BCS Certificate in Commercial Awareness

Mastering Financial and Behavorial Skills

ABOUT THE PROGRAM

The period of self-governing organisations with monopoly position with their product or service is fading. The organisations are into the more competitive environment with perfect competition. To be successful, they need to collaborate with suppliers, competitors and outsourcing partners along internal efficiency. For the successful operation of the business in the current environment, they are forced to change their organisational behaviour and use techniques to evaluate organisational performance. For the Business Analysts to be efficient in contribution, the knowledge of all impact factors of an organisation is required. The BCS Certificate in Commercial Awareness course covers Business Finance and Organisational Behaviour aspects that relate to fiscal as well as behavioural skills. At MSP Training, there is assurance that the delegates will improve upon their skills related to organisational behaviour as well as the decision-making regarding legal matters.

  • Get Acquainted with the the Fiscal and Behavioral skills required in an organisation.

  • Use the Three Techniques to evaluate financial cases

  • Certification by one of the leading Training Provider

  • Certification Accredited by BCS and Recognized by Global Leading Brands

WHAT'S INCLUDED ?

Find out what's included in the training programme.

Includes

Key Learning Points

Clear and concise objectives to guide delegates through the course.

Includes

Tutor Support

A dedicated tutor will be at your disposal throughout the training to guide you through any issues.

Includes

Certificate

Delegates will get certification of completion at the end of the course.

Includes

Courseware

Courseware will also be provided to the delegates so that they can revise the course after the training.

PREREQUISITES

The BCS Certificate in Commercial Awareness course does not have prerequisites.

TARGET AUDIENCE

  • The course is for professionals who wish to gain knowledge of structure, operation and behaviour of organisations.
  • This course is suitable for the professionals such as Business Analysts, Program Managers, Project Managers, Solution Architects and Service managers.

WHAT WILL YOU LEARN?

The delegates will learn about:

  • Assessment of financial case through three techniques.
  • Difference between pricing and costing.
  • Concepts of Cash Flow Forecasting and Budgeting.
  • Contents of different Financial Accounting Documents
  • Dealing with an organisation's legal matters
  • Performance Ratios of a business that are required.
  • Porters Five Forces Framework and Value Chain.
  • Boston Consulting Group’s Matrix.

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PROGRAM OVERVIEW

The course BCS Certificate in Commercial Awareness is divided into two parts. One part covers Business Finance and other part focuses on Organisational Behaviour. Business Finance covers finance related skills required by IT Decision Makers, the latter i.e.  Organisational Behaviour covers Business Analysis Techniques (BAT) and Organisational Behaviour (OB). We, at MSP Training, ensure that the delegates get the training from those trainers who are certified and expert.

Examination

The candidates can sit for the exam only after attending the Commercial Awareness course. This closed book exam lasts for one hour and has multiple choice questions. The candidates sitting for the exam are required to correct 65% questions to pass the examination. BCS allows the use of simple calculators while no mobile devices are not allowed during the exam.

Candidates must carry identification of some kind. The ID proof can be in the form of a driving license, a passport or even a student id card. After the exam, the result of the candidates will be emailed to them by BCS. The candidates can then view their result from their accounts. Candidates who are specially abled have to take permission for extra 15 minutes from BCS in advance before the examination. 


PROGRAM CONTENT

Module 1 – Business Finance Fundamentals                       

  • Assessing a Monetary Situation
  • Why Create a Monetary Incident?
  • Techniques used for evaluating a Financial Incident
    • Payback – Calculation, Risk and Limitations
  • An overview of IRR
    • Define Decision Rule of Internal Rate of Return
    • Deriving and Using IRR (Internal Rate of Return)
  • Discounted Cash Flow
    • Purpose, Calculation and The Decision Rule of Net Present Value
  • An overview of Budgeting, Costing and Pricing
  • Define Cash Flow and Cash Management
    • Forecasting Cashflow
    • Cash flow in making decisions
    • Define profit and Cashflow
  • Define Budgets and Departmentalised Businesses
    • Describe purpose of budgets
    • What are reasons for departmentalisation?
    • Define Cost centres and profit centres
  • Costing and Pricing
    • Fixed and Variable costs
    • Direct and indirect costs
    • An overview of Contribution Analysis and Break-Even analysis
  • An introduction to Statement of Financial Position (Balance Sheet)
    • Purpose and Structure
    • The nature, purpose and types of Capital
    • Current and non-current liabilities
  • An introduction to Income and Expenditure
    • What are Operating Profit and its importance?
    • Define Revenue (turnover)
    • What is the Cost of Sales?
    • Define Administrative Expenses
    • What is Profit after Tax?
  • Statement of Cash Flows (Cash Flow Statement)
  • What are Ratios?
  • Types of Ratios
    • Profitability Ratios
      • Operating Margin Ratio
      • Return on Capital Employed ratios
    • Liquidity Ratios
      • Current ratios
      • Acid Test ratios
    • Gearing (Leverage) Ratio
      • Debt/Equity Ratio

 

Module 2 – Organisational Behaviour Summary

  • An Overview of Market analysis and competitive advantage
    • Porter’s Five Forces Analysis
    • Analysing the portfolio - Boston Box
    • Delivering value - Porter’s Value Chain
  • Organisational behaviour and culture
    • What is organisational behaviour?
    • Organisational effectiveness and the Balanced Scorecard
    • Understanding and analysing culture
      • Organisational Cultural Types (Deal and Kennedy; Handy)
      • International Cultures (Hofstede)
      • The Cultural Web
  • Group formation
    • Groups and group dynamics
    • Formal and informal groups
      • Groups and group tasks
      • Characteristics of formal groups
      • Homan’s theory of group formation
      • Tuckman and Jensen’s theory of group development
      • Characteristics of informal groups
      • Social networks
  • Principles of organisational structure
    • Organisation structuring
      • Elements of organisation structure
      • The six Structure Levels
      • The Leavitt Diamond
    • Types of jobs
      • Work specialisation
      • Flat and tall hierarchies
      • Span of control
    • Line, staff and functional relationships
    • Formalisation of rules and procedures
    • Centralisation v decentralisation
      • Advantages
      • Disadvantages
  • Operating models
    • Organisation structures and their characteristics
      • Functional
      • Divisional – product or service/ geography/ customer
      • Matrix
      • Team-based – cross-functional/ project
    • Organisational boundaries
      • Boundaryless organisations
      • Outsourcing
      • Offshoring
      • Hollow organisation structures
      • Modular organisation structures
      • Virtual Organisations
      • Collaborations and strategic alliances

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ABOUT Manchester

Manchester is one of the major cities in the northwest of England. According to 2015 census, its population was 530,300. With 2.55 million population, it is the second most popular urban area in the UK. Manchester City Council is the local authority in the Manchester.

The history of Manchester began with the civilian settlement that was established in AD 79 on a sandstone nearby the rivers Irwell and Medlock. The areas lying on the south bank of the River Mersey were merged in the 20th century and it became the part of Lanchester city.

Manchester remained the manorial township throughout the middle ages but started to expand in the turn of 19th century “at an astonishing rate”.  The unplanned urbanisation of Manchester come to boom with the revolution of textile manufacturing. As a result, it becomes the world’s first industrialised city.

Manchester gained the status of a city in 1853. In 1894, the Ship Canal was opened in Manchester. It creates the Manchester’s Port and joins the city and sea. Its prosperity fainted during the Second World War as this war resulted in deindustrialisation. In 1996, the IRA bombing led to broad investment and regeneration. 

Governance

Manchester City Council governs the city Manchester. In 1986, the prior Greater Manchester County Council was eliminated making it a unitary authority. Manchester is a member of English Core Cities Group since 1995. Thomas Greeley granted an agreement to the town of Manchester in 1301. In 1359, its borough status was gone in some court case.  

Climate

Manchester has an Oceanic temperature climate. The temperature in summer goes to 20 Celsius and reaches 25 particularly in July and August. Temperature now goes to 30 Celsius on occasions. During the winters, the temperature rarely follows below the freezing. There is general rainfall throughout the year. Manchester has an average of annual rainfall is 806.6 mm.

This means that 140.4 days per annum are rainy. The average of UK is 154.4 days per annum. It has high humidity level along with a great supply of soft water. This is one of the crucial factors that results in textile industry localization. Because of urban warming effect in the city, snowfall is not very common.

Demography

In 1931, the population of Manchester started to increase during the Victorian era. After it, the population start reducing rapidly because of the removal of the slum and the increased building of social housing overspill estates. In 2012, the estimated population was 510,700.

It is an increase of 1.6 since the 2011 MYE. The population has evolved to 20.8% since 2001. According to 2011 census, Manchester is the third fastest growing area. Manchester experienced the great percentage of growth outside the London with an increase of 500,000. With the increase of 2.8 % from 2011, the population is projected to reach 532,200 by 2021.

Economy

Along with Salford, Stockport, Tameside and Trafford, the Office for National Statistics produce economic data for Manchester city. The growth of the economy is comparatively high between 2002 and 2012 where growth was 2.3% that is above the national average of the Manchester.

The UK’s wide-ranging economy of the metropolitan is the third largest with GDP of $88.3 bn. As it continues to recover from the recession that is faced in 2008-10, Manchester compares favourably to other geographies. It reports the annual growth of 5% in business stock.

Landmarks

The buildings of Manchester shows the variety of architectural styles that range from Victorian to contemporary architecture. The use of red brick makes the city beautiful. There is a large number of cotton mills just outside the city.