Managerial Megatrends and Financial Control

Online Course on Megatrends and Financial Control

Managerial Megatrends and Financial Control by David Allen

It is almost a cliché to say that we are living through rapidly changing times, but it is vital that financial directors and controllers are alert to its implications. This course takes you through the predominant changes in the business environment and how they have impacted management practice.

The course looks at both general management and then the control function. It takes you through a range of scenarios which help you think about how you and your organisation can respond to today’s challenging environment.

Managerial Megatrends and Financial Control is a peer-enriched learning course. Peer-enriched learning courses stimulate intelligent dialogue and debate and provide a valuable and evolving resource of professional knowledge and experience. These courses are topical, practical and highly relevant to today’s changing market.

Each module is split into two activities: Understanding the issues and Putting it into practice. The first encourages you to think about a topic, drawing on your own professional experience and knowledge. The second helps you to put ideas and/or theories into practice as part of your day-to-day work.

Managerial Megatrends and Financial Control enables you to

• Understand the origins of Volatility and its impact on management
• Appreciate the importance of the growing emphasis on strategy
• Develop a forward looking, outward looking and dynamic financial management model
• Understand the transition from old models to new, and think about how their business can adapt

Rating:	100% would recommend this course
Reviews:
“I liked the interaction and the different links and the resource material.”
“Excellent course – very interesting, informative and relevant.”
“Reinforced the notion that accountants have to be adaptable and forward thinking.”
“It encourages the accountant to see beyond traditional roles.”
“It gave me an understanding of how businesses are evolving with traditional companies focused on rigid controls and reporting while businesses of the future or new technologies may have a leaning towards trust and commitment.”
You can review this course using the questionnaire in the course completion area.

Topics for Managerial Megatrends and Financial Control

Volatility:
• Dealing with developments
• Pension problems
• Stakeholders and sustainability
• Market research

Management generally:
• Accounting weakness
• A capital idea
• Finance appreciation
• As and when
• Equality control

Control:
• Deming’s way
• Chairman management
• Synthesizing up
• Changing the system

Transition:
• An acquired accountant’s approach
• Total quality management

Target audience for Managerial Megatrends and Financial Control

This course is designed to appeal to all professionals, both in the finance function and other areas, who want to embrace new ideas, theories and ways of working.

About the Author of Managerial Megatrends and Financial Control

David Allen CBE, MPhil, FCMA, FCIS was employed for many years by the Cadbury Schweppes group, holding directorships of various companies, latterly Cadbury Ltd.

Whilst with the group, he coined the expression Strategic Financial Management to refer to an approach which enabled the finance function to play a proactive role in the formation and monitoring of strategy, and offered an antidote to short-termism.

During that period he was also president of the Chartered Institute of Management Accountants (CIMA), chairman of the Management Accounting stream of the International Federation of Accountants, a visiting professor at Loughborough University Business School and a member of the Review Panel of the Financial Reporting Council.

He retired from all of the above in order to concentrate on the promulgation of the concept and practice of Strategic Financial Management, through the medium of S. F. M. Ltd. This involved writing, lecturing and consulting, and led to a number of non-executive directorships in private and public sectors.

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