Code Dates Location Fees Languages Register
AC 139-05 13-May - 17-May-2018 dubai $4450 english Register Now
AC 139-06 19-Aug - 23-Aug-2018 cairo $4250 english Register Now
AC 139-07 18-Nov - 22-Nov-2018 kuala-lambur $ 4850 english Register Now
AC 139-08 23-Dec - 27-Dec-2018 dubai $4450 english Register Now


It is hard to over-emphasize the critical role of setting overall and derivative objectives, which are challenging and practical at the same time. Once this major task is done, it becomes imperative that effective plans are put together for the long, medium and short runs.

Managerial functions do not end with objective-setting and sound planning, crucial though all this is in steering the organization towards its ultimate goals, as well as tackling competition and interacting effectively with an ever changing business environment. Plans need to be translated into workable budgets and sound performance standards for the workforce. In addition, it is incumbent upon management to monitor performance, identify deviations, take corrective action, and adjust pre-set plans where necessary.

 In this workshop, delegates will be able to:

  • Identify alternative strategies, and harness the skill of selecting those that are most rewarding and practical, thereby providing solid competitive advantages to their businesses.
  • Develop a corporate strategic plan, as well as component/ departmental/sectional plans.
  • Evaluate pertinent ideas/proposals, make objective selections, and turn these into workable plans and budges.
  • Build and actualize an effective system for monitoring and upgrading performance, so as to steer subordinates towards the targets set.

 Workshop Objective

Participants in this workshop will achieve the following objectives:

  • Obtain a clear and comprehensive understanding of the importance of mission statements, generic objectives and strategies, as well as the logical process for their proper and sound determination.
  • Comprehend fully the interrelationships between strategic planning and budgeting.
  • Appreciate how budgets can be utilized in discharging the critical managerial functions of motivation, appraisal, training and promotion.
  • Acquire an enhanced ability to monitor the performance of subordinates; so as to direct activities towards final goals, as well as take remedial action and adjust plans/budgets were necessary.

Focus on innovation and creativity, in order to improve the planning/budgeting process, with the overall aim being the enhancement of organizational performance, along with developing an impregnable position vis-à-vis competitor.

 Who should attend?

This workshop is a ‘must’ for top and middle-ranking managers who consider and finalize corporate plans and budgets. Managers operating on lower levels would also gain the knowledge needed to understand how objectives, strategies, plans and budges are intertwined, as well as how they should be developed.

Middle and junior managers will find this workshop highly useful in their career advancement. All participants will be able to offer their input, based on their individual experiences, and will find the workshop a forum for up-grading and enhancing their understanding of best corporate practices in the areas tackled.

Organizational Impact

  • Attainment of higher levels of performance, via ambitious targets relating to critical issues, such as profitability, market share, new product/service development, higher levels of customer satisfaction etc.
  • Members of the workforce will better understand the linkages among activities/functions/departments, enabling them to make constructive contributions towards higher performance.
  • Plans and budges will closely reflect objectives and strategies agreed by top management, and performance standards will be based on those plans/budges on a timely basis.
  • Responding to a challenging and changing business environment, via continual review of plans/budgets, and a proactive mindset of the workforce.

Personal Impact

  • Individuals will acquire the ability to sift through relevant information – both internal and external – so as to evolve, and contribute towards, mission statements, corporate objectives and strategic plans.
  • Up-graded competence of managers to relate plans to objectives and strategies.
  • Executives will be able to formulate budgets on the basis of pre-determined strategies and plans, as well as appreciate pertinent linkages.
  • Heightened ability to put together a monitoring/control system that is both effective and efficient, so as to ensure the fruitful implementation of plans/budgets, as well as modeling/adjusting these when required.

 Workshop Outline

Module 1: Strategic Planning

  • Corporate objectives and strategies
  • Sources of competitive advantage
  • Targeting for corporate success
  • Aspects of the business environment
  • Developing strategic plans

 Module 2: Corporate Plans and Operating Budgets

  • Link between strategic and financial plans
  • Master and subsidiary budgets
  • Fixed and flexible budgets
  • Activity-based budgeting
  • Five salient features of sound budgets
  • Exercises and a case study

 Module 3: Budgeting and Performance

  • Budget-based performance standards
  • Structuring the financial system: assigning responsibilities
  • Budgeting in large, medium, and small enterprises
  • Monitoring and corrective action
  • Rolling budgets
  • Exercises and a case study

 Module 4: Capital and Cash Budgets

  • Significance and nature of capital budgets
  • Traditional techniques of capital budgeting: ARR and payback
  • Discounted cash flow: NPV and IRR methods
  • Methods of cash budgeting
  • Exercises

 Module 5: The Corporate Financial Planning System

  • Designing a total financial planning system
  • Forecasts, communications, and the planning process
  • Performance standards, motivation, and monitoring
  • Budget administration
  • Learning & experience curves
  • Case study

Module 6: Cost management

  • Cost/volume/profit (CVP) relationships and break-even analysis
  • CVP sensitivity analysis
  • Limitations of CVP analysis
  • Case study
  • Activity based costing (ABC) versus traditional costing systems
  • Life cycle costing
  • Target costing
  • Benchmarking
  • Kaizen
  • Cost of quality (COQ)
  • Case study

 Module 7: Decision-making

  • The scope of decision-making
  • The decision-making process
  • Relevant costs
  • Marginal costing and shutdown or continuation decisions
  • Case study
  • Make versus buy decisions
  • Product mix decisions and limiting factors
  • Case study
  • Sales pricing
  • Decision trees
  • Case studies

 Module 8: Planning and budgeting

  • Budgeting, planning and control
  • Forecasting and planning
  • The budget process
  • Performance evaluation and control
  • Responsibility centers
  • Motivation and the behavioral aspects of budgeting
  • Problems in budgeting

Case study

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