Achieving competitive Advantage Through People
Be Ready for Competition
Learning how to perform optimally for competition can be a challenge. There are often numerous distractions and unique circumstances surrounding most competition events,
Chartered Financial Analyst (CFA)
THE RIGHT CAREER CHOICE
Becoming a CFA® charter holder is the right career choice if you are:
• Working in Finance Build on your experience while enhancing your professional standing and prospects.
• Looking to Switch Careers Make a move into finance in a cost-effective way while acquiring in-demand skills.
• A Student Demonstrate that you have the commitment and high-level ability to succeed in finance.
GET THE SKILLS
The CFA® Program prepares you for a for a three-part exam designed to demonstrate your full investment decision-making abilities.
• Level I Basic knowledge as well as comprehension of asset evaluation with some analysis.
• Level II Greater analysis and application of asset evaluation.
• Level III Effective portfolio management via evaluation tools and analytically methods.
CFA® Program Topic Guide
EXAM: TOOL S
• Tools and concepts that apply to investment valuation and portfolio management
• Basic concepts regarding asset classes, securities and markets
• CFA Institute Code of Ethics and Standards of Professional Conduct
LEVEL II CFA® EXAM:
• Application of tools and concepts of investment valuation
• Industry and company analysis
• Analysis of investment vehicles and instruments
• CFA Institute Code of Ethics and Standards of Professional Conduct
LEVEL III CFA® EXAM:
• Management of institutional and individual portfolios
• Management of specific asset class portfolios
• CFA Institute Code of Ethics and Standards of Professional Conduct
International Financial Reporting standards
The Course Content
1. The nature & operations of the
– Structure of the IASC/IASB
– Extant standards of the IASB
– The framework
2. The status & use of IFRSs around the world:
– The use of IFRS around the world
– The IASB roadmap
– The annual IASB bound volume & its use
3. Presentation & profit:
– IAS 1, Presentation of financial statements
– IAS 18, Revenue
– IAS 8, Accounting policies, changes in accounting estimates and errors
4. Asset recognition & measurement
– IAS 16, Property, plant and equipment
– IAS 38, Intangible assets
– IAS 40, Investment property
– IAS 36, Impairment of assets
– IAS 23, Borrowing costs
– IAS 20, Accounting for government grants & disclosure of government assistance
– IAS 2, Inventories
– IAS 11, Construction contracts
– IAS 17, Leases
– IAS 32, Financial instruments presentation
– IAS 39, Financial instruments recognition and measurement
– IAS 41, Agriculture
– IFRS 7, Financial instruments: disclosures
– IFRS 6, Exploration for and evaluation of mineral resources
– IFRS 5, Non-current assets held for sale & discontinued operations
5. Accounting for liabilities
– IFRS 2, Share-based payment
– IAS 37, Provisions, contingent liabilities & contingent assets
– IAS 10, Events after the reporting period
– IAS 19, Employee benefits
– IAS 12, Income taxes
6. Group accounting
– IAS 27, Consolidated financial statements & accounting for investment in subsidiaries
– IAS 28, Accounting for investments in associates
– IAS 31, Joint ventures
– IAS 21, The effects of changes in foreign exchange rates
– IAS 29, Financial reporting in hyperinflationary economies
7. Disclosure standards
– IAS 7, Statement of cash flows
– IAS 24, Related party disclosures
– IAS 33, Earnings per share
– IAS 34, Interim financial reporting
– IFRS 4, Insurance contracts
– IFRS 1, First time adoption of IFRS
– IFRS 8, Operating segments
– IAS 30, Disclosures in the statements of banks and similar financial institutions
8. Principal differences between UK/US GAAP and IFRS
9. Proposals for change
The Diploma in International Financial Reporting is designed to develop your knowledge of IFRS – providing an understanding of the concepts and principles which underpin them, and their application in the international marketplace
Why should I join the IFRS program at GM ?
Your enrollment at NGC provides you with the following benefits:
• Step-by-step coaching approach
• Highly qualified experienced instructors and professionals
• Increased chances of passing the exam through intensive practice
• Higher confidence from exam simulation
• Free second enrollment for unsuccessful candidates upon the fulfillment of accepted criteria
• Technical and advising assistance during office hours
Our instructors are CPA holders, Members of AICPA (American Institute of certified Public Accountants) – California Board of Accountancy.
Six Sigma Black Belt certificate holders from Licensed Multinational Company in Mobile Telecommunications industry
Certified Trainer RITI (Regional IT institution)
Consistently receive high rating from participants for Knowledge of material and facilitation skills, Demonstrated expertise in technical financial training programs of CPA, CMA, IFRS, Finance for Non-Finance and training needs assessment and analysis with senior managements.
90 hours – Please refer to our schedules
Project Management Professional
Project management refers to the art, or science, of directing projects. This course covers both the theory, and actual practice, of how to successfully manage projects. You will review the concepts, methodologies, and tools of project management as well as its fundamentals: integration management, costing, quality, collaboration, project life cycles, control, risk management, procurement, and evaluation.
The Course Content
Module 1:Project Management Framework
What is a project?
What is Project Management?
Project management Context
Project Life Cycle and -Organization
The project Life Cycle
Module 2:Project Management Processes for a project
Project Management processes
Project Management Process Groups
Project management Process Mapping
Module 4:Project Scope Management
Module 5:Project Time management
Activity Resource Estimating
Activity Duration Estimating
Module 6:Project Quality Management
Perform Quality Assurance
Perform Quality Control
Module 7:Project Human Resource
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team
Module 8:Project Communication Management
Module 9:Project Risk management
Risk Management Planning
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Controlling
Module 10:Project Procurement Management
• Plan Purchases and Acquisitions
• Plan Contracting
• Request Seller Responses
• Select Sellers
• Contract Administration
• Contract Closure
Certified Public Accountant (CPA)
A CPA license is the accounting profession’s highest standard of competence, a symbol of achievement and assurance of quality. Whether you are licensed or soon-to-be licensed, NASBA provides information and resources you need to earn and maintain the respected CPA credential.
So you want to be a U.S. CPA?
CPA exam. To become a CPA in the United States, the candidate must sit for and pass the Uniform Certified Public Accountant Examination (Uniform CPA Exam), which is set by the American Institute of Certified Public Accountants (AICPA) and administered by the National Association of State Boards of Accountancy(NASBA).
A CPA is a certified public accountant who is licensed by a state board of accountancy. To earn the prestige associated with the CPA license, you are required to demonstrate knowledge and competence by meeting high educational standards, passing the CPA exam and completing a specific amount of general accounting experience. The two most important aspects of becoming a CPA are passing the Uniform CPA Exam and meeting licensing requirements in the state where you want to practice.
What do you learn?
AUDITING AND ATTESTATION
Combining the technical aspects of accountancy with the skills to put them into practice, this section gives you a full induction into auditing procedures and standards.
This section covers:
• Ethics, Professional Responsibilities and General Principles
• Assessing Risk and Developing a Planned Response
• Performing Further Procedures and Obtaining Evidence
• Forming Conclusions and Reporting
BUSINESS ENVIRONMENT AND CONCEPTS
By the time you finish this section you’ll have a 360-degree knowledge of the workings of business, giving you valuable insight to put into practice.
This section covers:
• Corporate Governance
• Economic Concepts and Analysis
• Financial Management
• Information Systems and Communications
• Operations Management
INANCIAL ACCOUNTING AND REPORTING
You will gain all the skills required to apply accounting principles to private & public sector entities, as well as NGOs. You will also have to demonstrate knowledge in U.S. GAAP and IFRS Accounting Standards.
This section covers:
• Conceptual Framework and Financial Reporting
• Select Financial Statements Accounts
• Select Transactions
• State and Local Governments
In this section you will explore aspects of regulation that gain valuable skills that you can apply in the business world
This section covers:
• Ethics, Professional Responsibilities, and Federal Tax Procedures
• Business Law
• Federal Taxation of Property Transactions
• Federal Taxation of Individuals
• Federal Taxation of Entities
Certified Internal Auditor (CIA)
THE CAREER WITH A FUTURE
• Be among the most wanted Put yourself in the top five careers
• Earn more money than ever High demand is making CIA salaries rise
• Have the world at your fingertips Travel is just one of the perks
• Enjoy work life balance Employers want to keep you happy
• Stand out from the crowdA credential that’s one of its kind
What a CIA® really does
It’s not just about the numbers! As a CIA working in internal audit you’ll be engaged in all aspects of an organization giving valuable input. Most CIAs don’t come from an accounting background either – they could be former engineers, marketers, or even IT specialists.
CIA® PART I: INTERNAL AUDIT BASICS
The CIA® exam Part I topics tested include aspects of mandatory guidance from the IPPF; internal control and risk concepts; as well as tools and techniques for conducting internal audit engagements. Note: All items in this section of the syllabus will be tested at the Proficiency knowledge level unless otherwise indicated.
CIA® PART II: INTERNAL AUDIT PRACTICE
The CIA® exam Part II topics tested include managing the internal audit function via the strategic and operational role of internal audit and establishing a risk-based plan; the steps to manage individual engagements (planning, supervision, communicating results, and monitoring outcomes); as well as fraud risks and controls. Note: All items in this section of the syllabus will be tested at the Proficiency knowledge level unless otherwise indicated.
CIA® PART III: INTERNAL AUDIT KNOWLEDGE ELEMENTS
The CIA® exam Part III topics tested include governance & business ethics; risk management; organizational structure, including business processes & risks; communication; management and leadership principles; information technology and business continuity; financial management; and the global business environment.
Note: All items in this section of the syllabus will be tested at the Awareness knowledge level unless otherwise indicated.
• Strategic Management Concepts
• Business and Product Lifecycle
• The Business Vision and Mission
• Strategic Thinking “Case Study”
• Assessment Model “SWOT”
• Developing your Strategic Plan
. MARKETING MANAGEMENT
• From corporate strategy and plan
• Competitive analysis and competitive strategy
• Marketing Research.
• Marketing Mix
• Promotional Mix
• The components of the financial statement package.
• The information contained in the financial statements and how it can be used to evaluate a firm.
• The reason for uses and prepare the financial Statements.
• The kinds of the Ownership.
EFFECTIVE LEADERSHIP & BUSINESS ETHICS
• What is Leadership?
• Eras of Leadership
• Modern Thoughts
• Charismatic leaders
• Persuasion & Influencing techniques
• Case Studies & Assessment
• Business Ethics
• From Personnel to HR
• HRM Goals
• HRM at Operational Level
• Job Analysis
• Recruitment and Selection
• Training and Development
• Compensation and Benefits
• Preamble to Project Management
• The Characteristics of a Project
• PM Role, Responsibilities & Skills
• Risk Analysis & Management
• Organizational Issues
• Goal Setting
• Setting Project Objectives
• Project Planning
• Project Scheduling
• Scheduling Tools
• Cost Estimating & Budgeting
• Plan, Do, Check, Act
• Meeting Management
• Selection of Project Team
• PM‟s Conflicting Roles
• Progress Reporting
• Wrap-up, Team evaluation & Reward
Introduction to business course
This course provides a survey of the business world.
Topics include the basic principles and practices of contemporary business. Upon completion, students should be able to demonstrate an understanding of business concepts as a foundation for studying other business subjects. This course has been approved to satisfy the Comprehensive Articulation Agreement for transferability as a pre-major and/or elective course requirement.
This course provides a survey of the business world. Topics include the basic principles and practices of contemporary business. Upon completion, students should be able to demonstrate an understanding of business concepts as a foundation for studying other business subjects. This course has been approved to satisfy the Comprehensive Articulation Agreement for transferability as a pre-major and/or elective course requirement.
This course is designed as a survey course that will expose you to business terminology, concepts, and current business issues. The intent is to develop a viable business vocabulary, foster critical and analytical thinking, and refine your business decision-making skills.
Purchasing and inventory management
is a critical, or essential, component of the quality management system.
Efficient and cost-effective laboratory operations need the uninterrupted availability of reagents, supplies, and services. Inability to test, even for a short time, is very disruptive to clinical care, prevention activities, and public health programs
Careful management of inventory helps to prevent waste, which can occur if reagents and supplies are stored improperly, or if reagents become out-dated before they can be used. Establishing a purchasing and inventory management program will ensure that:
• supplies and reagents are always available when needed;
• high quality reagents are obtained at an appropriate cost
; • reagents and supplies are not lost to improper storage or kept and used beyond expiration.
The challenge of inventory management is balancing the availability of supplies and reagents in stock with their expiration dates. The life-span of reagents can vary from a few weeks to a number of years. It is important to continuously monitor the expiration dates to make sure needed reagents are always on hand and have not expired. However, it is too costly and wasteful to overstock.
It is very important to set expectations and build and maintain relationships with providers of materials and services. Laboratories that purchase directly should look very carefully at vendors’ and manufacturers’ qualifications, examining such things as specifications and methods of transport.
Introduction to Economics
is one of the core courses offered by the Department of Economics. It is a foundation course for the understanding of economics and contributes to the Department’s commitment to supporting students in their quest to understand the environment in which they live and to excel in adding value to society
The Objective of this course it to deliver the course material and execute tutorial sessions teaching period to allow students to understand and apply the theories adequately enough to meet the learning outcomes as indicated.
This course aims to prepare:
1. Students with some tools and methods of economic analysis that will serve as the basis for a more advanced course of study in microeconomic theory.
2. The non-specialists economics student with a good introduction to the fundamental principles of microeconomics.
3. Both specialist and non-specialist economics students to use the concepts to which they are introduced to facilitate analysis of the functioning of the micro-economy, inclusive of those in the Caribbean.
Management of Sales Force Course
This course is designed to be a hands-on introduction to selling and sales management. Speakers, films, role-playing, team projects and a personal field trip will give you a “real world” experience.
The objective is to develop skills and abilities that allow you to manage your sales territories as your own business. The unique tools that you will develop will enable you to build successful sales and management careers.
I will personalize the class with outside information, guest speakers, films, and personal business experiences.
However, in addition to this material, the course will include discussions of articles on “current events” related to marketing.
The articles will be posted on the web page or distributed in class. You are expected to review these articles for class discussion and testing purposes.
You will be responsible for all speakers, films, and personal business example covered in each class.
As much as possible I will try to involve you in all the course material by asking for your opinions and comments on topics as they are covered in class.
As we cover different aspects of sales and sales management, you will probably notice examples of selling in the world around you. I encourage you to keep up with current events in business and marketing by regularly reading the popular business press
The course is to examine the elements of an effective sales force as a key component of the organization’s total marketing effort. … Students learn to apply the discussion topics through an interactive project worked on throughout the course
We will cover a great deal of information throughout the semester. In addition, each new topic in the course builds on previously covered material.
It is essential that you remain current in your assignments, reading the appropriate text chapters prior to the class in which the relevant material will be covered. This will both enhance your understanding of the lecture material and enable you to comment and contribute in class.
Principle of Marketing Course
This course provides an introduction to basic marketing concepts. Topics include the marketing mix, new product development, consumer behavior, customer relationship management, strategic planning and e-commerce.
Students will develop a comprehensive marketing plan and apply course concepts to real or imaginary products.
The content of this course addresses the following Learning Goals:
• Professional competency and professional identity
• Strong communication and interpersonal skills
• Diverse and global perspectives
• Commitment to ethical practices and service
This course introduces business core to the fundamentals of marketing as applied to any organization of which they may be a part. It supports the following outcomes:
• Appraise the threats and opportunities of conducting business in a world with fewer barriers.
• Evaluate a company’s marketing strategies and make recommendations.
• Access and evaluate relevant information to guide business decisions.
• Deliver powerful presentations and produce examples of effective business writing for diverse audiences
In this course, learners will…
• Assess marketing’s role in discovering and satisfying consumer’s needs, wants and behaviors
• Determine market size through a target market analysis
• Utilize environmental scanning to identify opportunities and threats in the marketing environment.
Examine electronic commerce and interactive marketing and how they create customer value.
• Evaluate the electronic presence of various companies in the marketplace (both locally and globally)
• Analyze marketing factors that contribute to a product’s success or failure.
Marketing Research Course
• This course provides a comprehensive introduction to marketing research, and discusses key concepts, processes, and techniques, as well as their applications.
• Students gain an appreciation for the breadth and depth of the subject and its significance for a business enterprise, whether a start-up or an established company.
• Besides an overview of marketing research, the course covers research design, including qualitative and quantitative data, and quantitative methods used for analyzing research data to make decisions.
Prerequisites: Basic statistics.
• The fundamental concepts and stages of marketing research provided within an overall structural framework, including: how to integrate stages, carry out research in a scientific manner, read and analyse research reports, apply research skills.
• This course aims to provide students with a background in research methods, issues related to conducting marketing research, data analysis, and methods of evaluation related to marketing. Knowledge of these topics will enable students to both implement and evaluate marketing research during their professional careers. It is assumed that students enrolled in this course have a basic understanding of marketing terminology and concepts.
• By the end of the course it is expected that the student will be able to:
1. Display problem analysis skills and an ability to translate a management problem into a feasible research question.
2. Demonstrate a working knowledge of the concepts and methods of marketing research.
3. Recognize with an increased sensitivity the biases and limitations of marketing data.
4. Show an und
erstanding of questionnaire design and sampling theory.
5. Demonstrate competency with the SPSS statistical software package and the ability to use SPSS to enter marketing data, conduct various types of statistical analyses and interpret their outputs.
6. Exhibit an understanding of qualitative and quantitative research methods and their application to marketing research.
Production and Operations Management Course
The purpose of this course if for students to analyze production and service operation systems and their relationship with all other functions and activities in the organization. Deterministic and probabilistic models will be used to support decision making
The objectives of the course are as follows:
1. To increase understanding of the problems and opportunities faced by the operations manager in manufacturing and service operations.
2. To develop an ability to apply operations management concepts in a variety of settings.
3. To develop an understanding of operations management techniques in order to be able to evaluate recommendations made by technical specialist in the field.
Any or every organization is a system of operations, whether or not called ‘operations’. Ultimate goal or purpose of such a system being production of goods and/or services and to carry them tills the point of time and place of consumption. Therefore operations management involves everything an organization does and hence every manager is an operations manager.
Production and Operations Management (POM) focuses on carefully managing the processes to produce and distribute products and services.” Conventionally speaking Major, overall activities under POM, include product creation, development, production and distribution. Major functions of POM include Managing purchases, Inventory control, Quality control, Storage, Logistics and Evaluations. Focus will be efficiency and effectiveness of the processes.
Management of information system
Management Information System (MIS) is a formal discipline within business education that bridges the gap between computer science and well-known business disciplines such as finance, marketing, and management. In spite of this, most students will only take one or two MIS courses as part of their undergraduate program.
The term “Management Information Systems” has several definitions, depending upon where you look or whom you ask. Common among these many definitions is that MIS represent a collection of technologies, people, and processes that manage the information and communication resources of an organization.
Even if you do not realize it, you use MIS every day. If you use email, you are using MIS, as email is an information system (granted, you, the user, only see one end of it). If you log into a computer every morning and access or edit data on corporate servers, you are using information systems. In general terms, information systems encompass any interactions between organized data and people. MIS can be the means by which information is transmitted (such as the Internet), the software that displays the information (such as Microsoft Excel), or the systems that manage the data. In this course, you will learn about the components of management information systems and how to leverage them in business.
This unit will introduce you to the concept of MIS and the impact it has on business organizations. Most people recognize that information systems are composed of technologies such as computers, keyboards, and networks, but technology is just one small component. Some argue that other components of MIS are far more important. Information systems are made up three high-level components: technology, people, and process. Later in the course, you will spend more time learning about the specifics of each of the three components introduced in this unit.
this course deals with human behavior in a variety of organizations. Conceptual frameworks, case discussions, and skill-oriented activities are applied to each topic. Topics include communications, motivation, group dynamics, leadership, power, and organizational design and development
Students examine the behavior of individuals and how they interact with each other in different workplace organizations. Topics include defining organizational behavior; perception, personality and emotions; values, attitudes and their effects in the workplace; motivating self and others; working in teams; communication, conflict and negotiation; power and politics; leadership; decision making, creativity and ethics; and organizational culture and change.
Upon completing this course, students will be able to:
1. Explain the organizational behavioral challenges in the Canadian work environment.
2. Illustrate the impact of perception, personality and emotions.
3. Articulate the impact of values, attitudes and the influence of diversity.
4. Describe the major motivational theories that affect the workplace.
5. Discuss the difference between work groups and work teams and the models of team development.
6. Summarize the communication channels and their barriers.
7. Explain interpersonal conflict and conflict resolution.
8. Critique the most popular bases of power in organizations.
9. Interpret contemporary leadership theories.
10. Identify major leadership issues in contemporary organizations.
11. Describe individual and group, creative, and ethical decision making.
12. Define organizational culture and elaborate on its impact on performance
Time Value of Money and Investment Decisions (TVM)
The time value of money (TVM) is an important concept to investors because a dollar on hand today is worth more than a dollar promised in the future; the dollar on hand today can be used to invest and earn interest or capital gains
Learning Session Outline
1. Time Value of Money (PV VS. FV) Using Financial Calculators
2. Present and Future Value of a Long-term Note or Bond
3. Nature of Interest (Compound VS Simple Interest)
4. The Business strategy and The Credit ,Financial ,Equity Analysis
5. The Capital Budgeting Process
6. Risk Analysis and Real Options
7. Discounted Cash Flow Analysis
8. Payback and Discounted Payback
9. Ranking Investment Projects
10. Comprehensive Examples of Investment Decisions
100 % Practice Course using PowerPoint presentation and Excel Assignments (Arabic Specking -English Handout and material)