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- Diploma in Business Management & Entrepreneurship
Diploma in Business Management & Entrepreneurship
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Duration
15-20 Hours -
Students
397,049 -
Accreditation
CPD
Advance your corporate, project and operations management and entrepreneurship skills .
Publisher: XSIQ
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Duration
15-20 Hours -
Students
397,049 -
Accreditation
CPD
Description
Alison's Diploma in Business Management and Entrepreneurship course gives you the opportunity to gain extensive knowledge and understanding of the principles and practices behind key business management subjects.
Subjects include corporate management, operations management, accounting, human resources, financial accounting, and project management, as well as providing insight on key entrepreneurial skills from Bill Liao, co-founder of the social networking site XING.com.
Alison's business management certificate, with a focus on entrepreneurial studies, is ideal for those who want to further their knowledge and understanding of business management and entrepreneurship through an online business course, and will greatly enhance your career prospects.
Modules
Entrepreneurship
Managing large scale organisations
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Characteristics of large scale organisations
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Distinguishing large-scale organisations
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POLC CCM
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Specific management functions
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Contributions of large-scale organisations to the economy
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Business environments
Evaluating organisational performance
Management structures and objectives
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Management structures
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Management structures and objectives
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Goals and objectives
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Management uses of objectives
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Corporate culture
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Corporate culture continued
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Management roles
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P - planning
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O - organising
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L - leading
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C - controlling
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C - communicating
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C - creating
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M - motivating
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Corporate Management -1
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Corporate Management - 2
Management styles
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Characteristics of management styles
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Four management styles
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Autocratic management style
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Consultative management style
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Participative management styles
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Democratic management style
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Management skills and competencies
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Generic skill types
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Expectations of an effective manager
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Relationship between management styles and management skills and competencies
Change management
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Organisational change
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External pressures for change
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Effects of change on large-scale organisations
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Effects of change on large-scale organisations continued
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Processes for effective change management
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Forms of resistance
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Strategies to overcome resistors
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Processes for effective change management: implementation
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Application of effective change management to significant issues
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Social responsibility
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Business ethics
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Globalisation
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Technological development
Human resource management
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Introduction and factors involved in managing human resources
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Human resource management responsibilities
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The role of the human resources manager
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Human resource management: job specifications for human resource managers
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Human resource management: factors influencing the workforce
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Human resource management: organisational objectives
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Human resource management: terms and conditions of employment
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Human resource management: employee motivation
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Human resource management: motivational theories
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Human resource management: strategies for motivating employees
The employment cycle
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Human resource management: the employment cycle
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Human resource management: human resource planning
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Human resource management: job analysis
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Human resource management: recruitment and selection
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Human resource management: employment packages, agreements and contracts
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Human resource management: induction, training and development
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Human resource management: recognition and reward
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Human resource management: performance appraisal
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Human resource management: termination/separation
Employee relations
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Human resource management: employee relations
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Human resource management: the role of human resource managers in employee relations
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Human resource management: conflict between management and employees
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Human resource management: Key Performance Indicators
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Human resource management: the application of management styles and skills to employee relations
Managing changes to human resource management
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Changes in Human Resource Management resulting from changes in attitudes, technology and legislation.
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Human resource management: workplace employment conditions
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Human resource management: workplace diversity
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Human resource management: changes in technology
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Human resource management: changes in legislation
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Human resource management: changes in HRM Resulting from Changes in Attitudes, Technology and Legislation
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Human resource management: changes in HRM resulting from changes in attitudes, technology and legislation
Operations management
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Operations management: introduction
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Definition - operations management
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Operations management: distinction between manufacturing and service organisations
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Characteristics of operations managers
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Operations management: relationship between operations, productivity and competitiveness
Operations management strategies
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Operations management strategies
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Operations management strategies: capacity planning
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Operations management strategies: facilities location planning
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Operations management
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Operations management strategies: facilities layout planning
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Operations management strategies - aggregate planning
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Operations Management Strategies: Scheduling
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Operations management strategies: materials requirement planning
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Operations management strategies: maintenance control
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Operations management strategies: evaluation of performance
Applying operations management
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Application of operations management systems: inventory management
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Operations management: inventory management techniques
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Operations management: inventory management techniques
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Operations management: inventory management techniques
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Operations management: quality management
Project management overview
Project management case study
Project management methodology
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Project Management Methodology
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Project management methodology: phase 1 - investigation
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Project management methodology: phase 2 - planning and design
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Project management methodology: phase 3 - production
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Project management methodology: phase 4 - evaluation and monitoring
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Project management methodology revision
Information Technology case study
Project management toolset
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Project Management Tools
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PERT diagrams (network diagrams)
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Estimating activity time
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Scheduling and expediting
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Critical Path Method
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Project management tools revision
Project management tools case study
GANTT charts case study
Project management documentation
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Documentation
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Types of documentation
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Program documentation
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System and technical documentation
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User documentation
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Paper based documentation
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Electronic documentation
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Documentation media
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Documentation for different users
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Documentation revision
Project management documentation case study
System development life cycle
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The System Development Life Cycle Overview
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The planning phase
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The analysis phase
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The design phase
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The implementation phase
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The use/evaluation phase
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The System Development Life Cycle revision
Project management, system development life cycle case study
The planning phase
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The planning phase of the SDLC
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The planning phase: defining the problem
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The planning phase: setting project objectives
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The planning phase: identifying constraints
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Feasibility study question 1
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Feasibility study question 2
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Feasibility study question 3
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Feasibility study question 4
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Feasibility study question 5
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Feasibility study question 6
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The planning phase - feasibility studies
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The planning phase - creating project proposals
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The planning phase - establishing control mechanisms
The planning phase case study
Conducting a feasibility study, case study
The planning phase case study
Project management, the analysis phase
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The Analysis Phase of the SDLC
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The Analysis Phase: creating the project team
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The Analysis Phase: defining information needs
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The Analysis Phase: identification and evaluation of sources of information
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The Analysis Phase: identification and description of the types of information needed to analyse the system
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The Analysis Phase: identification and description of problem areas in the current system
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The Analysis Phase: information flow and needs documented using system modeling tools
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The Analysis Phase: identification and description of problem areas in the current system
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The Analysis Phase: defining system performance criteria
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The Analysis Phase: creating a design proposal
The analysis phase case study
The analysis phase case study 2
The design phase
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The Design Phase of the SDLC
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The Design Phase: factors to be considered when designing the output requirements
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The Design Phase: factors to be considered when designing the input Requirements
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The System Development Life Cycle Design Phase: examples
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The Design Phase: the processing requirements
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The Design Phase: evaluating alternative system configurations
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The Design Phase: select best configuration
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The Design Phase: prepare implementation proposal
The design phase case study
The implementation phase
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The System Development Life Cycle Implementation Phase
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The Implementation Phase: planning and announcing the implementation
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The Implementation Phase: acquisition of new equipment (hardware and software)
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The Implementation Phase: preparing the physical facilities
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The Implementation Phase: educating users
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The Implementation Phase: developing an implementation schedule
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The Implementation Phase: commissioning of the new system (changeover)
Project management implementation case study
project management implementation case
Project management evaluation case study
Evaluation phase
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The System Development Life Cycle Use/Evaluation Phase
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The Use/Evaluation Phase: using the system
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The Use/Evaluation Phase: auditing the system
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The Use/Evaluation Phase: maintaining the system
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The Use/Evaluation Phase: re-engineering proposals
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The System Development Life Cycle Use/Evaluation Phase Revision
Project management case study conclusion
Changing information systems
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Issues associated with changing information systems in organisations
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Changing Information Systems in organisations: the acceptance level by operators and users of the information system
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Issues associated with changing information systems in organisations: level of personalised service
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Issues and effects of changes to information systems: social effects arising from invasion of privacy
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Issues and effects of changes to information systems arising from deskilling of workers
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Issues and effects of changes to information systems: economic effects arising from costs of upgrading equipment
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Issues and effects of changes to information systems: increased or decreased profits from conducting electronic sales via the Internet
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Health and safety effects arising from organisational change: physical injuries incurred due to overuse or incorrect use of equipment
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Health and safety effects arising from organisational change: changed manual skills needed to operate smaller items of technology
Assessment
Introduction to accounting
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Introduction
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The Profit and Loss statement
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The Profit and Loss statement example
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The balance sheet
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Classification of terms for the balance sheet
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Balance sheet tasks
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The balance sheet example
Accounting terminology
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Understanding Accounting Terminology
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Accounting Terminology, A - C
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Accounting Terminology, D – L
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Accounting Terminology, M – Z
Accounting principles
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Accounting Principles
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Accounting Concepts and Principles
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Accounting Principles: Matching
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Accounting Principles: Disclosure
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Accounting Principles: Consistency
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Accounting Principles: Diversity
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Accounting Principles: Dependability
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Accounting Principles: Materiality
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Accounting Principles: Accounting Period
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Accounting Principles: Monetary
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Accounting Principles: Verifiability
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Accounting Principles: Going Concern
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Accounting Principles: Entity
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Accounting Principles: Historical Cost
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Accounting Principles: Conservatism
Accounting systems
Preparation of reports
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Classification
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Preparation of reports: balance sheets
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Preparation of reports: profit and loss statement
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Preparation of reports: The Trial Balance
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Preparation of reports: 10 Column Worksheet
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Preparation of reports
Balance day adjustments in the general journal and ledger
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Prepaid and Accrued Expenses
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Accrued expenses
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Accrued revenue
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Prepaid revenue
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Recording
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Reporting
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Likely Errors
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Depreciation Example
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Application
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Reporting
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Preparing the profit and loss summary account
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The capital account
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Closing and posting entries
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General journal
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General Ledger
Accounting concepts
Accounting information
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Understanding and using accounting information
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Key ratios - profitability
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Key ratios - liquidity
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Key ratios - efficiency
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Key ratios - stability
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The cash cycle
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Trend analysis
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Benchmarks
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Presentation
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Decline in profit
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Understanding and using accounting information - example
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How changes to the numerator and the denominator impacts on the ratio
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Liquidity ratios
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Quick asset ratio
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Efficiency Ratios
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Long Term Stability
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Limitations in the Use of Accounting Information
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Evaluating Accounting Information
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Owner's Equity
Accounting issues
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Accounting issues
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Historical cost and non-current asset valuation
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Depreciation
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Revenue and expense recognition
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Revenue realisation
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Revenue recognition points
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2. Receipt of payment
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3. Point of production
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4. Degree of contract completion
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Essential elements of revenue recognition
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Case studies
Balance day adjustments
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Balance day adjustments
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The accounting period
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Recording prepaid and accrued revenue and expenses in the general journal and ledger
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Accrued expenses
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Accrued revenue
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Prepaid revenue
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Depreciation
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Cost of the asset
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Life of the asset and the residual value
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Nature of use
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Case study - Depreciation
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Asset register
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Accounting time lines
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The accounting equation
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The Accounting Equation
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Bad and Doubtful Debts
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Case Study 1 – Depreciation
Budgeting
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Budgeting
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Budgeting requirements
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Debtors (accounts receiveable) ageing analysis
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Information debtors (accounts receivable) ageing analysis provides
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What strategies can a business employ to improve debt collection?
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A budgeting problem - Fun Run Enterprises
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Annual sales - Fun Run Enterprises
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Cash variance analysis
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A task on variance analysis
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Variance reports
Control for debtors and creditors
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Control for Debtors and Creditors
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Subsidiary ledgers
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Likely errors
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Bad debts
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Source documents
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Credit note
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Sales returns - in the general journal
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Credit note accounting equation
Historical cash flow statement
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Reporting - historical cash flow statement
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Examples of cash flow items
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Reporting - historical cash flow statement table
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Case Study – Cash Flow Statements
Profit and loss statements
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Reporting - profit and loss statements
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Case study - departmental profit and loss statement
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Arbitrary allocation of expenses
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Reporting - profit and loss statements - classification
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Case study - Cash versus profit
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Case study 1 - departmental profit and loss statement
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Direct expenses
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Classification
Risk in small business
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Risk in small business
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2. Degree of competition
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3. The nature of the product
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4. The degree of expertise involved
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5. Does the firm provide goods or services?
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6. Cash or credit?
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7. Suppliers
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8. Access to finance
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9. Coping with technological change
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10. People management
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11. Exposure to external events
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12. Cash versus profit
Stock recording and valuation
Learning Outcomes
This online business course will teach you how large-scale organizations are managed, the structures and objectives involved, and how to evaluate a company's performance by using key performance indicators (KPIs). You will be more aware of business management styles and the environmental factors management should consider. You will know the function of human resource managers, operations managers, project managers and accountants. You will gain knowledge of the systems development life cycle. This course will help you recognize the personal qualities of an entrepreneur and the most important factors that an entrepreneur should consider to be successful.
Certification
All Alison courses are free to enrol, study and complete. To successfully complete this Diploma course and become an Alison Graduate, you need to achieve 80% or higher in each course assessment. Once you have completed this Diploma course, you have the option to acquire an official Diploma, which is a great way to share your achievement with the world. Your Alison Diploma is:
Ideal for sharing with potential employers - include it in your CV, professional social media profiles and job applications
An indication of your commitment to continuously learn, upskill and achieve high results
An incentive for you to continue empowering yourself through lifelong learning
Alison offers 3 types of Diplomas for completed Diploma courses:
Digital Diploma - a downloadable Diploma in PDF format, immediately available to you when you complete your purchase
Diploma - a physical version of your officially branded and security-marked Diploma, posted to you with FREE shipping
Framed Diploma - a physical version of your officially branded and security-marked Diploma in a stylish frame, posted to you with FREE shipping
All Diplomas are available to purchase through the Alison Shop. For more information on purchasing Alison Diplomas, please visit our FAQs. If you decide not to purchase your Alison Diploma, you can still demonstrate your achievement by sharing your Learner Record or Learner Achievement Verification, both of which are accessible from your Dashboard. For more details on our Diploma pricing, please visit our Pricing Page.
Careers
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Business management is the study of the effective organisation of businesses large and small. It encompasses all aspects of overseeing and supervising business operations, and can include accounting, finance, project management, and marketing, among others. This free online diploma in business management will teach you about different company structures, the organizational functions of a business manager, and the other roles a manager or an entrepreneur might be expected to fulfill.
The best free online business management and entrepreneurship courses available on Alison include:
Each of the online business courses on Alison are free, as are all of Alison's online courses. Alison's learners do not have to pay anything to take these courses unless they want a digital or physical copy of the course certificate.
