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Oil and Gas Accounting Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Advanced Oil and Gas Accounting Course Jeddah Saudi Arabia Riyadh Saudi Arabia, MSc Advanced Oil and Gas Accounting Course Jeddah Saudi Arabia Riyadh Saudi Arabia, On-Line Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Organisational
Change Management Courses Jeddah Saudi Arabia Riyadh Saudi Arabia,
Organisational Improvement Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Organisational Development Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Strategic Management Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Conveyancing and Property Valuation Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Real Estate Management Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Tourism Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, Project Management Courses Jeddah Saudi Arabia Riyadh Saudi Arabia, HRM in Oil and Gas Industry Jeddah Saudi Arabia Riyadh Saudi Arabia,
Financial Risk Management Courses
Jeddah Saudi Arabia Riyadh Saudi Arabia, Information, Risk,
Security and Crisis Management Courses Jeddah Saudi Arabia Riyadh Saudi Arabia,
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Upstream Oil & Gas Accounting & Contracts: Oil & Gas
Operation, Mineral Rights, Leases & Successful Efforts Accounting
Course Duration: 5 Days
ό
Cost:
ό
£3,000.00 + V.A.T. Per Delegate for UK Delivery
ό
£3,400.00 + V.A.T. Per Delegate for Non-UK EU Delivery;
ό
£3,400.00
for Non-EU Delivery (No VAT is Payable)
Cost Includes:
v
Continuous refreshments,
v
Hot Lunch,
v
Stationery,
v
Course Guide and Supplement,
v
HRODC Diploma Postgraduate - or
v
HRODC Certificate of Attendance and Participation
Course Location:
HRODC Training Centre - Central London UK and International Locations
Specialist Postgraduate Diploma Postgraduate Diploma in Oil and Gas Accounting
Please note that Upstream Oil & Gas Accounting &
Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts
Accounting is the first in the series of Oil and Gas Accounting Courses. The full series, therefore consists of:
Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral
Rights, Leases & Successful Efforts Accounting
- Level 1
Advanced Oil and Gas Accounting (1) Level 2
Advanced Oil and Gas Accounting (2) Level 3
Advanced Oil and Gas Accounting (3)
Level 4
Successful Completion of all 4 courses will lead to the HRODC Postgraduate Diploma in Advanced Oil and Gas Accounting. Delegates, who start at Level 2, will need to study an Advanced Financial or Accounting Course, in order to meet the Minimum Hour Requirement (180 hours) for the Postgraduate Diploma.
Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights,
Leases & Successful Efforts Accounting Seminar or Course
Rationale
Understanding finance and accounting is often the key to managerial progression, but the special problems in financial reporting and accounting for the Oil and Gas Industry can make the Discipline daunting. The Upstream Subsector of the Industry typically requires extremely high levels of speculative investment with absolutely no guarantee of a successful Return on Investment (RoI). It is characterised by lengthy time periods between the initial investment and any returns and it attracts many regulatory accounting rules and standards.
This five-day course begins to address the ways that the finance function deals with these special requirements. The course aims to provide a practical approach, thereby enabling each participant to fully appreciate the role of financial and accounting information in decision-making and also the impact of their personal activities on their organizations financial viability.
Objectives:
By the conclusion of the specified learning and development activities, delegates will be able to
Demonstrate an understanding of the oil and gas industrial and the activities of each subsector
Demonstrate an awareness of the salient issues associated with the development of the United States oil and gas industry, as a mark car to International oil and gas exploration developments and it mining operations;
Address the geological issues relating to the origin, exploration and production of oil and gas;
Outline the methods of production, employed in the oil and gas industry;
Describe the methods of exploration generally used within the oil and gas industry;
Explain the contractual issues that are associated with oil, gas and mineral lease;
Address problems and issues associated with upstream oil and gas operation.
Outliner the role of finance and accounting in an Oil and Gas Organisations
Demonstrate an appreciation of financial reporting policies and practices applicable in Oil and Gas Industry
Distinguish between the different types of wells
Distinguish between natural and artificial lifts, in oil and gas production
Demonstrate a working knowledge of Amortization, with particular reference to the oil and gas industry
Work through examples of Amortization of exploration and development costs of proved developed reserves
Accurately account for Disposition of capitalized costs, in reference to the impairment of unproved properties
Appropriately address Disposition of capitalized costs from the surrender or abandonment of property
Distinguish between 3D and 4D Seismic
Explain, with examples,
Overriding Royalty Interests (ORI)
Distinguish between
Mineral Rights, Mineral Interests and Fee Interests
Discuss, with examples, the benefits and drawbacks of nonworking interest
Distinguish between Non-drilling and Drilling Costs
Appropriately apportion costs to non-drilling and drilling operations, respectively
Explain the basic principles of Successful Efforts Accounting in Oil and Gas
Demonstrate mastery of the concepts and issues associated with exploration and drilling operation
Explain, with minor omissions, the processes involved in oil and gas acquisition, exploration and mining.
Who Should Attend?
This programme is designed specifically for all who work with financial information and measures of performance for Oil & Gas Exploration & Production activities, and people seeking to advance their career by improving their understanding of industry financial management. The target people seeking to broaden knowledge to improve job performance include:
Finance Directors and Managers
Financial Controllers
Chief Accountants
Treasury Officers
Asset Accountants
Joint Venture Accountants
Management Accountants
Internal and External Auditors
Government Regulators
Financial Analysts
Public Accountants
Government Ministers,
Chief Executives
Managing Directors
Engineers and Geologist
Drilling & Refinery Managers
Marketing & Sales Directors & Managers
Others interested in the operation of the Oil and Gas Industry, its regulation, exploration, production, and accounting systems
Programme Outline
Please note that the breakdown represents a guide only and not a rigid arrangement. The tutor has the right to deviate from the order, as he or she deems necessary. While we aim to cover as much as possible of the concepts and issues, it is impossible to discuss all aspects. As a Postgraduate Course, Delegates and Students are expected to conduct their own research. As for all academic and professional examination, this course assesses selected knowledge and skills area, for each course iteration (delivery). Delegates and students should take responsibility for all the contents, concepts and issues that are presented below.
Day 1 UPSTREAM OIL and GAS OPERATIONS
Introducing the Oil And Gas Industry
Brief History of the U.S. Oil and Gas Industry
Origin of Petroleum
Anticline
Exploration methods and procedures
3-D Seismic
4-D Seismic
Acquisition of mineral interests in property
Mineral Rights
Mineral Interests
Fee Interests
Overriding Royalty Interests (ORI)
Retained ORI production payment Interest (PPI)
Dutch Carved-out production payment
Carved-out net profits interest created from working interest
Net profits interest created from mineral interest
Oil, Gas and Mineral Lease Provisions
Lease bonuses
Royalty provision
Primary term
Delay Rental Payment
Shut-In payment
Right to Assign Interest
Right to free use of resources for lease operations
Option payment
Offset Clause
Addressing problems and issues associated with upstream oil and gas operation.
Day 2 INTRODUCTION TO OIL AND GAS ACCOUNTING
Oil and Gas Drilling Operations
BOP (blowout preventer)
Bottom-hole pressure
Bottom-hole pump
Drill string
Rat hole
Mouse hole
Drilling platform
Drilling rig
Proved area
Drill stem test
Derek and Derek Hands
Cracking
Field
Christmas tree
Sedimentary rock
Seismic exploration
Development well Flowing well
Injection well
Offset well
Stratigraphic Well
Stratigraphic Test Well or Exploratory well
Service well
Dry hole
Dual completion
Dry natural gas
natural and artificial lifts
Oil and Gas production and Sales
Some State and US Federal Oil and Gas Drilling Regulation
Maximum Efficiency Drilling Rate (MER)
The Concept of Peak Oil
Historical cost accounting methods
Historical Development of accounting methods and current status
Introduction to successful efforts accounting
Chart accounts for successful efforts company
Oil and Gas subsectors Upstream, Mid-Stream and Downstream
Horizontal, Vertical and Full Integration within the Oil and Gas Industry.
Addressing Problems associated with Oil and Gas Accounting
Day 3 NONDRILLING EXPLORATION COSTS SUCCESSFUL EFFORTS
Introduction to Full Cost (FC) Accounting
Distinguishing between Non-drilling and Drilling Costs
Cost of Identifying areas that might warrant exploration
Cost of topographical, geological and geophysical studies
Cost of carrying and retaining undeveloped properties
Dry hole contribution
Cost of drilling and equipping exploratory well
Cost of drilling exploratory type Stratigraphic test well
Successful Efforts Exploration Cost
Accounts for a full cost company
G&G costs
Reconnaissance survey
Detailed Survey
Shooting Rights
Obtaining G & G Permits
Exchanging C & G Studies for Property Interest
Day 4 ACQUISITION COSTS OF UNPROVED PROPERTY SUCCESSFUL EFFORTS
Carrying and retaining costs
Delayed Rental
property Taxes
Legal cost for title defense
Clerical and record-keeping costs
Test-well contributions
Dry hole contribution
Bottom-hole contribution
Support equipment and facilities
Problems
Offshore and International operations
Purchase in fee (Fee Purchase)
Internal costs
Options to lease
Delinquent taxes and mortgage payment
Day 5 ACQUISITION COSTS OF UNPROVED PROPERTY SUCCESSFUL EFFORTS
Successful Efforts Acquisition Costs
Internal Costs
Options to lease
Delinquent tax and Mortgage Payments
Top Leasing
Amortization
Amortization of exploration and development costs of proved developed reserves
Impairment
Disposition of capitalized costs impairment of unproved properties
Disposition of capitalized costs surrender or abandonment of property
Post balance sheet events
Disposition of capitalized costs reclassification of an unproved property
Land department
Addressing Issues and Problems in unproved property acquisition costs
A Public Change Seminar
Change Management Seminar (public course) - Coming To A Centre Near You!! 'Dynamics Of Organisational Change Management Seminar': A Change Seminar (public course) With A Difference
Seminar (public course) 1
Dynamics Of Organisational Change Management Seminar (public course),
Leading to HRODC Diploma - Postgraduate - in Change Management For: Senior and Middle Managers, Internal and External Change
Agents
DURATION: 3 DAYS
HOW YOU WILL BENEFIT/ Seminar (public course) OBJECTIVES
By the conclusion of the specific learning & development activities, in this change management Seminar, delegates will be able to:
Ψ Demonstrate their awareness of the inevitability of organisational change (organizational change)
Ψ Demonstrate the need for a proactive stance to organisational change (organizational change)
Ψ Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process.
Ψ Demonstrate effective leadership at all levels of responsibility, during the change process
Ψ Manage the relationship between the organisation and its internal and external stakeholders, during the different stages of the change process
Ψ Determine the factors, which contribute to workers resistance to change
Ψ Suggest the efforts, which an organisation might employ to reduce workers resistance to change
Ψ Demonstrate their awareness of change management and human resources implications
Ψ Distinguish between change strategies and approaches to change
Ψ Illustrate the advantages and disadvantages of each change strategy
Ψ Manage latent and manifest resistance to change
Ψ Employ the correct change strategy that will create winners even in a most hopeless situation.
Ψ Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate
Ψ Determine the most effective ways of communicating change decisions to workers
Ψ
Illustrate the advantages and drawbacks of group involvement in decisions related to change Ψ Appreciate the importance of change institutionalisation Ψ Design measures, which will ensure change institutionalisation Ψ Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environments Ψ Ψ Ψ Ψ Ψ Ψ Ψ Ψ Ψ Ψ Devise a strategy that will reduce the negative effects of change acceleration Ψ
CONTENTS AND CONCEPTS
 Change and Its Inevitability
Anticipating The Need For Change Resistance To Change - Latent & Manifest
Change Management And Human Resources Implications
Pertinent Factors Associated With Change Implementation Approaches To Change: Their Merits & Demerits The Big Bang Approach The Incremental Approach
Strategies For Effecting Change Influence Change Strategies: When They Should Be Used Or Avoided Control Change Strategies: When They Should Be Used Or Avoided Communicating Organisational Change (organizational change) Communication Media: Mass or Personalised Communication? Mode and Channels of Communication Getting The Message Right Timing of Communication Who Should Communicate What, When?
Use of Groups In Change Process Managing latent and manifest resistance to change Effective, overall, change leadership Leading change implementation Selecting the Appropriate Change Agent Internal or External Speed of Change Change Acceleration: Averting Organisational (organizational) and Individual
casualties
Change Tolerance and Individual Stress Levels
Managing the External Environment: Improving Perception and Instilling Confidence
Stakeholders, generally Shareholders and Funding Agents Customers and Clients Potential Customers and Clients Change Institutionalisation: Returning To Normality
Product Differentiation:
How 'Dynamics Of Organisational Change Management Seminar' Differs From Other Change Management Seminars
This change management Seminar, claims superiority over other change management Seminars. As a revolutionary change Seminar, it seeks to empower corporate and operational managers, and change agents, in particular, to manage the organisational (organizational) change management process more effectively. While we are aware of their general popularity of change Seminars, this is not just another change management Seminar. It is a change management Seminar (public course) with major differences, the first of which is the fact that this change Seminar (public course) is research-driven. The concept of 'change acceleration' is a new change management concept, emerging out of Prof. Dr. Crawford's empirical change management research. The 'Dynamics of Organisational Change Management Seminar (public course) ' is the first change management Seminar (public course) in which 'change acceleration' is discussed, in relation to change management. Delegates' understanding of change management and human resources implications will, therefore, be heightened.
Delegates of this change management Seminar (public course) will, therefore, benefit from the new knowledge and expertise that this change Seminar (public course) guarantees, improving their value to their organisations, as they strive towards acquiring and, or, maintaining their competitive advantage. They will benefit immensely from the expertise of Dr. Crawford, as a senior academic, change management expert, consultant and trainer. The delegate activities of the change Seminar (public course) are carefully designed to ensure that the objectives of this change management Seminar (public course) are achieved. They are based on sound principles of learning and development, taking individual variants into account. These change Seminar (public course) activities also address the levels of change management competence that delegates achieve, and will be measured continuously throughout the change management Seminar, with a view to enhancing their improvement. |
This Seminar (public course) is Delivered by:
Prof. Dr. Ronald B. Crawford
PhD (London), MEd.M. (Bath), Adv. Dip. Ed. (Bristol), PGCIS (TVU), ITC (UWI), MAAM, MAOM, LESAN, MISGS. Visiting Prof. P.U.P..
Chief Executive and Chief Consultant of
Human Resource & Organisational Development Consultancy (HRODC)
Cost Includes:
Seminar (public course) Guide Seminar (public course) Supplement Stationery HRODC Diploma or Certificate of Attendance & Participation Lunch Coffee Tea
Other
Seminars (public courses)
are:
Motivation Seminar;
Trainer Training Seminar;
Recruitment and selection Seminar;
Diversity Seminar;
Customer care Seminar;
Research Seminar
HRODC Postgraduate Diploma in Executive Management
A 12-Week 12-Block Management Training Programme Leading To the
HRODC Postgraduate Diploma In Executive Management
Programme Cost: £3,000.00 Per Delegate Per Block
Organisational Improvement: Revitalising Organisations, Through Organisational Development And Change |
Module title |
Objectives |
Contents & Concepts |
Duration | |
By the conclusion of the specified learning and development activities, delegates will: |
v What is Organisational Development (OD)?
v OD and organisational effectiveness:
v Differing perspectives of organisational development
v Organisational climate;
v Organisational culture
v Organisational norms;
v Organisational values,
v Organisational power structure;
v Worker commitment;
v Structure of roles in organisation;
v Inter-group collaboration;
v The combination of the authority based in roles with the authority based in knowledge and skills;
v The creation of an open system of communication vertically, horizontally, diagonally; management development
v Micro organisational development
v The quality of working life (qwl)
v Aspects of quality of working life:
o Adequate, and fair compensation.
o Healthy and safe working conditions.
o Development and growth of human capacities
o Growth and security.
o Social integration of people
o Constitutionalism
o Protection of total life space.
o Social relevance of work;
v Sensitivity training
v Approach to organisational development
v Organisational development interventions
v Process consultation
v Enhancing the effectiveness of programmes
v Macro organisational development
v Determination of success
|
2 days | | By the conclusion of the specific learning & development activities, delegates will be able to:
v Demonstrate their awareness of the inevitability of organisational change.
v Demonstrate their ability to conduct an internal environmental analysisSW
v Exhibit their ability to conduct an external environmental analysisot
v Synthesize the relationship between internal and external environmental analysesswot
v Demonstrate the need for a proactive stance in relation to organisational change.
v Determine the factors, which contribute to workers resistance to change.
v Suggest the efforts, which an organisation might employ to reduce workers resistance to change.
v Demonstrate their awareness of the inevitability of organisational change
v Demonstrate the need for a proactive stance to organisational change
v Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process.
v Manage the relationship between the organisation and its internal and external stakeholders during the different stages of the change process
v Determine the factors, which contribute to workers resistance to change
v Suggest the efforts, which an organisation might employ to reduce workers resistance to change
v Distinguish between change strategies and approaches to change
v Illustrate the advantages and disadvantages of each change strategy
v Employ the correct change strategy that will create winners even in a most hopeless situation.
v Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate
v Determine the most effective ways of communicating change decisions to workers
v Illustrate the advantages and drawbacks of group involvement in decisions related to change
v Appreciate the importance of change institutionalisation
v Design measures, which will ensure change institutionalisation
v Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environments
v Distinguish between strategic and operational change
v Assess the impact of information and communications technologies (icts) on the change process
v Exploit the benefits of information and communications technologies (icts) in the planning, communication and implementation of change, being mindful of their drawbacks
v Match the mode, channel and method of communication with the nature and stage of the change process.
v Determine the type, level and stage of change that might be best suited to the employment of internal or external change agents, respectively, maintaining an effective working environment
v Appreciate the difference between individual stress tolerance levels
v Devise methods of reducing stress levels
v Distinguish between the speed of change and change acceleration
v Determine when change acceleration is necessary
v Devise a strategy that will reduce the negative effects of change acceleration
v Implement change, whilst avoiding human and organisational casualties
v Demonstrate their awareness of change management and human resource implications.
v Distinguish between change strategies and approaches to change.
v Illustrate the advantages and disadvantages of each strategy.
v Manage latent and manifest resistance to change.
v Determine the situations when a particular approach might be appropriate.
v Determine the most effective ways of communicating change decisions to workers.
v Illustrate the advantages and drawbacks of group involvement in decisions related to change.
v Design measures, which will ensure change institutionalisation.
v Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
|
The inevitability of Organisational
Conducting an internal environmental analysis SW
v Conducting an External Environmental analysis OT
v Synthesize the relationship between internal and external environmental analysesSWOT
Influence change strategies:
v When they should be used or avoided.
v Control change strategies:
v When they should be used or avoided.
v Communicating organisational change. (organizational change).
v Communication media:
v Mass or personalised communication?
v Mode and channels of communication.
v Getting the message right.
v Timing of communication.
v Who should communicate what, when?
v Use of groups in change process.
v Managing latent and manifest resistance to change.
v Effective, overall, change leadership.
v Leading change implementation.
v Selecting the appropriate change agent
v Internal or external.
v Change acceleration:
v Averting organisational (organizational) and individual casualties.
v Confidence.
v Change tolerance and individual stress levels.
v Managing the external environment:
v Improving perception and instilling
v Stakeholders, generally.
v Shareholders and funding agents.
v Customers and clients.
v Potential customers and clients.
v Change institutionalisation:
v Returning to normality.
|
3 Days |
Oil and Gas Accounting -
Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights,
Leases & Successful Efforts Accounting Seminar or Public Course. Oil and Gas
Accounting - Upstream Oil & Gas Accounting &
Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts
Accounting In-house Course, Leading to
HRODC Diploma, at Postgraduate
Level, in Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation,
Mineral Rights, Leases & Successful Efforts Accounting
Oil and Gas Accounting - Upstream
Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases &
Successful Efforts Accounting Seminar or Public Course. Oil and Gas Accounting -
Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights,
Leases & Successful Efforts Accounting In-house Course. Designed for Finance Directors and Managers, Financial Controllers, Chief Accountants, Treasury Officers, Asset Accountants, Joint Venture Accountants, Management Accountants, Internal and External Auditors, Government Regulators, Financial Analysts, Public Accountants. Concepts, including Financial reporting standards and generally accepted accounting principles, Accounting concepts, Governance, transparency and disclosure, Reserve recognition accounting, FC and SE accounting, Ceiling test limitation, Non-drilling exploration cost, Acquisition costs of unproved property, Drilling and development costs, Proved property cost disposition, Full cost accounting, Pre-development costs, Development costs, International Accounting Standards for Oil and Gas, Comparing financial statements, Reserve ratios, Reserve replacement ratio, life ratio, net wells to gross well ratio, Reserve cost ratios, Lifting cost ratios DD&A analysis, Reserve value ratios, Value added ratio, Ratio Roulette, Financial ratios.
.Click for Seminar or Public Course Schedule
Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
Introduction and Rationale
In 21st century business environment, effective strategic management is critical to the success of the firm or organization and is thus a pervasive theme of this seminar.
The growing pressures of global competition, technological innovation, and change in business processes have made cost management much more critical and dynamic than ever before. Managers and management accountants must think competitively; doing so requires a strategy. Because strategic issues are increasing in importance to management, cost management has moved from a traditional role of product costing and operational control to a broader, strategic focus: strategic cost management. Strategic Cost Management is the development of cost management information to facilitate the principal management function, strategic management. Cost management information is a broad concept and includes information that the manager needs to effectively mange the firm or not-for-profit organization and included both financial information about costs and revenues as well as relevance non financial information about productivity, quality, and other key success factors for the firm. |
Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
For Whom Designed?:
Non-Financial managers from all functions of an enterprise will benefit from this intensive seminar which teaches the key financial issues covered in international MBA programmes. Financial managers wanting an update or refresher of their knowledge will also benefit from attending. In detail:
Managers with direct financial responsibilities
Cost and management accountant
Financial planners and cost analysts
Senior managers who supervise people with financial responsibilities
Financial and budget controllers who are moving to wider responsibilities
Managers who need to know more about business planning, budgeting, costing terms and techniques.
Managers who have to plan, cost and budget new business ventures.
Managers and Supervisors from every business discipline and department who have to run departments and plan, cost and budget during their business lives.
First appointment managers on fast-track development programmes
Managers who require a refresher programme on the topic or who would benefit from having an opportunity to consider new ideas and methods
|
Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
PROGRAMME OBJECTIVES and TRAINING METHODOLOGY
PROGRAMME OBJECTIVES
Participants gain the insights they need to win in the global marketplace. Key subjects that the seminar addresses include:
Cost management and Strategy
Implementing Strategy
Basic Cost and Cost Analysis
Cost Bahaviour and Cost Estimation
Different Approaches to Costing (Standard Costing, Activity-Based Costing,
)
Cost Planning and Budgeting
Strategic Performance Measurement
Decision Making with Relevance Costs and a Strategic Emphasis
TRAINING METHODOLOGY
Using a combination of lectures and group exercises, the delegates will gain both a theoretical and practical knowledge of the topics covered. The emphasis is on the practical application of the topics and as a result delegates will return to the workplace with both the ability and the confidence to apply the techniques learned. |
PROGRAMME OUTLINE
DAY 1 Cost management and Strategy; with a review of key cost concepts
The use of cost management information
The issue of costing
Creating cost-aware organizations
Review of some key cost concepts
Product vs. Period costs
Direct and Indirect Costs
Cost behavior: Fixed and Variable Costs
Problems and Examples
DAY 2 Different Approaches to Costing
Absorption (Full) vs. Variable costing
Under-costing and over-costing: the consequences for profitability
How to refine a costing system?
Activity-based costing (ABC) and cost-management
Cost hierarchy & Cost drivers
Linking resources, activities and management
Introducing Activity-based management (ABM)
Linkages between ABM and ABC monitoring value creation
Problems, Case Study and Examples
DAY 3 Different Approached to Budgeting
Fixed and flexed budget (static and flexible budget)
Rolling budget
Zero based budgeting
Activity based budgeting
Master budget
From costing to budget: interpreting variances (variance analysis)
Integrate continuous improvement into variance analysis.
Problems, Case Study and Exercises
DAY 4 Cost Planning and Pricing Decisions: Life-Cycle-Costing, Target costing and Target Pricing
Linking process development to costing
Target costing, target pricing and its implications
The three major influences on pricing decisions
Distinguish between cost incurrence and locked-in costs
Cost plus approach to pricing
Life cycle product budgeting and costing to assist in pricing decision
Problems, Case study and Examples
DAY 5 Control Systems and Performance Measurement
Financial and non-financial measures of performance
Design an accounting-based performance measure
Understand ROI, RI and EVA
Strategic performance measurement: Balanced scorecared
New role for managers and management accountants in designing incentive systems
Case, problems and examples
|
Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
Click To Reserve a Place on this Seminar
These courses are available on Short Intensive, Full-Time and On-Line Delivery Modes. A.Learning is our
dedicated On-Line Learning Site, which is located at:
http://www.hrodc-business-products-and-services.com/
Courses of one month and more lead to a Postgraduate Diploma. Shorter Courses combine to form a full Postgraduate Diploma. All Postgraduate Diploma Holders can register for MBA, MSc or MA. All courses accumulate to a Masters Degree MBA, MA, MSc
Click to view Postgraduate Degree (MBA, MSc, MA) Regulation.
Click this Link to View Seminar or Course Schedule Part 1
Click This Link To View Seminar or Course Schedule Part 2 Click Link, Below, To Book a Course =
http://www.hrodc.com/Course%20Booking%20Form.htm
Course Name and Award Name
Dynamics Of Organisational Change Management Seminar (public course), Leading to HRODC Diploma - Postgraduate -
in
Organisational Change Management
Client Or Customer Care Seminar, Leading to HRODC Diploma - Postgraduate - in
Client Or Customer Care
Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Diploma - Postgraduate - in
Trainer Training: Training for Trainers
Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Worker Motivation
Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Employee Resourcing: Recruitment and Selection
Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Diversity Management
Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Research Project Management
Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy
Internal Audit Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Internal Audit
Human Resource Management (HRM): A Practitioners Approach Seminar (public course), Leading to HRODC Postgraduate Diploma in Human Resource Management (HRM)
Financial Risk Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Financial Risk Management
Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC 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 Diploma - Postgraduate - in UK Legal System: Court Organisation and Management
Fundamentals of The Automotive Industry Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Fundamentals of Automotive Industry
Advanced Project Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Advanced Project Management
Productivity Improvement Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Productivity Improvement
Comprehensive Real Estate Management Seminar (Public Course), Leading to HRODC Postgraduate Diploma in Comprehensive Real Estate Management
Real Estate Management: An Introduction Seminar, Leading to HRODC Diploma - Postgraduate - in Introduction to Real Estate Management
Conveyancing and Property Valuation Seminar, Leading to HRODC Diploma - Postgraduate - in Conveyancing and Property Valuation
Human Resource Management (HRM): A Comprehensive View
Seminar, Leading to HRODC Postgraduate Diploma in Comprehensive Human Resource Management (HRM)
Fundamentals of Aviation (Air) Cargo Seminar (Public Course), Leading to HRODC Diploma, in Fundamentals of Air Cargo
UK Employment Law Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in UK Employment Law
UK Consumer Protection Law Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in UK Consumer Law
ISO 9000 Quality Systems Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in ISO 9000 Quality Systems
Modern Quality Systems Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Modern Quality Systems
Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Modern Quality Systems and ISO 9000
Personnel and Occupational Testing Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Personnel and Occupational Testing
Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC 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 Diploma - Postgraduate - in Information, Risk and Security Management
Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Executive Leadership and High Performance Team Management
Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations
Executive MBA -
Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Diploma in Executive Management
Organisation and Management: An Introduction Seminar or Course - Postgraduate
Managing Individuals and Groups In Organisations Seminar or Course - Postgraduate
Organisational Improvement: Revitalising Organisations, Through Organisational Development and Change Seminar or Course - Postgraduate
Enhancing Managerial Effectiveness Seminar or Course - Postgraduate
The Management of Human Resource Seminar or Course - Postgraduate
Managing Individual Performance Seminar or Course - Postgraduate
Talent Management Seminar or Course - Postgraduate
The Newcomer in an Organisation: A Strategic Approach Seminar or Course - Postgraduate
Managing Organisational Quality and Resources Seminar or Course - Postgraduate
Managing Internal and External Cultural Diversity Seminar or Course - Postgraduate
Enhancing Objective Accomplishments Through an Enthusiastic Workforce Seminar or Course - Postgraduate
Organisational Structure and Control Systems Seminar or Course - Postgraduate
Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Investment Projects in Industrial Sector
Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Industrial Investment Performance Evaluation
Strategic Management and Project Management Seminar or Public Course, Leading to HRODC 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 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 Diploma - Postgraduate - in Advanced Financial Accounting
Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC 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 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 Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Diploma - Postgraduate - in Strategic Management Accounting
Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Budgeting
Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Communication and Information Management
Women In Management Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Women in Management
Comprehensive Project Management Seminar or Public Course, Leading to HRODC postgraduate Diploma in Comprehensive Project Management
Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1)
Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2)
Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3)
Leadership Styles Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Leadership Styles
Team Dynamics: Team Leadership Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Team Dynamics: Team Leadership
Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Marketing Management
The Management of Organisational Resources Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Resource Management
Effective Time Management Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Time Management
Delegating For Role and Organisational Effectiveness Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Organisational Delegation
The Dynamic Functions of Management Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Management Functions
Training Needs Analysis: Determining Training Needs Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Training Needs Analysis
Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC 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 Diploma - Postgraduate - in Executive Planning, Costing and Budgeting
HR Training and Development Management Seminar or course, Leading to HRODC Postgraduate Diploma in HR Training and Development Management
Business and Organisational Analysis Seminar or Course,
Leading to HRODC Diploma - Postgraduate - in Business and Organisational Analysis
Postgraduate Diploma in Financial Accounting and Management Accounting Seminar or Course
International Trade Promotion and Marketing Seminar Or Course, Leading to HRODC Diploma Postgraduate - in International Trade Promotion and Marketing
Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return Seminar or Course, Leading To HRODC Diploma - Postgraduate in Training Needs Analysis, Costing and Budgeting
Industrial Project Start-Up, Expansion and Management (1), Leading to HRODC Diploma Postgraduate in Industrial Project Start-Up, Expansion and Management (1)
Industrial Project Start-Up, Expansion and Management (2), Leading to HRODC Diploma Postgraduate in Industrial Project Start-Up, Expansion and Management (2)
Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension, Leading to HRODC Diploma Postgraduate in Anti-Dumping Practice: Investigation, Management and Review
Advanced Media Production and Presentation Course or Seminar, Leading to HRODC
Diploma - Postgraduate - in Advanced Media Production and Presentation, Accumulating to a Masters Degree MBA, MA, MSc.
Telephone Billing & Financial Accounting Course or Seminar, Leading to HRODC Diploma Postgraduate in Telephone Billing & Financial Accounting, Accumulating to A Masters Degree MBA, MSc, MA
Decision-making in Organisations: Structural Design Myths and Realities Course or Seminar, Leading to HRODC Diploma Postgraduate in Organisational Decision-making, Accumulating to a Masters Degree MBA, MSc, MA
MSc Human Resource Training and Development Management A 1 Year Intensive Course, incorporating Training Needs Analysis, Human Resource Demand (Manpower Demand) and Human Resource Planning (Manpower Planning)
Executive Leadership and Corporate Communication Course or Seminar,
Leading to HRODC Diploma Postgraduate in
Leadership and Corporate Communication
Corporate Governance: Principles and Practice Course or Seminar,
Leading to HRODC Diploma Postgraduate in
Corporate Governance
Community Management Skills Course or Seminar,
Leading to HRODC Diploma Postgraduate in
Community Management Skills
Conflict and Role Conflict: Conflict Management In Organisations - Postgraduate Course or Seminar,
Leading to HRODC Diploma Postgraduate in
Conflict Management
Employee Resourcing and Worker Motivation - Postgraduate Course or Seminar,
Leading to HRODC Diploma Postgraduate in
Employee Resourcing and Worker Motivation
Tourism and International Relations Course or Seminar, Leading to MSc in Tourism and International Relations
Communication Dynamics and Networking in Organisation Course, Leading to HRODC Diploma Postgraduate in Communication and Networking
Communication in Organisation (1) Course, Leading to HRODC Diploma Postgraduate in Communication in Organisation (1)
National and International Economic Competitiveness Towards Economic Growth and Sustainability Course
Organisational Development (OD) in Action: Improving Organisational Effectiveness
Mergers, Acquisitions and Joint Ventures (1)
Financial and Accounting Aspects of Mergers, Acquisitions and Joint Ventures For Managers, Entrepreneurs, Private Equities and Corporate Investors
Financial Risk Management (2):
Financial Risk Management: Financial Risk, Microeconomics and Macroeconomics and The Credit Crunch Course
Escrow Account Management, Bank and Credit Account Management, Letters of Credit: Business Finance Management Course
Mergers, Acquisitions and Joint Ventures (2):
Mergers, Acquisitions and Joint Ventures: A Guide To Managers, Entrepreneurs, Private Equities and Corporate Investors
Corporate Governance and Strategic Management - incorporating Corporate Strategy - Full Time Course
Master of Business Administration (MBA) Full-Time - MBA London
Public Relations in Principle and Practice Course
Bank Cost and Budgetary Control Course
Basic Metrology and Relevant ISO 9000 Course
Oil and Gas Operation for Oil and Gas Non-Technical Staff - Incorporating Oil and Gas Safety Course
Human Resource Management (HRM) in the Oil and Gas Industry Course
Change Management and Executive Leadership in Organisations Course
Free Public Service
International .dialing Codes: International Country Codes - Access Numbers
As a free service to our site visitors, we have provided an international directory of .dialing codes. We have also tried to provide explanation to a number of issues that pose problems on international communication.
Click For International Country Codes
The countries covered include 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, Zimbabwe.
Other Public Service Information includes:
UK Employment Law - Law relating to employment in the UK
International Airports and Airport Codes - Codes and names of international airports, worldwide
London Underground Map - A map showing the London UK Tube or Underground System, in colour
UK Consumer Law - Consumer Protraction Legislation | |
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