HRODC Postgraduate Training Institute, Providing Postgraduate Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Algiers, Karachi, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Corporate Governance: Principles and Practice, Incorporating Financial Risk Management, Leading to Diploma Postgraduate - in Corporate Governance: Principles and Practice, Inc. Financial Risk Management Double Credit,  60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 additional Credit-Hours, a Postgraduate Diploma, with -300 additional Credit-Hours. Click to download the PDF Brochure for this Course.

Contents include: Salient Issues, Profiling Managers at different organisational levels, Planning, Tactical and Operational Plans, Standing Plan, Organising, Organisational Structure and Design,  Effective organising, Division of Work, Departmentalising, Establishing Vertical and horizontal relationships and formal communication channels, Establishing the mechanism whereby the organisational activities can be coordinated, Desirable level of specialisation, Level of worker autonomy and managerial control, Levels of Managerial Control & Worker Autonomy, Span Of Management/Control or Span of Management, Degree of decision-making and operational centralisation or decentralisation, Tall or Flat Structure, Co-ordinating, Mutual adjustment - with informal communication, Direct supervision, Standardisation of work Process, Standardisation of input - skills, knowledge and attitudes, Standardisation of output, Controlling, The Management Of Quality. Key Principles of Corporate Governance, Defining Corporate Governance, Exploring corporate governance and the relationships between internal and external stakeholders, The organisation’s  accountability to its Board of Directors, Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’, The difference between ordinary and preference shareholders, Distinguishing between winding up or insolvency, Integrity and ethical behaviour: Disclosure and transparency, The Business Plan as A Guide to the Entrepreneur, What Should Be Included in the Business Plan, Tweaking The Business Plan Without Losing the ‘Focus’, Establishing Contingency: The Most Unlikely Scenario. Organisation: A Definition, Organisational typologies, Social Organisations, Business and Non-business organisations: A Distinction, Organisational Objectives, Social Objectives, Business Objectives, Accountability to Creditors, Accountability to Sector or Industry, Authority, Traditional authority, Legitimate authority, Professional authority, Power,  Organisational power sources, Organisational Power centres, Company Formation and Legal Status: Important Corporate Issues, Company legal status categorisation, Factors associated with a choice of legal status of a company, Issues in favour of and mitigating against particular legal status, Legal requirement for company formation, Company legal status and accounting requirement, International trade and legal requirement, Import and Export VS National, Regional and International Embargo, Risk: A Working Hypothesis, Defining Risk – Generally, Financial Risk in an Organisational Setting, Financial Risk and ‘Market Dynamics’, Liquidity Risk, Operating Risk, Fraud Risk, Settlement Risk, Corporate Strategy and Risk Management, The Currency Derivatives Market, Financial Risk and Unpredictability: Uncontrollable Environmental Issues, Asset Behaviour and Pricing Implications, Credit and Counterparty Risk, Risk as an Economic Factor, Technological Risk Factor, Risk associated with Socio-Cultural Change, Financial Risk Settings: A Meta-Analytical Exploration, Risk in Financial Institutions, Banking Risk, Risk and the Currency Market, Risk and the Equity Market, Futures Market Risk

 

Course Coordinator:

Prof. Dr. R. B. Crawford is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor

 

For Whom This Course is Designed

This Course is Designed For:

Industrial Advisers;

Industrial Administrators;

Industrial Engineers;

Industrial Engineers;

Industrial Planners;

Industrial Researchers;

Senior Administrators;

Managers;

Supervisors;

Team Leaders;

Corporate Secretaries;

Those interested in Corporate Functions and Corporate Affairs.

 

Classroom-Based Duration and Cost:

Classroom-Based Duration:

10 Days

Classroom-Based Cost:

£10,000.00 Per Delegate

 

Online (Video-Enhanced) Duration and Cost

Online Duration: 20 Days @ 3 Hours Per Day

Online Cost: £6,700.00 Per Delegate

 

 

Classroom-Based Course and Programme Cost includes:

Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

Postgraduate Diploma/ Diploma – Postgraduate –or

Certificate of Attendance and Participation – if unsuccessful on resit.

 

Students and Delegates will be given a Selection of our Complimentary Products, which include:

Our Branded Leather Conference Folder;

Our Branded Leather Conference Ring Binder/ Writing Pad;

Our Branded Key Ring/ Chain;

Our Branded Leather Conference (Computer – Phone) Bag – Black or Brown;

Our Branded 8-16 GB USB Flash Memory Drive, with Course Material;

Our Branded Metal Pen;

Our Branded Polo Shirt.;

Our Branded Carrier Bag.

 

Daily Schedule: 9:30 to 4:30 pm.

 

Delivery Locations

 

Central London, UK;

Dubai, UAE;

Kuala Lumpur, Malaysia;

Amsterdam, The Netherlands;

Brussels, Belgium;

Paris, France; and

Durban, South Africa;

Other International Locations, on request.

  

 Corporate Governance: Principles and Practice, Incorporating Financial Risk Management, Leading to Diploma Postgraduate - in Corporate Governance: Principles and Practice, Inc. Financial Risk Management Double Credit,  60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 additional Credit-Hours, a Postgraduate Diploma, with -300 additional Credit-Hours. Click to download the PDF Brochure for this Course.

Course Objectives

 

By the conclusion of the specified learning and development activities, delegates will be able to:

Define corporate governance in relation to the processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled;

Relate corporate governance to the relationships that persists between internal and external stakeholders, particularly in relation to the establishment of organisational goals and objectives;

Demonstrate a heightened understanding of the organisation’s responsibility and accountability to its shareholders as primary stakeholders;

Exhibit a heightened awareness of the organisation’s  accountability to its Board of Directors;

Accurately locate an organisation’s management and workers within the ‘internal-external-stakeholder-spectrum;’

Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration;

Demonstrate an understanding of the difference that exists between ordinary and preference shares;

Assess the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors;

Explain the order in which the proceeds of a company’s assets will be distributed among its creditors, in the event of it falling into ‘Receivership;’

Exhibit an understanding of what constitutes the rights and equitable treatment of shareholders;

Explain how the interests of secondary stakeholders can be preserved;

Outline the roles and responsibilities of the Board of Directors;

Outline salient steps that can be taken to preserve an organisation’s integrity;

Establish the  array of issues that are enshrined in a company’s ethical behaviour; and

Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence.

 

THE BUSINESS PLAN: A GUIDE TO ENTREPRENEURS AND INVESTORS

By the conclusion of the specified learning and development activities, delegates will be able to:

Construct a business plan that will be attractive to investors and fund managers;

Illustrate how a well-constructed Business Plan might be used to Attract Investors and ‘Fund Holders’;

Explain why particular ‘aspects’ should be included in the Business Plan, to enhance its effectiveness;

Provide guidance to entrepreneurs on how to adapt a business plan to meet changing circumstances, without losing its focus;

Provide ‘contingencies’ based on differing business scenarios.

 

INTERNAL AND EXTERNAL ORGANISATIONAL ANALYSIS

By the conclusion of the specified learning and development activities, delegates will be able to:

Propose varying definitions of an organisation;

Demonstrate an understanding of the bases of organisational typologies;

Define, with examples, social organisations;

Distinguish between business and non-business organisations;

Define objectives, generally;

Distinguish between primary and secondary objectives;

Distinguish between business objectives and social objectives;

Exhibit the extent to which social objectives enhance business objectives;

Demonstrate an understanding of the objective hierarchy;

Demonstrate their understanding of the relationship between organisational tasks and objectives;

Explore the bases for ‘division of work/ labour’ in organisations and their relation to organisational effectiveness;

View the process of delegation in relation to ‘leasing;’

Outline the value of delegation to the ‘delegate;’

Highlight the developmental opportunities that delegation provides for subordinates;

Exhibit a heightened knowledge of the support that managers should provide to ‘delegatees’, to enhance the performance of their roles;

Provide advice to managers on the extent to which delegation should relate to the ‘informal management succession;’

Explain the degree to which a formal management succession chart can enhance the effectiveness of the process of delegation;

Outline the importance of individual readiness in the success of the delegation process;

Suggest effective means by which internal promotion should be handled;

Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organisations;

Provide a working definition of accountability;

Explain the issue of accountability, in relation to the organisational hierarchy;

Distinguish between internal and external organisational accountability;

Define accountability in relation to the control and allocation of resources, internally and externally;

Address the extent to which external organisational accountability affect internal organisational dynamics;

Explain the way in which the organisation is accountable to its owners (partners, shareholders) or sponsors and the negative implications that they can yield if their expectations are not met;

Exhibit a heightened understanding of the ways in which the organisation is accountable to its clients/users and customers, their expectations, and the effort the organisation can make to meet their expectations, so as to avoid negative consequences of any deficiency;

Provide the rationale for the organisation’s accountability to its creditors, their expectations, possible negative consequences for non-compliance, and the steps that a company should take to adhere to them;

Provide real examples of the relationship that an organisation has with its sector or industry, the requirements to adhere to codes of practice and the ‘business case’ for their adherence to established expectations;

Explain the different statutory agencies to which an organisation is accountable, providing advice regarding how the organisation can benefit from co-operating with them, in relation to their requirement and expectations;

Define authority generally but also with specific relation to superior-subordinate relationship;

Expound the facet of authority, providing practical examples;

Explain how the second facet of authority might be enhanced and the responsibility that managers have to their subordinates, in relation to their organisational positions and roles

Explain traditional authority and how it translates to organisational relationships;

Demonstrate their understanding of legitimate authority and how managers can provide help to their subordinates, in this regard;

Offer advice to managers regarding the aversion or reduction of conflict the ‘Legal-Professional Authority’ mix pose, so as to enhance organisational effectiveness;

Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;

Identify sources of power in organisation and their implications for effective management and organisational control;

Exhibit an understanding of the different power centres that exist in an organisation and, their legitimacy and effect on organisational stability and flexibility to respond effectively to a crisis; and

Illustrate the symbiotic relationship between power and authority, in relation to ‘managerial leaders’ in the performance of their organisational roles.

 

COMPANY FORMATION AND LEGAL STATUS: IMPORTANT CORPORATE ISSUES

By the conclusion of the specified learning and development activities, delegates will be able to:

Determine the most appropriate legal form for particular entrepreneurial setting;

Illustrate the problems and benefits of different legal form of companies;

List the pertinent factors that are associated with a choice of legal status of a company;

Outline the legal requirement for company formation, as it pertains to their particular country;

Indicate, accurately, the statutory reporting requirements of a company, based on its legal status and in relation to their specific country;

Suggest the general statutory accounting requirement of a company in their country and the factors that determine these requirements;

Demonstrate the relationship between a company’s legal status and its accounting reporting requirement, and the rationale on which this demand is based;

Indicate the legal requirement associated with International Trade in their own country;

Address the implications of National, Regional and International Embargo on Import and Export and Service Dispensation.

 

Corporate Governance: Principles and Practice, Incorporating Financial Risk Management, Leading to Diploma Postgraduate - in Corporate Governance: Principles and Practice, Inc. Financial Risk Management Double Credit,  60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 additional Credit-Hours, a Postgraduate Diploma, with -300 additional Credit-Hours. Click to download the PDF Brochure for this Course.

Course Contents, Concepts and Issues

 Part 1: Functions of Management: Salient Issues

Profiling Managers at different organisational levels;

Planning;

The Planning Hierarchy;

Difference Between Strategic, Tactical and Operational Plans;

Standing Plan;

Organising;

Organisational Structure and Design;

Effective organising;

Division of Work;

Departmentalising;

Establishing Vertical and horizontal relationships and formal communication channels;

Establishing the mechanism whereby the organisational activities can be co-ordinated;

Desirable level of specialisation;

Level of worker autonomy and managerial control;

Levels of Managerial Control & Worker Autonomy;

Span Of Management/Control or Span of Management;

Degree of decision-making and operational centralisation or decentralisation;

Tall or Flat Structure;

Co-ordinating;

Mutual adjustment - with informal communication;

Direct supervision;

Standardisation of work Process;

Standardisation of input - skills, knowledge and attitudes;

Standardisation of output;

Controlling;

The Management Of Quality.

 

Part 2: Key Principles of Corporate Governance

Defining Corporate Governance,

Exploring corporate governance and the relationships between internal and external stakeholders;

The organisation’s responsibility and accountability to its shareholders;

The organisation’s  accountability to its Board of Directors;

Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’;

The difference between ordinary and preference shareholders;

Distinguishing between winding up or insolvency, Bankruptcy, Receivership, and Administration;

Assessing the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors;

Rules for distributing the proceeds of a company’s assets in ‘Receivership’;

Rights and equitable treatment of shareholders: Interests of other stakeholders;

Recognising the organisation’s legal obligations to all legitimate stakeholders;

Role and Responsibilities of the Board;

Integrity and ethical behaviour: Disclosure and transparency.

 

Part 3: The Business Plan: A Guide To Entrepreneurs and Investors

 

The Business Plan: A Guide To Entrepreneurs and Investors;

The Business Plan as A Guide to the Entrepreneur;

Using the Business Plan to Attract Investors and ‘Fund Holders’;

What Should Be Included in the Business Plan;

Tweaking The Business Plan Without Losing the ‘Focus’;

Establishing Contingency: The Most Unlikely Scenario.

 

Part 4: Internal and External Organisational Analysis

Organisation: A Definition;

Organisational typologies;

Social Organisations;

Business and Non-business organisations: A Distinction;

Organisational Objectives;

Social Objectives;

Business Objectives;

The objective hierarchy;

Tasks;

Division Of Work/Labour;

Delegation;

Responsibility;

Accountability;

Internal Organisational Accountability;

External Organisational Accountability;

Accountability to owners/sponsors;

Accountability to clients/users/customers;

Accountability to Creditors;

Accountability to Sector or Industry;

Accountability to the State;

Authority;

The first facet of authority relates;

The second facet of authority relates;

Traditional authority;

Legitimate authority;

Professional authority;

Power;

Organisational power sources;

Organisational Power centres.

 

Part 5: Company Formation and Legal Status: Important Corporate Issues

Company Formation and Legal Status: Important Corporate Issues;

Company legal status categorisation;

Factors associated with a choice of legal status of a company;

Issues in favour of and mitigating against particular legal status;

Legal requirement for company formation;

Company legal status and reporting requirement;

Company legal status and accounting requirement;

Company legal status and accounting reporting;

International trade and legal requirement;

Import and Export VS National, Regional and International Embargo.

 

 

Part 6: Risk Management and Corporate Governance: An Introduction

Risk: A Working Hypothesis;

Defining Risk – Generally;

Financial Risk: A Plausible Definition;

Financial Risk in an Organisational Setting;

Financial Risk and ‘Market Dynamics’;

Liquidity Risk;

Operating Risk;

Fraud Risk;

Settlement Risk;

Corporate Strategy and Risk Management;

The Currency Derivatives Market;

Financial Risk and Unpredictability: Uncontrollable Environmental Issues;

Asset Behaviour and Pricing Implications;

Credit and Counterparty Risk;

The Legal and Political Risk Environments;

Risk as an Economic Factor;

Technological Risk Factor;

Risk associated with Socio-Cultural Change;

Financial Risk Settings: A Meta-Analytical Exploration;

Risk in Financial Institutions;

Banking Risk;

Risk and the Currency Market;

Risk and the Equity Market;

Futures Market Risk;

Financial Exposure As Risk: An Introduction;

Economic Exposure;

Transaction Exposure;

Translation Exposure;

Calculating Risk in Financial Exposure.

 

Corporate Governance: Principles and Practice, Incorporating Financial Risk Management, Leading to Diploma Postgraduate - in Corporate Governance: Principles and Practice, Inc. Financial Risk Management Double Credit,  60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 additional Credit-Hours, a Postgraduate Diploma, with -300 additional Credit-Hours. Click to download the PDF Brochure for this Course.