Print this page Thursday, November 4, 2010
| Andrew Graham, Professor, Queen's University, School of Policy Studies & The Industrial Relations Centre |
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Mr. Graham teaches in both the graduate and professional development programs at Queen’s University’s School of Policy Studies, as well as, its Industrial Relations Centre. He also teaches at the Canadian Police College. He is a research associate of the Conference Board of Canada, completing a variety of studies on strategic planning, financial and human resources management, and risk management.
Mr. Graham writes on public sector management, financial management, integrated risk management and governance and has recently published the first textbook on managing public money, entitled “Canadian Public Sector Financial Management,” available through McGill-Queen’s University Press.
Mr. Graham contributes a regular column on management issues, “Briefly Noted” for Public Management, a periodical published by the Institute of Public Administration of Canada (IPAC), and is Series Editor for the IPAC Case Study Program.
He has focused much of his academic work in risk management. He has participated in several studies on implementing risk management in business and government for the Conference Board of Canada and regularly teaches risk management workshops at the Canadian Police College and the Industrial Relations Centre at Queen’s University. He presents regularly at conferences on risk management, as well as, the governance of risk.
This webinar session will explore the relationship between the financial specialist and general managers. Not quite a marriage, but complex enough, this dynamic has to be successful for the organization to meet its goals. Each side has to learn a little about the other. Respect and understanding help. Some platforms, like language and planning environments, are essential. A continual exchange of value added information, ideas and solutions is essential.
To get there, financial managers need to understand the business of the organization they serve. They also need to set systemic control requirements into a context that makes sense to the general manager. They have to add value.
General Managers need to understand the basics of financial management. They also need to learn how to leverage the financial skills of their advisors, not just to “keep them out of trouble” but to convert financial information into performance information. It’s a two way street. This webinar will explore ways to make that happen and to sustain it.
View Webinar
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