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Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness

By: HRODC Postgraduate Training Institute

United Kingdom

08 - 13 Jan, 2018  6 days

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GBP 6,000

This is a 6-day course. At the end of the course, you will receive a Diploma-Postgraduate in Strategic Planning, Business Planning and Bugeting in Organisations.

  • Courses are delivered in over 30 Cities including Dubai, Kuala Lumpur, Paris, Milan, Caracas, Manila, Manama, Amsterda, Durban, Jakarta;
  • The UK Deliveries are usually in Central London and occasionally in Manchester, Birmingham and Wolverhampton;

This course is designed for:

  • Managers with direct financial responsibilities
  • Planning and budgeting analyst
  • 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

Course Objectives

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

  • Demonstrate an exceptional ability in planning.
  • Define planning
  • Prepare a plan incorporating all the necessary requirements.
  • Explain the concept of informal plan.
  • Know the different purposes of planning.
  • Classify plan.
  • Identify the various contingency factors in planning to prepare their organisation for any unforeseen or unexpected circumstances.
  • Know the characteristics of planning.
  • Discuss in proper order the steps in planning.
  • Establish the relationship between planning and organisational control.
  • Discuss the various components of operation management.
  • Know the concept of, and prepare a tactical plan for their organisation.
  • Draft a strategic plan for their organisation incorporating therein the key components.
  • Discuss the underlying concepts of Strategic planning.
  • Use the different strategic planning tools in preparing their organisation’s strategic plan.
  • Illustrate the strategic planning process.
  • Undertake tests to check the quality of their organisation’s strategic plan.
  • Know the right period for doing strategic planning.
  • Draft an operational or business plan for their organisation.
  • Differentiate between standing and single-use plan.
  • Determine the issues involved in operational plan.
  • Distinguish between strategic planning and operational/business planning.
  • Distinguish between strategic planning and tactical planning.
  • Adopt different strategies in drafting a plan.
  • Explain and illustrate the planning cycle.
  • Follow the steps in planning cycle.
  • Realise the importance of setting objectives in the preparation of the plan.
  • Draft a plan outline.
  • Demonstrate an exceptional ability in budgeting.
  • Realize how proper budgeting can help their management to keep in track with the financial transaction and to manage the finance of their organisation for its future growth and development by knowing the basic concept of budget and budgeting.
  • Know the two primary functions of budgeting.
  • Identify the benefits of proper budgeting towards the success of their organisation.
  • Cite the classification of budgets and distinguish one from the other.
  • Enumerate the different types of budget.
  • Avoid common traps associated with budgeting.
  • Develop ways to avoid damage caused by ineffective budgeting.
  • Suggest ways on how to prevent budgeting overkill.
  • Know the different strategies in making a good budget plan.
  • Establish how proper budgeting and forecasting will lead in the preparation of a good plan.
  • Ascertain the relationship between budgeting and management for the proper coordination of organisational activities.
  • Prepare an efficient budget plan by knowing the principles and procedures for successful budgeting
  • Specify the role of budgeting in the planning and communication process.
  • Understand the nature and purpose of budgets for planning and control.
  • Ascertain how budgetary control helps in monitoring revenue and expense levels in operating activities. 
  • Learn how variance analysis helps management to understand the present costs and how to control the future costs.
  • Know how the different responsibility centres promote effective financial control.
  • Report a budget segment internally and externally.
  • Distinguish between fixed and flexed budget.
  • Know the principles of a rolling budget.
  • Explain the underlying concept of zero-based budgeting and its advantages and disadvantages.
  • Differentiate traditional-based budgeting and zero based budgeting.
  • Give comments on the criticisms in zero-based budgeting.
  • Determine how zero-based budgeting may assist in budgeting, planning and control
  • Understand and explain the concept of Activity Based Budgeting (ABB).
  • Appreciate the importance of ABB towards creating accurate forecast for the organisation.
  • Enumerate the financial and organisational benefits of ABB.
  • Establish the relationship of ABB to operational planning and portfolio management
  • Prepare a master budget for their organisation.
  • Explain the underlying concept of paradigm-based budgeting, process-based budgeting, priority-based budgeting and performance-based budgeting and differentiate one form the other.
  • Develop ways for innovative budgeting in credit crunch and economic recession.
  • Analyse how cost behaviour influences forecasting and budget plan creation.
  • Distinguish fixed, variable costs and mixed costs.
  • Design an activity-based costing model in estimating the cost elements of the organisation’s products or services.
  • Know the different components of operating budget.
  • Explain the concept of project and variable budget.
  • Know the underlying concept of management by objectives.
  • Prepare/Draft an operating budget plan for the continued operation of their organisation at current levels.
  • Prepare/Draft a financial plan for the proper allocation of future income to various types of expenses.

Course Contents, Concepts and Issues

Part 1 – Key Issues in Planning

  • Planning, Defined;
  • Requirements of Planning;
  • Planning Characteristics;
  • Informal Plans;
  • Purpose of Planning;
  • Planning Misconceptions;
  • Planning Variations;
  • According to Breath or Coverage;
  • According to Time Frame;
  • According to Specificity;
  • According to Frequency;
  • Planning Contingency;
  • Steps in Planning;
  • Planning and Organisational Control;
  • Planning in Operations Management;
  • Planning as the Link-Pin in Organisational Management;
  • Organising;
  • Directing;
  • Co-ordinating;
  • Controlling.

Part 2 – Types of Plan

  • Pertinent Planning Concepts;
  • Key Planning Components;
  • Strategic Planning Process;
  • Quality Tests for Strategic Plan;
  • Timing Strategic Plans;
  • Operational Plan as Business Plan;
  • Standing Plan;
  • Single-use Plan;
  • Operational Planning Issues: Perfecting the Business Plan;
  • Operational, Production or Manufacturing Capabilities;
  • Cash flow Forecast;
  • Liquidity Ratio;
  • Facilities;
  • Inventory and Inventory Control;
  • Material Requirements Planning (MRP) VS Just-In-Time (JIT) Operation;
  • Distribution, 'Facilitation' and Relationship Management;
  • Maintenance or Service – Order Fulfilment and Client or Customer Service;
  • Strategic Planning vs. Operational/Business Planning;
  • Strategic Planning vs. Tactical Planning;
  • Strategic Planning Tools;
  • SWOT Analysis;
  • Balanced Scorecard;
  • Scenario Planning;
  • PESTEL Analysis.

Part 3 – Planning Strategies, Cycle and Outline

  • Planning Strategies;
  • Planning as a Cyclical and Continuous Process;
  • Initiate;
  • Identify Aim;
  • Explore Options;
  • Selection of Best Options;
  • Details Planning;
  • Plan Evaluation;
  • Implementation;
  • Closure;
  • Feedback;
  • Objectives Setting: The Foundation of Planning;
  • Real vs. Stated Objectives;
  • Traditional Objective Setting;
  • Means-Ends Chain;
  • The Plan Outline:
    • Setting goals and objectives;
    • Determining steps to achieve goals;
    • Setting start and completion dates;
    • Assigning responsibility;

Part 4 – Overview of Budgeting

  • The Basic Concept of Budget and Budgeting;
  • Two Primary Functions of Budgeting;
  • Benefits of Budgeting;
  • Classification of Budgets;
  • Different Types of Budget;
  • Methods in Assessing the Project;
  • Typical Budgeting Traps;
  • Damage from budgeting and how to avoid it;
  • Budgeting Overkill;
  • Budget and Strategy;
  • Budgeting and Forecasting;
  • Budgeting and Management;
  • Principles and Procedures for Successful Budgeting;
  • Budget Construction and Control;
  • Budgeting as part of planning process and as a communication process;
  • Nature and purpose of budgets for planning and control;
  • Budgetary control and variance analysis;
  • Responsibility Centres:
  • Revenue Centres;
  • Expense or Cost Centres;
  • Profit Centres;
  • Investment Centres;
  • Segment reporting internally and externally.

Part 5 – Different Approaches to Budgeting

  • Fixed and Flexed Budget (static and flexible budget);
  • Rolling Budget;
  • Zero-based Budgeting;
  • Concept;
  • Traditional-based Budgeting vs. Zero Based Budgeting;
  • Criticisms;
  • How Zero-based Budgeting May Assist in Budgeting, Planning and Control?;
  • Activity Based Budgeting (ABB);
  • Concepts;
  • Importance;
  • Financial Benefits;
  • Organisational Benefits;
  • Relationship to Operational Planning;
  • Relationship to Portfolio Management;
  • Master Budget;
  • Paradigm-based Budgeting;
  • Process-based Budgeting;
  • Priority-based Budgeting;
  • Performance-based Budgeting;
  • Innovative Budgeting in Credit Crunch and Economic Recession;
  • Policy, Planning and Budgeting System (PPBS);
  • Zero-Base Budgeting.

Part 6 – Nature and Behaviour of Cost and the Budget Preparation Process

  • Cost Behaviour;
  • Fixed Costs;
  • Variable Costs;
  • Activity-based Costing;
  • Operating Budget;
  • Project Budget;
  • Flexible (Variable Budget);
  • Management by Objectives;
  • The Preparation of Operating and Financial Budget;
  • Organization for Budget Preparation;
  • Budget Timetable;
  • Setting Planning Guidelines;
  • Preparing the Sales Budget;
  • Initial Preparation of Other Budget Components;
  • Negotiation;
  • Coordination and Review;
  • Final Approval and Distribution;
  • Revisions.
London, United Kingdom Jan 08 - 13 Jan, 2018
GBP 6,000.00 + 300.00 (VAT)
(Convert Currency)

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

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