Course Introduction

This course deals with the commercial and organisational knowledge required for business analysis. It mainly deals with Business Finance and Organisational Behaviour. Delegates can study course either by attending training courses provided by BCS Examination Providers or by self-study. This BCS training course is covered in 3 days.

The era of monopolistic organizations is coming to an end while completion is growing. In order to be successful an organization needs to collaborate with suppliers, competitors and outsourcing partners. In order for the  businesses to operate successfully as of now they have to find new approaches to operate through restructuring, changing their organizational behaviour, modifying their internal and external boundaries, and establishing additional techniques for measuring performance.

  • Accredited by BCS

  • Learn the Budgeting Process and its intricacies

  • Evaluate financial cases using the Three Techniques

  • Access to the Commercial Awareness course-ware and certified tutors

  • Low Cost of Certification

  • Certification Recognized by Global Leading Brands

What's included


Key Learning Points


Tutor Support






The course has no prerequisite.

What Will You Learn

  • Evaluating a financial case through three techniques
  • Understand what is costing and pricing
  • Cash flow forecasting and budgeting
  • Financial accounting documents and their contents
  • Understand financial accounts
  • Discuss required business performance ratios
  • Define porters five forces framework and value chain
  • Describe Boston consulting group’s matrix

Who should take this course

The course is aimed at providing knowledge to those who wish to understand the structure, operation and behaviour of organizations. The course is meant for those professionals who are interested in bringing about a business change and are involved with the organization as one of the following:

  • Business Analysts
  • Program Manager
  • Project Manager
  • Solution Architects
  • Service managers


The course deals with Business Finance and Organisational Behaviour in two parts during the schedule of the course – the first part covering Finance for IT Decision Makers and the second covering Business Analysis Techniques and Organisational Behaviour. The Trainers/ Instructors for this course hold a certificate of the said course from BCS, a two-year training experience or 1 year recognized qualification. The trainer also has to possess a three-year practical experience in the same stream.


The candidates are required to sit for the exam after the conclusion of the course. The exam lasts for one hour and is a closed book exam with multiple choice questions. The exam recommends an accredited training from BCS but as such it is not a requirement or prerequisite for the exam. To get certified the candidate must score 65% marks. BCS allows the use of calculators during the exam. No mobile technology will be allowed.

Candidates sitting for an exam must carry identification of some means such as Passport, Driving License, or Student Card.  Following the exam, the candidate will be sent an email from BCS asking you to register for your exam. Once registered the candidate can log in and view the exam result from their accounts.

Additional time of 15 minutes is allowed for differently abled candidates or those who have a different native language than the language of the examination.


Course Content

Part 1 – Business Finance

Evaluating a Financial Case

  • Purpose of Building a Financial Case
  • Techniques used for evaluating a Financial Case
    • Payback
      • Calculation
      • Payback and Risk
      • Limitations of Payback
    • Discounted Cash Flow /Net Present Value
      • Purpose
      • Calculation
      • The NPV Decision Rule
    • Internal Rate of Return
      • How to derive IRR
      • How IRR is used
      • The IRR Decision Rule

Budgeting, Costing and Pricing

  • Budgets and Departmentalised Businesses
    • The purpose of budgets
    • Reasons for departmentalization
    • Cost centres and profit centres
  • Cash Flow and Cash Management
    • Cash flow forecasting
    • Use of cash flow in decision making
    • Cash flow and profit
  • Costing and Pricing
    • Fixed and Variable costs
    • Direct and indirect costs
    • Break even and Contribution Analysis

Financial Reporting and Analysis

  • Statement of Financial Position (Balance Sheet)
    • Purpose and Structure
    • The nature, purpose and types of Capital
    • Current and non-current liabilities
    • Current and non-current assets
  • Income and Expenditure (Income Statement, Profit and Loss Account)
    • The importance of Operating Profit
    • Revenue (turnover)
    • Cost of Sales
    • Administrative Expenses
    • Profit after Tax
  • Statement of Cash Flows (Cash Flow Statement)
  • Ratios (formulae and interpretation)
    • Profitability Ratios: Operating Margin and Return on Capital Employed ratios
    • Liquidity (Cash Management) Ratios : Current and “Acid Test” ratios
    • Gearing (Leverage) Ratio: Debt/Equity Ratio

Part 2 – Organisational Behaviour

Market analysis and competitive advantage

  • Analysing the business domain - 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 iii. Matrix iv. 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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