Online Course Number 037: Online Advanced Financial Accounting
for Non-Accountants, Leading to Diploma–Postgraduate in Advanced
Financial Accounting,
Accumulating to a Postgraduate Certificate (with 144 additional
Credit-Hours) or a Postgraduate Diploma (with 324
additional Credit-Hours). This is a Single-Credit Course, with a
value of 36 Credit-Hours).
Course contents include: 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;
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.
Click to download the PDF Brochure for
Online Advanced Financial Accounting for Non-Accountants, Leading
to Diploma–Postgraduate in Advanced Financial Accounting,
Accumulating to a Postgraduate Diploma
Course
Co-ordinator:
Prof. Dr. R. B. Crawford is
Course
Coordinator. He is the Director of HRODC Postgraduate Training
Institute, A Postgraduate-Only Institution. He has the following
Qualifications and Affiliations:
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.
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.
Duration:12 Days,
Based on 3 Hours Per Day Tuition
Cost:
£4,020.00Per Delegate
Video-Enhanced Online
Oil and Gas Operation for Non-Technical Staff,
Incorporating Oil and Gas Safety
Course
Our
Video-Enhanced Online
Mode
of delivery of our courses is the
same as being in a classroom – but virtually;
This Video-Enhanced Online
mode of delivery is Revolutionary and currently unique to HRODC
Postgraduate Training Institute;
The tutor will meet the group on Video and present the course,
in the same way as though in a classroom;
Where there is more than one participant, they
will be able to see and interact with each other, and with the
tutor;
They will watch and discuss the various video cases and
demonstration videos that form an integral part of our courses;
Assessment
is structured in the same way as it is done in a classroom
setting;
The Video-Enhanced Online
mode of training usually starts on the 1st of each month, with
the cut-off date being the 20th of
the previous
month.
This cut-off date means that Admission should have been granted
and fee payment received;
It will last twice as long as the classroom-based deliveries.
For example, a 5-day (30 Credit Hours) classroom-based course
will last 10 days, in Video-Enhanced Online
mode. This calculation is based on 3 hours tuition per day, meeting
the Institute’s required 30 Credit-Hours;
The cost of the Video-Enhanced Online
mode is 67% of the classroom-based course;
For example,
a
5-day classroom-based course, which costs Five Thousand Pounds,
costs only Three Thousand Three Hundred and Fifty Pounds
(£3,350.00) in Video-Enhanced Online
Mode.
Delegates will be treated to a Selection of our Complimentary
Products, which 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 Material;
HRODC Postgraduate Training Institute’s Metal Pen;
HRODC Postgraduate Training Institute’s Polo Shirt.
Online Advanced Financial Accounting for Non-Accountants, Leading to
Diploma-Postgraduate in Advanced Financial Accounting
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 (1)
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.
Part 2: A Strategic View of the Business Environment (2)
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 3: 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 4: 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 5: 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 6: 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.
Click to download the PDF Brochure for
Online Advanced Financial Accounting for Non-Accountants, Leading
to Diploma–Postgraduate in Advanced Financial Accounting,
Accumulating to a Postgraduate Diploma
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