Financial and budget controllers who are moving to wider responsibilities ;

Financial planners and cost analysts;

First appointment managers on fast-track development Programmes;

Functional Managers;

Fund Holders;

General Investors;

Individuals with a genuine interest in Issues associated with Organisational Management.

Individuals with a genuine interest in Issues associated with Project Management;

Internal Auditors;

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.

Junior Managers;

Lecturers;

Managers and Supervisors from every business discipline and department who have to run departments and plan, cost and budget during their business lives;

Managers who have to plan, cost and budget new business ventures;

Managers who need to know more about business planning, budgeting, costing terms and techniques;

Managers who require a refresher programme on the topic or who would benefit from having an opportunity to consider new ideas and methods;

Managers with direct financial responsibilities;

Marketing, Engineering and Human Resources Managers;

Non-Executive Directors;

Performance Measurement Specialists;

Productivity Specialists;

Programme Managers;

Project Commissioners;

Project Evaluators;

Project Managers;

Project Monitoring Personnel;

Project Team Leaders;

Public Accountants;

Sales and Marketing Executives;

Senior Financial Advisors;

Senior Financial Officers;

Senior managers who supervise people with financial responsibilities;

Senior Managers;

Supervisors;

Supply-Stream Professionals;

Team Members;

Value Analysts;

Value Engineers;

Venture Capitalists;

Vice Presidents of Manufacturing and Commercial Businesses;

Vice Presidents;

Any Non-Financial Managers who are required to read, interpret, and contribute to business financial reports;

Ascertain how activity-based management improves processes and profitability;

Ascertain the concept of delegation;

Ascertain the impact of cost structure changes;

Ascertain the importance of competitor information and strategic positioning towards the success of an organisation;

Ascertain the importance of delegating tasks;

Ascertain the importance of equity capital;

Ascertain the strategy on how to create a cost-aware organisation;

Be knowledgeable of some key cost concepts;

Calculate Weighted Average Cost of Capital (WACC) using the correct formula;

Cite the link between culture and managerial action;

Contrast job-costing systems and process costing and explain how they are used to accumulate, track and assign product costs;

Define free cash flows and identify the inclusions thereof;

Define gearing;

Define important cost terms and give their corresponding purpose;

Define investment;

Define objectives, generally;

Define variance analysis and give its function;

Define, describe and analyse the nature of an organisation;

Demonstrate a heightened understanding of role relationships;

Demonstrate an appreciation of important of welfare in the development of personal management and human resource management;

Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;

Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations

Demonstrate awareness of the importance of communication in the process of Human Resource Management;

Design a Job Description;

Design a Personnel Specification;

Design and Weight a Candidate Assessment Form (CAF);

Determine how cost of debt is measured;

Determine how rolling budget makes a manager’s budget realistic and attainable;

Determine how the budget of a business is plan and control through cost-management;

Determine the benefits of the organisation out of the flexed budgets;

Determine the factors influencing Human Resource Planning;

Determine the factors that Delegatees should ascertain before delegating tasks;

Determine the importance of is cash flow;

Determine the limitations of CVP analysis;

Determine the resources necessary to enhance individual and team performance;

Determine the support that Delegators should give to their Delegatees, during their performance of the specified tasks.

Determine the use of cost management information and its benefits;

Determine the use of non-financial information together with financial information;

Differentiate between investment appraisal criteria and investment decisions;

Distinguish between formal and informal organisations;

Distinguish cash and profit;

Distinguish fixed cost and variable costs and give examples for each;

Draft accounting reports and statements;

Enumerate examples of business and non-business organisations;

Enumerate the components of a master budget;

Enumerate the purposes of budgeting;

Enumerate the types of variances and give the reasons for their occurrence;

Establish the cost/volume/profit (CVP) relationships;

Establish the link of process development to costing;

Establish the links between three accounting statements: the cash flow statement, profit and loss account and balance sheet;

Establish the relationship between power, culture and organisational structure;

Establish the relationship between strategic accounting systems, and the balanced scorecard;

Exhibit their ability to take appropriate measures to improve Individual and Team Performance;

Explain cost allocation in joint-cost situation;

Explain how managers and subordinates benefit from delegating;

Explain how production-related activities are classified under cost hierarchy;

Explain how social objectives lead to profitability gain;

Explain how target costing and target pricing help determine and achieve a target cost for a product and specify their implications;

Explain some accounting language and terminology;

Explain the accountant’s role in the organisation;

Explain the concept of accruals and monetary concepts;

Explain the concept of capital rationing and control of capital investment projects;

Explain the concept of organisational culture;

Explain the different classification of culture;

Explain the motivation and the behavioural aspects of budgeting;

Explore the bases for ‘division of labour/work’ in organisations and their relation to organisational effectiveness;

Expound the facet of authority, providing practical examples

Find out how life cycle product budgeting and costing assist in pricing decision;

Find out how zero-based budgeting fixed poorly figured, previously budgeted amount;

Identify some organisational tasks and determine how tasks are grouped;

Identify the components of cash flow statement;

Identify the concerns of managers in delegating;

Identify the different internal and external users;

Identify the different planning and operational variances;

Identify the different sources of financial information;

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;

Identify the linkages between ABM and ABC;

Identify the possible uncertainty and risk in budgeting and planning;

Identify the single and mixed products;

Identify the stages and flow of cost in activity-based costing (ABC);

Identify the standard costs of a company;

Identify who are the users of accounting and financial information;

Illustrate the difference between the hard approach to HRM and Soft approach to HRM;

Explain the budget process, including activity-based budgeting;

Illustrate the importance of delegation in increasing productivity and workflow;

Demonstrate their knowledge of organisational and accounting control systems;

Illustrate how to delegate authority for effective task performance;

Suggest how to delegate responsibility with delegated tasks;

Explain how to develop competitive advantage;

Demonstrate their ability to perform break-even analysis;

Demonstrate their ability to predict business failure using the ALTMAN z-score;

Link resources, activities and management;

Locate Performance Management in an appropriate context;

Manage the strategic role:

Name the three major influences on pricing decisions;

Outline the activity-based budgeting process;

Perform a risk analysis;

Peruse business objectives through business objectives;

Prepare a cash flow statement for their company;

Provide a working definition of accountability

Realise the value of standard costing as a management tool;

Relate the part played by Rowntree in the development of personal management and human resource management;

Specify the new role for managers and accountants.

Suggest solutions to some problems in budgeting;

Suggest ways to improve organisational culture.

Suggest ways to integrate continuous improvement into variance analysis;

Utilise the sensitivity analysis in decision-making to overcome risk and uncertainty;

Utilise the sensitivity analysis in decision-making to overcome risk and uncertainty.