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:
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;
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;
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
Planning;
The
Planning Hierarchy;
Difference Between Strategic, Tactical and
Operational Plans;
Standing Plan;
Organising;
Organisational Structure and Design;
Effective organising;
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;
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.
