Postgraduate Seminar or Course Number 037 -
Advanced
Financial Accounting For Non-Accountants Course, Leading to
Diploma - Postgraduate - in Advanced Financial Accounting, 36
Credit-Hours, accumulating to a Postgraduate Certificate, with
144 additional Credit-Hours, and a Postgraduate Diploma, with
324 additional Credit-Hours.
Doctor of Philosophy {(PhD) {University College London (UCL) -
Uni. 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’.
For Whom This
Course is Designed
This Course is
Designed For:
-
Vice Presidents of Manufacturing and Commercial Businesses;
-
Marketing,
Engineering and Human Resources Managers;
-
Project
Managers;
-
CEOs who are involved with development of long-term customers,
suppliers, outsourcing Partners, and other Global Strategic
Alliances;
-
Sales and
Marketing Executives;
-
Supply-Stream
Professionals;
-
Project
Managers;
-
Internal
Auditors;
-
Public
Accountants;
-
Assets
Accountants;
-
Attorneys;
-
Any
Non-Financial Managers who are required to read, interpret, and
contribute to business financial reports;
-
It May Also Be
Beneficial To Consultants and External Accountants who work with
managers and executives, in the support of improvements to
operational and financial processes.
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
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.
Daily
Schedule:
9:30 to 4:30 pm.
Location:
Central London and International
Locations
Course Objectives
By
the conclusion of the specified learning and development
activities, delegates will be able to:
Determine the
uses and purpose of accounting;
Identify who
are the users of accounting and financial information;
Identify the
different internal and external users;
Explain some
accounting language and terminology;
Distinguish
cash and profit;
Explain the
concept of accruals and monetary concepts;
Understand the
principle of profit and profitability;
Draft
accounting reports and statements;
Determine the
different parts of the balance sheet;
Know the
information contained in the balance sheet pertaining to the
company;
Specify the limitations of the conventional balance sheet;
Define profit;
Be familiar
with the different components of the profit and loss account;
Ascertain the
information contained in profit and loss account pertaining to
the company;
Establish the
links between the profit and loss account and balance sheet;
Identify the
components of cash flow statement;
Prepare a cash
flow statement for their company;
Determine the
importance of is cash flow;
Be familiar
with the structure of the cash flow statement;
Establish the
links between three accounting statements: the cash flow
statement, profit and loss account and balance sheet;
Identify the
key elements of published reports and accounts and explain each;
Explain the
following aspects of ratio analysis:
Profitability;
Efficiency and
performance;
Liquidity;
Investment;
Cash flow;
The DuPont
system.
Differentiate cash from profit as a measure of performance,
EBITDA;
Learn how to
predict business failure using the ALTMAN z-score;
Identify the
different sources of financial information;
Determine the
use of non-financial information together with financial
information;
Establish the
cost/volume/profit (CVP) relationships;
Learn how to
perform break-even analysis;
Identify the
single and mixed products;
Ascertain the
impact of cost structure changes;
Determine the
limitations of CVP analysis;
Enumerate the
purposes of budgeting;
Know the
budget process, including activity based budgeting;
Identify the
possible uncertainty and risk in budgeting and planning;
Explain the
motivation and the behavioural aspects of budgeting;
Suggest
solutions to some problems in budgeting;
Define
investment;
Differentiate
between investment appraisal criteria and investment decisions;
Understand the
time value of money;
Define free
cash flows and identify the inclusions thereof;
Explain the
concept of capital rationing and control of capital investment
projects;
Utilise the
sensitivity analysis in decision-making to overcome risk and
uncertainty;
Learn about
organisational and accounting control systems;
Identify the
standard costs of a company;
Realise the
value of standard costing as a management tool;
Discover how
variance analysis helps management understand the present costs
and control future costs;
Determine the
benefits of the organisation out of the flexed budgets;
Enumerate the
types of variances and give the reasons for their occurrence;
Identify the
different planning and operational variances;
Enumerate the
sources of finance;
Define
gearing;
Calculate
Weighted Average Cost of Capital (WACC) using the correct
formula;
Determine how
cost of debt is measured;
Ascertain the
importance of equity capital;
Perform risk
analysis;
Be familiar
with the outline of strategic management accounting;
Ascertain the
importance of competitor information and strategic positioning
towards the success of an organisation;
Learn how to
develop competitive advantage;
Establish the
relationship between strategic accounting systems, and the
balanced scorecard; and
Specify the
new role for managers and accountants.
Course Contents,
Concepts and Issues
Part 1: A Strategic View of the Business Environment
The Accounting
Environment
The Uses and
Purpose of Accounting;
Users of
Accounting and Financial Information;
Various Groups
of Stakeholders: Internal and External Users;
Accounting
Language and Terminology;
Cash versus
Profit, Accruals and Monetary Concepts;
Profit and
Profitability;
Accounting
Reports and Statements.
Statement 1:
The Balance Sheet – The Financial Position
The Structure
of the Balance Sheet;
What Does The
Balance Sheet Tell Us About The Company?;
Limitations of the Conventional Balance Sheet.
Statement 2:
The Profit and Loss Account (Income Statement) – Financial
Performance
What Is
Profit?;
The Structure
of the Profit and Loss Account;
What Does The
Profit And Loss Account Tell Us About The Company?;
The Links
between the Profit and Loss Account and Balance Sheet.
Part 2: The
Financial Statements and Financial Analysis
Statement
3: The Cash Flow Statement – Financial Flow
Cash vs.
Profit;
What Is
Included In The Cash Flow Statement?;
Why Is Cash
Flow So Important?;
The Structure
of the Cash Flow Statement;
The Links
between Three Accounting Statements: The Cash Flow Statement,
Profit and Loss;
Account and
Balance Sheet.
The Annual Report
and Financial Analysis-
The Key
Elements of Published Reports and Accounts;
Ratio Analysis: Profitability; Efficiency
and Performance; Liquidity; Investment; Cash Flow; the DuPont
System;
Cash vs.
Profit as a Measure of Performance, EBITDA;
Predicting
Business Failure – The Altman Z-Score;
Sources of
Financial Information;
The Use of
Non-Financial Information Together With Financial Information.
Part 3: Budgeting and Short-term Planning
Break-Even Analysis: Cost/Volume/Profit Analysis
Cost/Volume/Profit (CVP) Relationships;
Break-Even
Analysis;
Single And
Mixed Products;
The Impact of
Cost Structure Changes;
Limitations of
CVP Analysis.
Budgeting
Purposes of
Budgeting;
The Budget
Process, Including Activity Based Budgeting;
Uncertainty
and Risk – Worst and Best Outcomes;
Motivation and
the Behavioural Aspects of Budgeting;
Problems in
Budgeting.
Part 4:
Budgetary Control, and Long-Term Planning DCF and Capital Investment
Appraisal
Capital Investment Decisions
What Is An
Investment?;
Investment
Appraisal Criteria and Investment Decisions;
Time Value of
Money;
Free Cash
Flows;
Capital
Rationing and Control of Capital Investment Projects;
Risk and
Uncertainty and Decision-Making – Sensitivity Analysis.
Budgetary
Control
Organisational
and Accounting Control Systems;
Standard
Costing;
Flexed Budgets
and Variance Analysis;
Types of
Variances and the Reasons They Occur;
Planning and
Operational Variances.
Part 5:
Financing the Business and Strategic Accounting
Internal and External Sources of Finance
Financing the Business:
Sources of
Finance;
Gearing;
Weighted
Average Cost of Capital (WACC);
Cost of Debt
and Equity Capital;
Risk Analysis
and CAPM.
Strategic
Accounting:
Outline of
Strategic Management Accounting;
Competitor
Information and Strategic Positioning;
Competitive
Advantage;
Strategic
Accounting Systems, and the Balanced Scorecard.
New Role for
Managers and Accountants.
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