Advanced Budgeting for Business Enhancement, Diploma - Postgraduate Course.

Information Graphics for HRODC Postgraduate Training Institute.
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Postgraduate Seminar or Course Number 042 - Budgeting - Advanced Budgeting For Business Enhancement Course, Leading to Diploma – Postgraduate – in Advanced Budgeting, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (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 the Asian Academy of Management (MAAM);

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

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

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

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.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor

He was formerly an Expatriate at:

Ministry of Education, Sokoto, Nigeria;

Ministry of Science and Technical Education, Sokoto, Nigeria;

University of Sokoto, Nigeria;

College of Education, Sokoto, Nigeria; and

Former Editor-In-Chief of ‘Sokoto Journal of Education’.

Course Duration and Cost Graphics

The course cost does not include living accommodation. However, classroom-based 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.


Students and Delegates are treated to a selection of HRODC Postgraduate Training Institute’s Complimentary Products including:

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.


Seminar or Course Number 42 - Budgeting - London UK - Budgeting - Advanced Budgeting for Business Enhancement Seminar or Course, Leading to Diploma - Postgraduate - in Advanced Budgeting for Business Enhancement. Click to download the PDF Brochure for this Course.


Introducing Advanced Budgeting For Business Enhancement Course or Seminar

All long and short-term business decision-making involves analyzing situations containing varying degrees of risk, and the available data may be erroneous containing ambiguities and errors. It is important to understand how costs behave so that realistic plans and budgets can be produced and appropriate financial resources made available.

Planning is crucial step for business success and budgets are one of the most widely used tools for planning and controlling by medium or large organizations in many parts of the world. Budgeting systems turns managers’ perspectives forward. A forward-looking perspective enables managers to be in a better position to exploit opportunities. It also enables them to anticipate problems and take steps to eliminate or reduce their severity.

For Whom This Course is Designed?

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


Seminar or Course Number 42 - Budgeting - London UK - Budgeting - Advanced Budgeting for Business Enhancement Seminar or Course, Leading to Diploma - Postgraduate - in Advanced Budgeting for Business Enhancement. Click to download the PDF Brochure for this Course.


Course Objectives:

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

Demonstrate an understanding of ‘cost’ as a feature of organisations

Display a heightened understanding of ‘cost’ as a control mechanism

Exhibit a high level of understanding of cost information generation

Illustrate how cost information can be effectively retrieved, analysed and utilised for organisational effectiveness

Strategically analysis the formulation of long-run and short-run budget

Identify the principal factors required to produce a successful business case

Demonstrate their ability to utilise budgeting & financial skills required for better decision-making

Identify sources of financial and business data to support the budgeting process

Demonstrate the use of the appropriate techniques and methodologies to simulate typical business scenarios

Use Information for informed management decisions

Exhibit a heightened understanding of management’s use of management accounting information

Highlight the importance of the role of management accountants in business effectiveness

Distinguish between Basic Cost and Cost Analysis

Demonstrate a heightened understanding of Cost Behaviour and Cost Estimation

Outline the Different Approaches to Cost Planning, employing traditional and advanced techniques

Effectively utilise Cost Planning and Budgeting in business functions

Create and operationalised a Master budget

Demonstrate the value of Zero base budgeting in an Organisation’s budgetary function

Activity based budgeting

Demonstrate a high-level grasp of the concept of rolling budget

Execute the Decision-Making process with Relevance Costs and a Strategic Emphasis



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.

Course Contents, Concepts and Issues


Part 1 - Introduction To Cost, Cost Information and Review of Key Cost Concepts

An introduction to cost terms and usage

Review of some key cost concepts

Cost information

Cost Information Generation

Cost Information Retrieval

Cost Information Processing

Cost Information Analysis and Interpretation

Using cost information to enhance organisational effectiveness

Costing as an ‘Operational Control Mechanism’


Part 2 – Planning and Budgetary Control Systems

Budget, motivation and responsibility accounting

The use of cost management information

Creating cost-aware organizations

Product vs. Period costs

Direct and Indirect Costs

Cost behaviour: Fixed and Variable Costs

Budgeting as a Management and Organisational Control System

Problems and Examples


Part 3 – 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

Activity Centres

Cost hierarchy & Cost drivers

Cost Centres

Responsibility Centres

Revenue Centres

Linking resources, activities and management

Introducing Activity-based management (ABM)

Linkages between ABM and ABC – monitoring value creation

Problems, Case Study and Examples


Part 4 – Different Approaches to Budgeting

Fixed and flexed budget (static and flexible budget)

Rolling budget

Policy, Planning and Budgeting System (PPBS)

Zero-base Budgeting

Activity based budgeting

Master budget

From costing to budget: interpreting variances (variance analysis)

Integrate continuous improvement into variance analysis.

Measuring yield, mix and quantity effects

Problems, Case Study and Exercises


Part 5 – Control Systems and Performance Measurement

Linking process development to costing

Financial and non-financial performance measure

Designing an accounting –based performance measure

Different performance measures

Concepts in action: Equifax, AT&T and EVA

Alternative performance measures

Choosing targeted levels of performance and timing of feedback

Distinction between managers and organizational units

Performance measures at the individual activity level