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Strategic Management and Strategic Cost Management Course

By: HRODC Postgraduate Training Institute

United Kingdom

23 - 28 Jan, 2017  6 days

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GBP 4,800

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

  • Provide a succinct definition of strategy, which demonstrates it conceptual internalization
  • Exhibit a heightened understanding of the ‘strategy process’
  • Deconstruct strategic decisions, highlighting their major characteristics
  • The difference between strategy and strategic management, on the one hand, and operational management, on the other
  • Provide a contextualized definition of a strategic business unit (SBU)
  • Distinguish between differing organizational levels, in relation to management and decision-making
  • Determine the differences in strategic priorities in relation to specific organizational levels – viz. Corporate, business, and operational
  • Exhibit a heightened understanding of the ‘corporate strategy model’
  • Understand the basic vocabulary of strategy, as used in different contexts
  • Define, with own organization’s examples, the issue of ‘strategic position’
  • Illustrate the factors influencing effective strategic choice
  • Demonstrate a heightened awareness of the concept of synergy, in the context of effective organisational functioning
  • Elucidate the contextual relationship between strategic alliance and 'synergistic gains'
  • Provide a heightened illustration of the purpose of cost management information, citing relevant examples
  • Deconstruct the issue of costing, exploring the different types and levels, as appropriate;
  • Outline the measures necessary for an organisation to take in order to create cost awareness
  • Suggest the benefits that will accrue as an organisation embraces cost-awareness
  • Demonstrate a mastery of key concepts relevant to cost management
  • Distinguish between product costs and  period costs
  • Exhibit a heightened understanding of direct costs, as opposed to indirect costs
  • Use suitable examples to explain cost behaviour, in relation to fixed and variable costs, respectively
  • Solve problems relating to cost behaviour and cost management
  • Provide an acceptable and factual explanation of the relationship between activity based costing (ABC) and cost-management, generally
  • Illustrate the cost hierarchy, exploring their association with cost drivers
  • Effectively link resources, activities and management - indicating their collective and paired relationship
  • Suggest the context within which activity-based management (ABM) might be appropriate
  • Elucidate the linkages between ABM and ABC
  • Exhibit a heightened understanding of how value is created
  • Provide a working definition of fixed or static budgets, on the one hand, and flexed or flexible budgets, on the other
  • Indicate a simple definition, with relevant examples, of rolling budget
  • Suggest the value of zero-based budgeting, in relation to effective cost management and general organisational effectiveness
  • Provide suitable examples of activity based budgeting - in such a way that non-cost management managers can understand the underlying concepts and issues
  • Give a simple but effective explanation of a master budget
  • Indicate the importance of variance analysis, as a migration from costing
  • Integrate continuous improvement into variance analysis.
  • Provide a heightened understanding of financial and non-financial measures of performance
  • Design an accounting-based performance measure 
London, United Kingdom Jan 23 - 28 Jan, 2017
GBP 4,800.00 + 240.00 (VAT)
(Convert Currency)

+44 7736147507; +44 1902 763607; +44 2071935906

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