Managerial Megatrends and Financial Control | Nelson Croom

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 the learner 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 the learner through a range of scenarios which help them think about how they and their organisation can respond to today's challenging environment.

Managerial Megatrends and Financial Control is part of Nelson Croom's Issues and Debates suite of learning. Issues and Debates 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.

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Managerial Megatrends and Financial Control enables the learner 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

Topics

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

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

David Allen is a past president of CIMA and a past chairman of the Management Accounting Committee of the International Federation of Accountants. He was employed for many years by Cadbury Schweppes group holding directorships with various subsidiary companies. 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.