The Finance and Budgeting MBA

Ref	FI 2301	FI 3801	FI 6701	FI 1900
Dates	17 - 28 May 2010	25 July - 5 August 2010	19 - 30 December 2010	13 - 24 March 2011
Venue	Kuala Lumpur	Dubai	Dubai	Dubai
Fees	US$ 8900	US$ 8000	US$ 8000	US$ 8000
CPE Credits	60	60	60	60

INTRODUCTION

This MBA combines the best of Management and Finance, in order to provide delegates with the essential skills to effectively manage their business/department in a financially efficient manner.

Management skills will be developed by examining People Management; Leadership; Strategic Planning, Negotiating and Operational Excellence, whilst Financial skills will be developed by examining Financial Analysis to evaluate financial/strategic performance, identify key success factors and weak financial signals. These skills will improve your decision-making and budgeting for the future in order to improve performance, reduce costs and increase profitability.

WHO SHOULD ATTEND?

Financial professionals who wish to test their high performance and high potential knowledge, skills, and attitudes with other similar individuals
Functional managers who require a more integrative financial view and any professionals who wish to refresh their financial knowledge base
Generally, all personnel responsible for business process improvement, who are concerned with achieving standard of excellence and are looking to enhance their financial and management skills

PROGRAMME OBJECTIVES

Learn how to harness the power of TQM
Consider methods for improving business process performance
Analyze the Baldrige award criteria for excellence
Examine the application of management best practices
Study the techniques of supply chain management
Develop their skills in the area of negotiating
Gain insights into the successful implementation of outsourcing
Enhance personal networks of similarly minded high potential managers
Learn how to understand the content of, and relationships between, financial statements (income statement, balance sheet, and statement of cash flows)
Learn how to use financial statements to evaluate the financial/strategic performance of an organization
Understand discounted cash flow (DCF) techniques and their application to financial decision-making
Identify key success factors, weak financial signals, and strong financial signals in your own industry sector
Understand how EVA® (Economic Value Added), SVA (Shareholder Value Added), RONA (Return On Net Assets), and more
Define the value creation/destruction process in mergers and acquisitions from the market perspective and signals to management from the market
Learn how to build a budget that’s works and the variations
Identify sources of financial and business data that provide insights into business and financial strategies
Use and build EXCEL spreadsheets for financial analysis: from the basics through complex models

TRAINING METHODOLOGY

This programme will concentrate on management techniques for the first week, and the second week will be focused on finance and budgeting. It will be conducted along workshop principles with formal lectures, case studies, interactive worked examples, video presentations and discussions on ‘real life’ issues in their organisations. Relevant case studies will be provided to illustrate the application of each tool in an operations environment. Each learning point will be re-enforced with practical exercises. Difficult mathematical concepts are minimised wherever possible and handled in a visual way that is easy to understand with examples demonstrated.

PROGRAMME SUMMARY

The main goal of this programme is to provide you with an intensive concentration in Finance and Budgeting, coupled with critical aspects of the profession of management. The programme has been designed to cover an array of relevant topics while focusing on those that are most critical to personal and business success. The emphasis of the programme will be on powerful methods and proven techniques for improving personal management effectiveness, as well as organisational performance.

PROGRAMME OUTLINE

DAY 1 - People Management

The importance of sociotechnical management
Techniques for effective communication
Motivating for results
Enhancing your coaching skills
Empowering employees for improved performance
Characteristics of a successful manager

DAY 2 - Leading Teams

Obtaining the benefits of teamwork
Characteristics of ineffective teams
Characteristics of effective teams
Managing conflict in a productive manner
Understanding team member styles
Creating a virtual team

DAY 3 - Strategic Planning

Analyzing the strategic planning process
Achieving competitive advantage
Utilizing dynamic SWOT analysis
Focusing on vision and mission
The importance of contingency planning
Examples of strategic success and failure

DAY 4 - Negotiating for Results

Gaining insight into the negotiating process
Characteristics of an effective negotiator
Developing negotiating strategies
Employing persuasive negotiation techniques
Achieving the benefits of effective negotiating
Negotiation exercises

DAY 5 - Operational Excellence

The Malcolm Baldrige quality award-standard of excellence
Lessons from the best performing companies
Benchmarking your operation against the best
Creating employee commitment
Managing continuous improvement
Creating the high performance organization

DAY 6 - Getting started with Financial Analysis (what has happened so far)

The role & responsibilities of financial management
The relationship between accounting and finance in analysis
A review of the basic financial statements and their roles
Why ROI is still a good place to start
Identifying key success factors in your industry sector
Ratios: what they are, which ones to use andwhy
Financial review compared to targets and expectations
Financial performance measurement systems
Key accounting assumptions
Case study - Beginning to analyse example

DAY 7 - Moving beyond the basics in financial analysis

The two kinds of Free cash flow (FCF)
Altman’s Z-Score and what it really means
Du Pont analysis and what it tells us
Scenario analysis: how to calculate it and what it tells us
Sensitivity analysis: how to calculate it and what it tells us
Trend analysis: when is a trend a trend? What to do?
Improving Return on Equity (ROE)
Case study - Continue the example analysis

DAY 8 - Evaluation of the information (where we are today)

How do I interpret these details?
What are the important metrics and why?
Annual reports, footnotes and beyond; what can they signal?
Short-term success evaluations process and measures
Industry data, sources and uses
Benchmarking for evaluation purposes
EVA, RONA, EBITDA, etc.: what do they mean and how to use them?
Calculating the results of analysis
Case study - Complete the example analysis

DAY 9 - Budgeting and the Management Process (the future)

Strategy - direction and vision
Implementing strategy - the operational planning process
Budgets - the financial expression of the operating plan
The purpose of budgets - control
The human side of budgeting
Elements of the budget framework
Advantages and limitations of budgets
Reporting - the key to control
Case study - Beginning to prepare the budget

DAY 10 - Completing the budget using the tools we have learned

Assumptions
Master budget
Proforma financial statements: Income statement, balance sheet, cash flow statement
Capital expenditure (CapEx) budget
Sales and marketing budget
Production budget
General & Administrative budgets
Case study: Complete the budget

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