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The overall learning objective of this paper “To develop an understanding of technology-enabled Information Systems and their impact on enterprise-wide processes, risks and controls” has been kept in mind while developing the material…

Thus, strategic management is important for Chartered Accountants. With the changing scope of the chartered accountancy profession and the multifarious nature of the work profile of professionals, the students need to learn newer and different concepts and acquire multidimensional skills. With this focus, the subject of strategic management has been included in the education and training of chartered accountancy. Chartered Accountants who are expected to reach high in the corporate ladder need to be sound, in the concepts and principles of strategic management.

DURATION: 150 HRS

LEVEL: INTERMEDIATE

STUDY MATERIAL INCLUDE: STUDY MATERIAL + REVISION LECTURES +EDP AUDIT + SET OF BOOKS + QUESTION BANK

 

 

SKU: eis-sm-01 Category:

CURRICULUM – EIS

AUTOMATED BUSINESS PROCESSES:

(i) Introduction to Enterprise Business Processes, Benefits, Risks and Controls.

(ii) Diagrammatic representation of business processes using a flowchart.

(iii) Risks and Controls for specific business processes: Procure to Pay(P2P), Order to Cash, Inventory Cycle, Hire to Retire, Supply Chain Management, Fixed as Sets etc.

(iv) Applicable regulatory and compliance requirements including computer-related offenses, privacy, cyber-crime, sensitive personal data information of the Information Technology Act, 2000.

FINANCIAL AND ACCOUNTING SYSTEMS:

(i) Integrated(ERP) and non-integrated systems with related risks and control.

(ii) Business Processes modules and their integration with financial and Accounting systems.

(iii) Reporting Systems and MIS, Data Analytics and Business Intelligence.

(iv) Business Reporting and fundamentals of XBRL (eXtensible Business Reporting Language).

(v) Applicable Regulatory and compliance requirements.

INFORMATION SYSTEMS AND ITS COMPONENTS:

(i) Components of Automated Information systems: Application Systems, Data-Base, Network and Operating System with related risks and controls.

(ii) Mapping of organization structure with segregation of duties in information systems.

E-COMMERCE, M-COMMERCE AND EMERGING TECHNOLOGIES:

(i) Components and Architecture of E-Commerce and M-Commerce with related risks and controls.

(ii) Business process flow with its related risks and controls.

(iii) Applicable regulatory and Compliance requirements.

(iv) Emerging Technologies with its related risks and controls.

CORE BANKING SYSTEMS:

(i) Components and Architecture of CBS and related risks and controls.

(ii) Core modules of banking and business process flow and its related risks and controls.

(iii) Reporting systems and MIS, Data Analytics and Business intelligence.

(iv) Applicable Regulatory and compliance requirements.

CURRICULUM – SM

INTRODUCTION TO STRATEGIC MANAGEMENT 

  • Business Policy
  • Meaning and Nature of Strategic management
  • Business Strategy
  • Strategic Levels in Organizations
  • Strategic Management in Government and Not-for-profit Organization

DYNAMICS OF COMPETITIVE STRATEGY 

  • Competitive Landscape
  • Strategic Analysis
  • Industry and Competitive Analysis
  • Core Competence
  • Competitive Advantage
  • Internal and External Analysis
  • SWOT Analysis
  • Globalization

STRATEGIC MANAGEMENT PROCESS 

  • Strategic Planning
  • Strategic Intent – Vision, Mission and Objectives
  • Strategy Formulation

CORPORATE LEVEL STRATEGIES 

  • Concepts and Nature of Corporate Strategy
  • Strategic Alternatives at Corporate Level
    • Stability
    • Growth/Expansion
    • Business Combinations – Merger and Acquisition
    • Strategic Alliances
    • Retrenchment/Turnaround
    • Combination

BUSINESS LEVEL STRATEGIES

  • Competitive Strategies at Business Level
  • Michael Porter’s Generic Strategies
  • Best-Cost Provider Strategy

FUNCTIONAL LEVEL STRATEGIES 

  • Marketing Strategy
  • Financial Strategy
  • Operations Strategy
  • Human Resource Strategy
  • Research and Development

ORGANISATION AND STRATEGIC LEADERSHIP

  • Organization Structure
  • Strategic Business Unit
  • Strategic Leadership
  • Strategy Supportive Culture
  • Entrepreneurship and Intrapreneurship

STRATEGY IMPLEMENTATION AND CONTROL 

  • Strategy Implementation
  • Strategic Change
  • Strategic Control
  • Strategy Audit
  • Business Process Reengineering
  • Benchmarking

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