancement, Communication, Information Gathering, Analysis and Report Writing, Women In Management, Comprehensive Project Management, Advanced Oil and Gas Accounting (1), Advanced Oil and Gas Accounting (2), Advanced Oil and Gas Accounting (3), Leadership Styles, Team Dynamics, Modern Marketing in a Consumer-Lead Environment, The Management of Organisational Resources, Effective Time Management, Delegating For Role and Organisational Effectiveness, The Dynamic Functions of Management, Training Needs Analysis: Determining Training Needs, Economic and Financial Values of International Dumping and Subsidy, Planning, Costing and Budgeting for Executive Decision-Making, HR Training and Development Management, Business and Organisational Analysis, Postgraduate Diploma in Financial Accounting and Management Accounting, International Trade Promotion and Marketing, Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return, Industrial Project Start-Up, Expansion and Management (1), Industrial Project Start-Up, Expansion and Management (2), Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension. Courses are held internationally e.g. in Johannesburg, Oman, Kuwait, Brunei, Dubai UAE, Bahrain, Paris, Milan,

The Headquarters of HRODC Postgraduate Training Institute Postgraduate Training Institute is in Wolverhampton, West Midlands, UK.

Wolverhampton is a new and vibrant city and centre of commerce, strategically located in the West Midlands, and the Black Country, so named because of its traditional mining and manufacturing base, providing easy access regional and central governments, regional and national sporting, cultural and exposition venues. The Wolverhampton Airport, slated for development, will provide an even faster link to European destinations and the rest of the world than Birmingham International Airport currently affords.  Wolverhampton is only about 30 minutes drive and 25 minutes by train, from Birmingham International Airport. 35 minutes by tram from Birmingham Snow Hill, Wolverhampton is also 15 minutes by train from Birmingham New Street Station. There is a frequent bus link from Birmingham. London Euston Station is also just a 2 hour train ride from Wolverhampton. A return ticket to London Euston costs as little as eighteen pounds (£18.00), if booked on-line 8 days in advance. Trains from Wolverhampton to London depart every 20 minutes. There is a frequent inexpensive coach service from Wolverhampton to London and all other major UK cities.  Wolverhampton is presumably one of the most popular entertainment centres in Europe. It certainly ranks in the top 5 entertainment venues in the UK.

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Last modified: 19-02-18