Training Expenditure or Investment: Training Needs Analysis, Costing & Budgeting for Accelerated Rate of Return

HRODC Postgraduate Training Institute
In Birmingham (Grossbritannien), Athens, Greece (Griechenland), Bahrain, Manama (Bahrain) und an 14 weiteren Standorten

£ 6.000 - (7.051 )
MwSt.-frei

Wichtige informationen

Beschreibung

This Training Expenditure or Investment: Training Needs Analysis, Costing & Budgeting for Accelerated Rate of Return course will help you learn about cost control, import and export and about accomplishing goals.

Wichtige informationen
Welche Ziele verfolgt der Kurs?

By the conclusion of the specified learning and development activities, delegates will be able to:
-Determine how organisational control helps accomplish organisational goals.
-Identify the characteristics of effective organisational control systems.
-Learn about the import-conversion-export-process.
-Enumerate the stages in operational control.
-Know the activity involved in loading.
-Ascertain how sequencing is done.
-Perform detailed scheduling.
-Describe the purpose of inventory control in the maximisation of profit.

Ist dieser Kurs für mich?

This course is designed for: auditors, accountants, controllers, budget analysts, CEOs, finance directors, executives, business managers and owners, anyone with direct budgeting responsibility, as well as advisors and business consultants.

Voraussetzungen: Degree or Work Experience

Veranstaltungsort(e)

Wo und wann

Beginn Lage
Freie Auswahl
Athens, Greece
Sofias Avenue, 11528, Zentralgriechenland und Euböa, Griechenland
Plan ansehen
Freie Auswahl
Bahrain, Manama
Salman Highway, Bahrain, Bahrain
Plan ansehen
Freie Auswahl
Bangkok, Thailand
South Sathon Road, 10120, Bangkok, Thailand
Plan ansehen
Freie Auswahl
Birmingham
B5 4st Birmingham, B5 4ST, West Midlands, Grossbritannien
Plan ansehen
Freie Auswahl
Brussels, Belgium
Rue du Fosse-Aux-Loups, 1000, Belgien, Belgien
Plan ansehen
Freie Auswahl
Central London
Carburton Street, W1W 5EE, London, Grossbritannien
Plan ansehen
Alle ansehen (17)

Was lernen Sie in diesem Kurs?

Management
Budgeting
Cost Control
Investment Banking
Asset Management
Interest Rates
Strategic Finance
Investment
Accounting
IT
Quality
Accounting MBA
Cost Accounting
Banking and Finance
Commercial Banking
Banking Investment
IT Development
IT Management
Skills and Training
Cost analysis
Quality control
Cost Flows

Themenkreis

Course Contents, Concepts and Issues:

  • Organisational Control
  • Organisational Control Systems
  • Operational Control
  • Loading –
  • Sequencing -
  • Detailed Scheduling:
  • Other Control Mechanism include:
  • Inventory Control
  • Cost Control
  • Quality Control
  • Budgeting As a Control Mechanism
  • Budgeting and the Controlling of Organisational Resources
  • Traditional Methods of Resource Allocation
  • Modern Approaches to Resource Allocation - Based on Assessment of the Potential of
  • Subsystem to Succeed, In relation to Prevailing Environmental Situation
  • Responsibility centres in the form of:
  • Revenue Centres
  • Expense or Cost Centres
  • Profit Centres
  • Investment Centres
  • Managing Organisational Resources
  • Relationship between Strategic Management and Resource Management
  • Conflict between Corporate and Operational Management In Relation To Resource
  • Utilisation
  • The Functions of Management
  • Planning As a Function of Management
  • Strategic Plans
  • Tactical Plans
  • Operational Plans
  • Standing Plans
  • Co-ordinating as a Function of Management: Training and Development Modification
  • Co-ordinating through Mutual adjustment
  • Co-ordinating through Direct Supervision
  • Co-ordinating through Standardisation of work Process
  • Co-ordinating through Standardisation of input - skills, knowledge and attitudes
  • Co-ordinating through Standardisation of output
  • Costing and Cost-Benefit Analysis
  • Activity-Based Costing
  • Policy Planning and Budgeting Systems (PPBS)
  • Zero Base Budgeting
  • Paradigm-Based Budgeting
  • Process-Based Budgeting
  • Priority-Based Budgeting
  • Performance-Based Budgeting
  • Activity-Based Budgeting
  • Rationale For and Definition of Training Needs Analysis (TNA)
  • Organisational Training Needs Analysis
  • Subsystem Training Needs Analysis
  • Individual Training Needs Analysis
  • Approaches, Methods and Techniques of Training Needs Analysis
  • Approaches to and Methods of Training Needs Analysis
  • Approaches to Training Needs Analysis
  • Methods of Training Needs Analysis
  • Focus Groups
  • Action Learning
  • Learning By Doing;
  • Experiential Learning;
  • Reflecting on Practice;
  • Being Open;
  • Sharing Ideas;
  • Collaborating;
  • Synergy;
  • Learning to Learn;
  • Life-Long Learning; and
  • Learning In the Workplace
  • “Improved Strategic Thinking Ability;
  • Understanding Group Processes and Organisational Change;
  • Improved Understanding between Sections Of The Organisation;
  • Improved Understanding between Sections Of The Organisation;
  • Development of New Skills (e.g., Leadership, Problem-Solving,
  • Communication, Questioning. Presentation and Process Facilitation
  • Skills);
  • Ideas for Future Projects and Programs;
  • A Concrete Outcome of Benefit to the Organisation and Program
  • Participants; and
  • High Proven Returns on Investment in the Action Learning Program”
  • Action Research
  • Process Management
  • Assessment Centres
  • TNA 2000
  • Techniques of TNA
  • Sources of Information for Training Needs Analysis (TNA)
  • Strategic Plans
  • Tactical Plans
  • Operational Plans
  • Strategic Operational Review
  • Human Resource Plan
  • Succession Plan
  • Human Resource Audit
  • Critical Incident Reports
  • Individual Performance Appraisal Reports
  • Personnel Deployment Charts
  • Business Plans
  • Strategic Plans
  • Job Evaluation or Job Tasks and Role Analysis
  • Client or Customer Feedback.
  • Throughput Accounting
  • Throughput Accounting: An Introduction
  • Determining whether a Programme or event Increases Throughput
  • Effect of Reducing Investment (Inventory) (money that cannot be used) in
  • Business and Non-Business Organisations
  • Reducing Operating Expense
  • Efficiency Gains
  • Defining Efficiency Gains
  • Measuring Efficiency Gains
  • Improving Efficiency Gains
  • Substituting the concept of ‘Efficiency Gains’, in Throughput Accounting, for the Concept
  • of Net Profit in Training Departments, as in:
  • Net profit (NP) = Throughput - Operating Expense = T-OE
  • Return on investment (ROI) = Net profit / Investment = NP/I
  • Productivity (P) = Throughput / Operating expense = T/OE
  • Investment turns (IT) = Throughput / Investment = T/I
  • Difference between Education, Training and Development
  • Training and ‘Opportunity Cost’
  • Calculating Rate of Return from Training Investment
  • Investors in People (IIP): The British Model

Zusätzliche Informationen

Cost:                        
£4,000.00   Per Delegate for UK Delivery
£5,000.00   Per Delegate for Delivery outside the UK