Financial Accounting and Management Accounting, PG Certificate, inc. Accounting Principles, Activity Based Costing, Balance Sheet, Business Planning, Capital Budgeting, Cash Flow Statement, Cost Accounting, Cost Analysis, Cost Coding, Cost Management, Costing Formula, Financial Analysis, Flexible Budgets, Job Costing, Marginal Costing, Process Costing, Profit and Loss Account, Standard Costing, Statement of Accounting, Statement of Earnings, Types of Assets, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

Programme Number 061 - Financial Accounting and Management Accounting Programme, Leading to Postgraduate Certificate in Financial Accounting and Management Accounting to a Postgraduate Diploma, with a 180 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.


Classroom-Based Duration and Cost:

Classroom-Based Duration:

6 Weeks

Classroom-Based Cost:

£25,00000 Per Delegate

Group Cost:

Varies With Group Size

Online Synchronous (Video-Enhanced) Duration and Cost

Online Duration:

10 Weeks @ 3 Hours Per Day, 6 Days per Week

Online Cost:

£16,750.00 Per Delegate


   The course cost does not include living accommodation. However, delegates are treated with 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

Daily Schedule: 9:30 to 4:30 pm.



For Whom This Course is Designed

This Course is Designed For:


Managers with direct financial responsibilities;

Executives who need to evaluate plans for approval and variance reports for corrective action;

Managers who need to improve their skills in constructing and controlling their budget;

Supervisors from every discipline and department who have to manage departments and plan, cost, and budget during their business careers;

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;

Anyone from non-financial disciplines who needs to evaluate proposed business expenditure decisions;

New members of the management team who need to know more about the budgeting process.



Module 1

Financial Accounting


M1. Part 1: A Conceptual Framework: Setting the Scene (1)



Who Needs Accounting?


The Development of a Conceptual Framework;

The Statement of Principles;

Types of Business Entity;

Users and Their Information Needs;

General Purpose or Specific Purpose Financial Statements?;

Stewards and Agents;

Who Needs Financial Statements?


M1. Part 2: A Conceptual Framework: Setting the Scene (2)


A Systematic Approach to Financial Reporting: The Accounting Equation


The Accounting Equation;

Defining Assets;

Examples of Assets;

Recognition of Assets;

Defining Liabilities;

Examples of Liabilities;

Recognition of Liabilities;

Defining the Ownership Interest;


Changes in the Ownership Interest;

Assurance for Users of Financial Statements.


M1. Part 3: A Conceptual Framework: Setting the Scene (3)


Financial Statements from the Accounting Equation


The Accounting Period;

The Balance Sheet;

The Profit and Loss Account;

The Cash Flow Statement;

Usefulness of Financial Statements


M1. Part 4: A Conceptual Framework: Setting the Scene (4)


Ensuring the Quality of Financial Statements


Qualitative Characteristics of Financial Statements;

Measurement in Financial Statements;

Views on Prudence;

Regulation of Financial Reporting;

Reviewing Published Financial Statements.


M1. Part 5: Reporting the Transaction of a Business (1)


Accounting Information for Service Businesses


Analysing Transactions Using the Accounting Equation;

Illustration of Accounting for a Service Business;

A Process for Summarizing the Transactions: A Spreadsheet;

Financial Statements as a Means of Communication.


M1. Part 6: Reporting the Transaction of a Business (2)


Accounting Information for Trading Businesses


Goods Purchased For Resale;

Manufacturing Goods for Resale;

Illustration of Accounting for a Trading Business;

A Process for Summarising the Transactions: A Spreadsheet;

Financial Statements of Steven Jones, Wholesaler.


M1. Part 7: Recognition in Financial Statements (1)


Published Financial Statements


International Influences;

The Statement of Principles;

Balance Sheet;

Profit and Loss Account;

Cash Flow Statement;

Group Structure of Companies;

Group Financial Statements;

Beyond The Annual Report.


M1. Part 8: Recognition in Financial Statements (2)


Fixed Assets




Users' Needs for Information;

Information Provided In the Financial Statements;

Usefulness of Published Information;

Depreciation: An Explanation of Its Nature;

Reporting Fixed Assets and Depreciation in Financial Statements.


M1. Part 9: Recognition in Financial Statements (3)


Current Assets



The Working Capital Cycle;


Users' Needs for Information;

Information Provided In the Financial Statements;

Measurement and Recording;

Stocks of Raw Materials and Finished Goods;

Debtors Prepayments;

Revenue Recognition.


M1. Part 10: Recognition in Financial Statements (4)


Liabilities Due Within One Year




Users' Needs for Information;

Information Provided In the Financial Statements;

Measurement and Recording;

Accruals and the Matching Concept;

Liabilities for Taxation.


M1. Part 11: Recognition in Financial Statements (5)


Provisions and Long-Term Liabilities


Users' Needs for Information;

Information Provided In the Financial Statements;

Provisions for Liabilities and Charges;

Deferred Income;

Long-Term Liabilities.


M1. Part 12: Recognition in Financial Statements (6)


Ownership Interest


Definition and Recognition;

Presentation of Ownership Interest;

Additional Primary Financial Statements;

Users' Needs for Information;

Information Provided In the Financial Statements;


Issue of Further Shares on the Stock Exchange.


M1. Part 13: Performance Analysis (1)


Ratio Analysis


Systematic Approach to Ratio Analysis;

Investors' Views on Risk and Return;

Pyramid of Ratios;

Use and Limitations of Ratio Analysis;

Worked Example of Ratio Analysis.


M1. Part 14: Performance Analysis (2)


Analysis of Corporate Performance


Operating and Financial Review;

Other Guidance in Analysis;

Linking Ratios to the Cash Flow Statement;

Segmental Information.


M1. Part 15: Current Developments


Developing Issues in Financial Reporting


International Harmonization and Convergence;

Dynamic Nature of the True and Fair View;

Measurement of Value;

Off-Balance-Sheet Finance;

Related Parties;

Social and Environmental Disclosures;

The Reporting Cycle;

Summary Financial Statements;

Corporate Governance;

Financial Reporting Review Panel;

How Valid Is the Stakeholder Model?


Module 2

Management Accounting


M2. Part 1: Setting the Scene and Defining the Basic Tools of Management Accounting (1)


Functions of Management Accounting


Meeting the Needs of Internal Users;

Management Functions;

Role of Management Accounting;

Judgments and Decisions: Case Study Illustrations;

Terminology of Management Accounting.


M2. Part 2: Setting the Scene and Defining the Basic Tools of Management Accounting (2)


Classification of Costs


Definition of a Cost;

The Need for Cost Classification;

The Meaning of 'Activity';

Variable Costs and Fixed Costs;

Direct Costs and Indirect Costs;

Product Costs and Period Costs;

Cost Classification for Planning, Decision-Making and Control;

Cost Coding;

Cost Selection and Reporting.


M2. Part 3: Setting the Scene and Defining the Basic Tools of Management Accounting (3)


Product Costs: Materials, Labour and Overheads


Accounting for Materials Costs;

Accounting for Labour Costs;

Production Overheads: Traditional Approach;

Production Overheads: Activity-Based Costing (ABC);

Comparing Traditional Approach and ABC.


M2. Part 4: Product Costs and Stock Valuation (1)


Job Costing


Job Cost Records: An Illustration;

Job Costing: Applying the Accounting Equation to Transactions;

Absorption Costing and Variable Costing;

Moving Forward.


M2. Part 5: Product Costs and Stock Valuation (2)


Process Costing


Allocation of Costs to Products in a Process Industry;

Joint Product Costs and By-Products;

Decisions on Joint Products: Sell or Process Further.


M2. Part 6: Decision-Making Information


Breakeven Analysis and Short-Term Decision Making


Cost Behaviour: Fixed and Variable Costs;

Breakeven Analysis;

Using Breakeven Analysis;

Limitations of Breakeven Analysis;

Applications of Contribution Analysis;

Short-Term Decision-Making;

Pricing Decisions;


Problem Solving and Evaluation.


M2. Part 7: Planning and Control (1)


Preparing a Budget


Purpose and Nature of a Budget System;               

Administration of the Budgetary Process;               

The Benefits of Budgeting;                                        

Problems of Budgeting;                                              

Public Service Organisations;                                   

Practical Example - Development of a Budget ;

Shorter Budget Periods.                                                 


M2. Part 8: Planning and Control (2)


Standard Costs


Purpose of Using Standard Costs;                           

The Level of Output to Be Used In Setting Standards;

The Control Process;                                                  

Direct Materials Cost Variance;                                

Direct Labour Cost Variance;                                    

Variable Overhead Cost Variance;                           

Fixed Overhead Expenditure Variance;                   

Case Study: Lincoln Ltd;                                            

Investigating Variances;                                             

Flexible Budgets and Variance Analysis;                

Case Study: Jerald Ltd;                                              

Is Variance Analysis, Based On Standard Costs, A Useful Exercise?

A Broader View of Applications of Variance Analysis.


M2. Part 9: Planning and Control (3)


Performance Evaluation and Feedback Reporting


Preparing Performance Reports;

Performance Evaluation;


Non-Financial Performance Measures;

The Balanced Scorecard;

Management Use of Performance Measurement.


M2. Part 10: Capital Budgeting and Business Strategy (1)


Capital Budgeting


Purpose of Capital Budgeting;

Payback Method;

Accounting Rate of Return;

Net Present Value Method;

Internal Rate of Return;

Mutually Exclusive Projects;

Which Methods Are Used In Practice?;

Control of Investment Projects: Authorisation and Review;

Advanced Manufacturing Technologies.


M2. Part 11: Capital Budgeting and Business Strategy (2)


Business Strategy and Management Accounting


Strategic Management Accounting;

The Just-In-Time Approach;

Value Chain Analysis;

Total Quality Management and Cost of Quality;

Business Process Re-Engineering;

E-Business and E-Commerce.