The document outlines training programs offered by SOT Management Training Academy for junior, middle, and senior level staff. The junior staff training covers topics such as office dynamics, use of office equipment, office routines, organizational culture, and best practices. The middle level staff training includes record keeping, productivity measurements, budgeting, fraud prevention, and qualities of a leader. The senior level management training focuses on strategic planning, risk management, budgeting, strategic decision making, performance management, and recruitment. The training programs are intended to develop the skills of employees at different levels to improve business operations.
BKA renginio "Kaip tapti lyderiais IT valdymo, saugos ir audito srityje?" pranešimas "Certification details for certified in the governance of enterprise IT". Renginys vyko balandžio 18 d., 2013.
BKA renginio "Kaip tapti lyderiais IT valdymo, saugos ir audito srityje?" pranešimas "Certification details for certified in the governance of enterprise IT". Renginys vyko balandžio 18 d., 2013.
Ms 04 accounting and finance for managers (1)smumbahelp
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Ms 04 accounting and finance for managers (1)smumbahelp
Dear students get fully solved SMU MBA assignments
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Presenting VALIT Frameworks and Comparing between Them and Other Enterprise A...Eswar Publications
It is necessary for each organization to move towards process-focused that it is supported and presided by information technology (IT). IT is considered as a part of processes field. In the information technology era, especially with the advent of network-based economy, organizations plans must be performed based on an architectural design deserving Information Society. Enterprise Architecture provides a framework to design organization based on Information Technology. Val IT framework is not related to enterprise architecture frameworks, but rather to IT governance. IT governance is indeed a paradigm in which it is attempted to make all activities and enterprise mechanisms for the planning, organizing, implementation and control of IT aligned and
consistent. This study first discusses the introduction of this framework; then, a comparison between this framework and COBIT as well as between enterprise architecture and Val IT will be done.
This is a summary of Control Objectives for Information and related Technology audit framework. Anyone can understand COBIT-19 framework within few slides. COBIT was published by ITGI, a nonprofit research entity created by ISACA
A trading business has ten first level processes. Each process can be broken down into sub-processes. Once analysed in this way, business leaders can see where control gaps exist and manage them.
Your take-away from the IT Service Management (ITSM) presentation are:
• A clear understanding of PM practices used in the implementation of ITSM
• Planning tips to successfully deliver an ITSM process improvement project
• Marketing ideas to socialize the message to the organization
• Testing techniques to achieve organic improvements along the way
• Ways to achieve buy-in from stakeholders
Ms 04 accounting and finance for managers (1)smumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Ms 04 accounting and finance for managers (1)smumbahelp
Dear students get fully solved SMU MBA assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Presenting VALIT Frameworks and Comparing between Them and Other Enterprise A...Eswar Publications
It is necessary for each organization to move towards process-focused that it is supported and presided by information technology (IT). IT is considered as a part of processes field. In the information technology era, especially with the advent of network-based economy, organizations plans must be performed based on an architectural design deserving Information Society. Enterprise Architecture provides a framework to design organization based on Information Technology. Val IT framework is not related to enterprise architecture frameworks, but rather to IT governance. IT governance is indeed a paradigm in which it is attempted to make all activities and enterprise mechanisms for the planning, organizing, implementation and control of IT aligned and
consistent. This study first discusses the introduction of this framework; then, a comparison between this framework and COBIT as well as between enterprise architecture and Val IT will be done.
This is a summary of Control Objectives for Information and related Technology audit framework. Anyone can understand COBIT-19 framework within few slides. COBIT was published by ITGI, a nonprofit research entity created by ISACA
A trading business has ten first level processes. Each process can be broken down into sub-processes. Once analysed in this way, business leaders can see where control gaps exist and manage them.
Your take-away from the IT Service Management (ITSM) presentation are:
• A clear understanding of PM practices used in the implementation of ITSM
• Planning tips to successfully deliver an ITSM process improvement project
• Marketing ideas to socialize the message to the organization
• Testing techniques to achieve organic improvements along the way
• Ways to achieve buy-in from stakeholders
1. SOT Management Training Academy
Part of SOT Services Ltd (Contact Person: Sam Obeng Tuudah - +233267871085 samtuudah@ymail.com
Page 1
BUSINESSES & HUMAN RESOURCES TRAINING PROGRAMS
A: JUNIOR STAFF TRAINING:
1. Office Dynamics/Ethics
(i). Seating Arrangements
(ii). Frontline Staff as agents of company image
(iii). Punctuality & Closure Guidelines
(iv). Time Keeping (Timesheets)/Time Management
(v). Duties/Responsibilities – Letters of Employment
(vi). Supervision
2. Purchase & Use of Office Equipment/Fixed Assets
(i). Ergonomic Furniture Purchases
(ii). Computers (Pros & Cons)
(iii). Photocopiers/Fax Machines/Cash Dispensers (if any), etc.
(iv). Filing Cabinets
(v). PDAs/iPads/Mobile Phones/laptops, etc.
3. Office Routines:
(i). Telephone manners/Calls Scheduling (Responsible Officials) Logbook
(ii). Visitors Logbook
(iii). Chronological Filing to Maximise Senior Management Review Time
(iv). Appointment Times Scheduling
(v). Documentation & Filing (including Archiving Policies)
4. Organisational Culture
(i). Senior/Middle/Junior Staff Responsibilities
(ii). Member Code of Ethics
(iii). Disciplinary Committee
(iv). Supervisors Duties
(v) .Constant & Periodic Reviews
5. Impact of Company’s Profitability/Failure on All Stakeholders
(i). Use of Resources (Resource Management)
(ii). Public image
6. Best Office Practices
(i). Filing Systems
(ii). Procedure Manuals
(iii). Company’s Brochures
(iv). Cleanliness – Personal/Company Attire, Office Cleaning
(v). Memo Slips
(vi). Welcome Packs
2. SOT Management Training Academy
Part of SOT Services Ltd (Contact Person: Sam Obeng Tuudah - +233267871085 samtuudah@ymail.com
Page 2
B: MIDDLE LEVEL STAFF TRAINING:
1. Who is a Manager/Supervisor?
(i). Appointment Criteria
(ii). Differences between a Leader & a Manager
2. Office Record Keeping
(i). Best Office Practices (as above)
(ii). Flow Charts
(iii). Computerisation (Pros & Cons)
(iv). Backup Processes
(v). Cloud Computing & other methods of soft backup procedures
(vi). Distant Accessing/Retrievals (Company Soft Records/Database)
(vii). Authorisation and Access to Company Information
(viii). Hierarchy of Information Access
3. Departmental Productivity Scale/Measurements
(i). Service Industry Department/Administration (RATER)
4. One Page/Two Pages Business Plans
5. Budgeting
(i). Planning & Budgeting Best Practices
(ii). Reviews & Implementation Strategies
6. Revenue Receipts & Disbursement Procedures
(i). Authorisation Procedures
(ii). Internal Auditors Functions
(iii). Internal Auditors Duties/Responsibilities
7. SWOT/TOWS Analyses
8. Audit & Control Tools
(i). SOAPSPAM
(ii). ACCACAMPS
9. Fraud & Money Laundering
10. Transparency/Accountability
(i). Senior Management Dedicated Involvement & Support
(ii). Use of & Implementation of Internal Audit Reports
11. Qualities of a Leader/Manager
12. Differences between A Leader and A Manager
(i). Segregation of Duties
(ii). Precise Duties/Function Distinction to Maximise Management Time
3. SOT Management Training Academy
Part of SOT Services Ltd (Contact Person: Sam Obeng Tuudah - +233267871085 samtuudah@ymail.com
Page 3
C: SENIOR LEVEL MANAGEMENT TRAINING:
1. Detailed Study & Analyses of Mission & Vision
(i). Why it is necessary to know the differences
(ii). Company Focus & Directions
2. Performance Indicators
(i). Key Result Indicators (KRIs)
(ii). Result Indicators (RIs)
(iii). Performance Indicators (PIs)
(iv). Key Performance Indicators (KPIs), etc.
3. Risks Identification & Minimising Strategies
(i). Nine Major Risks (9Rs)
(ii). What is Business Risk?
(iii). Risks Mitigation Strategies
(iv). Cyber Threats (Chris Peterson)
(v). Global Risk Assessment Affecting Company
(vi). ISO 31000
(vii). Company Key Risk Trends Identified
4. Budgeting & Sharing of “Cake”
(i). Budget Committee Make-up
(ii). Implementation Criteria
(iii). Minimising Departmental Conflicts
(iv). Reviews & Corrections
(v). Discouraging Departments to Force/Use Allocations to Get Increses
(vi). Main Budget Alignment with Departmental Budgets
(vii). Cash flows & Disbursement Procedures to avoid Overspending
5. Strategic Planning
(i). What is Strategic Planning?
(ii). Sample Explanation Attached
(iii) Strategic business process cloud management (www.peterfingar.com)
6. Money Laundering & Fraud Detection Strategies
7. Funding Options including Factoring, Invoice Discounting, etc.
8. Investment Options
9. Commitment of Senior Management Staff
(i). Executive Directors
(ii). Non-Executive Directors
(iii). CEO, CIO, Financial Controller/Director, etc.
(iv). Agreed TOR
4. SOT Management Training Academy
Part of SOT Services Ltd (Contact Person: Sam Obeng Tuudah - +233267871085 samtuudah@ymail.com
Page 4
10. Audit Committee/Pay Review Committee/Other Committees
11. Strategic Management Options/Balanced Decision Making
(i). Strategic Directions
(ii). Human Resources
(iii). Operations
(iv). Financial& Accounting
(v). Information Technology
(vi). Marketing
12. Lines of Communication
(i). Communicating Strategically
(ii). Internal Communication Channels (How Effective?)
13. Performance Appraisals
(i). When? Annually/Half-Yearly/Quarterly
(ii). Appraisal Criteria
14. Change Management
15. Decision-Making Tools
(i). Starbursting
(ii). EVs
(iii). Other Methods
16. Quality & Quality Controls
17. Measurement Tools
(i). Return on Investment (ROI)
(ii). Return on Marketing Investment (ROMI)
(iii). Other Appraisal Techniques
18. Balanced Scorecards
19. Recruitment Processes
(i). Company Engagement Manuals – All levels
(ii). Over 40 Criteria to hire Senior/Professional Staff
(iii). CEO, CIO, Executive & Non-Executive Directors
(iv). Emotional Intelligence Conformities
(v). Part-Time Workers
20. Pension Matters for All Staff Members, including Part-Timers/Non-Execs