Leadership Manage finance

INTRODUCTION

This module will help the manager to manage finance better..

WHO SHOULD ATTEND THIS LEADERSHIP PROGRAM?

Executives, managers and supervisors who wish to develop a critical awareness of leadership theories and issues as well as develop essential leadership competencies and skills.

COURSE DATES

We do not have workshops currently, but only provide on site training customized to your needs.

TOPICS

 

Risk

Knowledge Management Decision making systems Analysis in finance Manage finance Idenfity brand mix elements
         
Section 1: Understanding Risk Section 1: Concepts And Components Of Knowledge ManagemenT Section 1: Application Of Critical And Analytical Skills In Analysisng An Issue Section 1: Collecting And Organising Data Using Mathematical Techniques Section 1: Key Concepts Of Manegerial Finance Section 1: Factors Influencing Branding
Topic A:  Introduction Topic A:  Introduction Topic A:  Introduction Topic A:  Introduction Topic A:  Introduction Topic A:  Introduction
Topic A:  The Concept Of Risk Topic A:  The Concept Of Knowledge Management Topic A:  Process Of Defining A Problem Topic A:  Types Of Data Collection Methods Topic A:  Definition Of Financial Management Topic B:  Terminology Used In The Brand Mix
Topic B:  Concept Of Risk Management Topic B:  Driving Force Of Knowledge Economy Topic B:  Techniques For Problem Defination And Analysis Topic B:  Collecting Financial And Demographic Information Topic B:  Accounting Cycle Topic C:  Elements Of The Brand Mix
Topic C:  Factors That Can Constitute Risks Topic C:  Components Of A Knowledge Management System In An Organisation   Topic C:  Recording Demographic And Financial Data Topic C:  Accounting Conventions Topic D:  The Purpose Of Branding Goods
Topic D:  Organisational Policies And Procedures Topic D:  Importance Of Knowledge Management In An Entity Section 2: Stakeholder Engagement In Problem Analysis   Topic D:  Financial Reports Topic E:  Conditions Favourable To Branding
  Topic E:  Benefits Of Knowledge Management To Specific Entities Topic A:  Introduction Section 2: Calculating And Representing Data    
Section 2: Risk Identification And Assessment Topic F:  Knowledge Management Process Topic B:  Purpose Of Consulting Stakeholders Topic A:  Introduction Section 2: Financial Statements Interpretation And Analysis Section 2: Brand Familiarity
Topic A:  Introduction Topic G:  Knowledge Management And Intellectual Capital Topic C:  Stakeholder Consultation Process Topic B:  Representing Data In Graphical Format Topic A:  Introduction Topic A:  Introduction
Topic B:  Risk Identification Topic D:  The Critical And Analytical Processes For Analysing The Issue/Problem And Generating Ideas Topic C:  Measures Of Central Tendency And Standard Deviiations Topic B:  Tools And Techniques Of Financial Statement Analysis Topic B:  The Level Of Brand Familiarity
Topic C:  Scenarios That Can Constitute A Risk Section 2: Knowledge Management Assessment Topic E:  Analysing The Unit’S Internal And Extenal Environment Topic D:  Calculating Lines Of Best Fit Topic C:  Liquidity And Profitability Ratios Topic C:  The Characteristics Of A Good Brand Nam
Topic D:  Risk Identification Template Topic A:  Introduction   Topic E:  Calculating Time Value Of Money   Topic D:  The Protection Of Brand Names And Trade
Topic E:  Risk Assessment Topic B:  Assessing Current Practices In A Unit Or Organisation In Relation To Knowledge Management Topic G:  Recognising Ideas, Values And Perspectives Of Team Members In Analysing A Problem   Section 3: Financial Forecasting  
Topic F:  Risk Strategies Topic C:  Data Analysis And Interpretation Of Findings Topic H:  Tips When Engaging Stakeholders In Problem Solving Section 3: Mathematical Analysis To Indicate Economic Relationships Topic A:  Introduction  
Topic G:  Risk Register Topic D:  Writing A Report With Recommendations On Knowledge Manamgement   Topic A:  Introduction Topic B:  Types And Formats Of Forecasts  
  Section 3: Selecting Feasible Solutions Topic B:  The Slope Of A Relationship Topic C:  Factors To Be Considered During Financial Forecasting  
Section 3: Developing Contingency Plans Section 3: Developing A Knowledge Management Implementation Plan Topic A:  Introduction   Topic D:  Analysis Of Financial Forecasts  
Topic A:  Introduction Topic A:  Introduction Topic B:  Process Of Generating Solutions With Stakeholders      
Topic B:  Developing Contingency Plans Topic B:  Implementation Plan For A Knowledge Management Program Topic C:  Analysing Feedback From Stakeholders To Identify Solutions   Section 4: Drafting A Budget For A Unit  
Topic C:  Communicating Contingency Plans Topic C:  Role Of Unit Manager In Knowledge Management Implementation Topic D:  Evaluating Possible Solutions   Topic A:  Introduction  
Topic D:  Storage Of Contingency Plans Topic D:  Developing An Operational Plan Or Action Plan     Topic B:  Strategic Planning And Budgeting  
  Topic E:  Promoting The Operational Plan Section 4: Formulate And Communicate The Decision   Topic C:  Development Of Operational Plans  
Section 4: Testing And Revising Contingency Plans Topic A:  Introduction   Topic D:  Developing A Budget For A Unit  
Topic A:  Introduction Topic B:  Selecting The Optimum Solution   Topic E:  Reviewing A Draft Budget  
Topic B:  Testing Contingency Plans Topic C:  Creating An Action Plan/Workplan To Implement The Solution      
Topic C:  Recommendations On Improvements To Contingency Plans Topic D:  Change Processes To Support Implementation Of The Solution   Section 5: Supervising Financial Management Of A Unit  
Topic D:  Revising Contingency Plans Topic E:  Communicating The Decision To Team Members   Topic A:  Introduction  
      Topic B:  Monitoring Systems  
      Topic C:  Expenditure Reports  
        Topic D:  Making Corrective Actions  

 

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Leadership

Address:

Unit 11, Block 2
Falcon Crest Office Park
142 South Street
Die Hoewes
Centurion
South Africa

Contact Details:

Leadership



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Everyone can rise above their circumstances and achieve success
if they are dedicated to and passionate about what they do
Nelson Mandela