Corporate Governance: Principles and Practice, incorporating Financial Risk Management, Course. Contents include Planning Hierarchy, Strategic Plans, Organizational Structure, Division of Work, Departmentalization, Vertical Relationships, Horizontal Relationships, Communication Channels, Organizational Co-Ordination, Worker Autonomy, Managerial Control, Span Of Management, Span of Control, Span of Management, Decision-Making, Centralisation, Decentralisation, Tall Structure, Flat Structure, Directing or Leading, Coordinating, Mutual Adjustment, In Dubai; Durban; KL; London; Paris; Abuja; Accra; Jeddah; Jakarta; Bangkok; Hanoi; Colombo; New Delhi; Islamabad; Abuja; Accra; Lagos; Lusaka; Paris; Wolverhampton; Birmingham; Banjul; Amman; Kuwait, Brussels, Bucharest, Manila, Nairobi, etc. and Online.

Course Number 072, Corporate Governance: Principles and Practice, incorporating  Financial Risk Management,  Course. Leading to Corporate Governance: Principles and Practice, incorporating  Financial Risk Management, Double-Credit, 60 Credit-Hours, accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours, and a Postgraduate Diploma, with 300 additional Credit-Hours.

 

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.

Classroom-Based Duration and Cost:

Classroom-Based Duration:

10 Days

Classroom-Based Cost:

£10,000.00 Per Delegate

Group Cost:

Varies With Group Size

Group Residential Cost:

Up To 86% Discount, Based on Numbers.

Online (Video-Enhanced) Duration and Cost

Online Duration:

20 Days @ 3 Hours Per Day

Online Cost:

£6,700.00 Per Delegate

The programme cost does not include living accommodation. However, students and delegates are treated to the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

 

Course Number 072, Corporate Governance: Principles and Practice, incorporating  Financial Risk Management,  Course. Leading to Corporate Governance: Principles and Practice, incorporating  Financial Risk Management, Double-Credit, 60 Credit-Hours, accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours, and a Postgraduate Diploma, with 300 additional Credit-Hours.

 

Course Contents, Concepts, and Issues

 Part 1

Functions of Management: An Introduction

Course Objectives

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

Accurately profile managers at different organisational levels

Outline, with examples, the planning process, as it applies to different organisational levels

Outline the planning hierarchy in reference to their own organisations

Demonstrate their understanding of basic organisational structures and the implications that these have for collegial, and superior-subordinate relationships

Discuss, with confidence, the implications of particular organisational structures have for communication and leadership styles

Demonstrate their knowledge of vertical and horizontal relationships and formal communication channels

Explain the mechanism whereby the organisational activities can be co-ordinated

Propose the desirable level of specialisation that might apply to particular organisational types and settings

Explain the relationship between worker autonomy and managerial control.

Demonstrate an understanding of the relationship between span of management/control or span of management

Explain the degree of decision-making and operational centralisation or decentralisation that persist in particular organisational structure and their implications for organisational effectiveness

Distinguish a Tall from a Flat Organisational Structure

Directing/Leading

Outline, with examples, Mintzberg’s bases of co-ordinating

Address key issues in The Management Of Quality.

 

·        Part 1

Functions of Management: An Introduction

Content, Concepts and Issues

1.       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

Directing/Leading

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 2A

Key Principles of Corporate Governance

·       Course Objectives

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

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

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

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

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

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

  6. Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration

  7. Demonstrate an understanding of the difference that exists between ordanary and preference shares

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

  9. 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’

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

  11. Explain how the interests of secondary stakeholders can be preserved

  12. Outline the roles and responsibilities of the Board of Directors

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

14.   Establish the  array of issues that are enshrined in a company’s ethical behaviour

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


 

·        Part 2A

Key Principles of Corporate Governance

·       Course Contents, Concepts and Issues

  1. Defining corporate governance

  2. Exploring corporate governance and the relationships between internal and external stakeholders

  3. The organisation’s responsibility and accountability to its shareholders

  4. The organisation’s  accountability to its Board of Directors

  5. Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’

  6. The difference between ordanary and preference sharholders

  7. Distinguishing between winding up or insolvency, Bankruptcy, Receivership, and Administration

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

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

  10. Rights and equitable treatment of shareholders: Interests of other stakeholders

  11. Recognising the organisation’s legal obligations to all legitimate stakeholders.

  12. Role and responsibilities of the board

  13. Integrity and ethical behaviour: Disclosure and transparency:

  

·        Part 2B

The Business Plan: A Guide To Entrepreneurs and Investors

·       Course Objectives

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

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

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

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

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

5.       Provide ‘contingencies’ based on differing business scenarios.

 

·        Part 2B

The Business Plan: A Guide To Entrepreneurs and Investors

Course Content, Concepts and Issues

1.       The Business Plan: A Guide To Entrepreneurs and Investors

2.       The Business Plan as A Guide to the Entrepreneur

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

4.       What Should Be Included in the Business Plan

5.       Tweaking The Business Plan Without Losing the ‘Focus’

6.       Establishing Contingency: The Most Unlikely Scenario


 

·        Part 3

Internal and External Organisational Analysis

Course Objectives

 At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

1.       Propose varying definitions of an organisation

2.       Demonstrate an understanding of the bases of organisational typologies

3.       Define, with examples, social organisations

4.       Distinguish between business and non-business organisations

5.       Define objectives, generally

6.       Distinguish between primary and secondary objectives

7.       Distinguish between business objectives and social objectives

8.       Exhibit the extent to which social objectives enhance business objectives

9.       Demonstrate an understanding of the objective hierarchy

10.   Demonstrate their understanding of the relationship between organisational tasks and objectives

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

12.   View the process of delegation in relation to ‘leasing’

13.   Outline the value of delegation to the ‘delegate’

14.   Highlight the developmental opportunities that delegation provides for subordinates

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

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

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

18.   Outline the importance of individual readiness in the success of the delegation process

19.   Suggest effective means by which internal promotion should be handled

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

21.   Provide a working definition of accountability

22.   Explain the issue of accountability, in relation to the organisational hierarchy

23.   Distinguish between internal and external organisational accountability

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

25.   Address the extent to which external organisational accountability affect internal organisational dynamics

26.   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

27.   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

28.   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

29.   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

30.   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

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

32.   Expound the facet of authority, providing practical examples

33.   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

34.   Explain traditional authority and how it translates to organisational relationships

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

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

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

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

39.   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

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


 

 Part 3

Internal and External Organisational Analysis

·       Contents, Concepts and Issues

Internal and External Organisational Analysis

1.       Organisation: A Definition

2.       Organisational typologies

3.       Social Organisations

4.       Business and Non-business organisations: A Distinction

5.       Organisational Objectives

6.       Social Objectives

7.       Business Objectives

8.       The objective hierarchy

9.       Tasks

10.   Division Of Work/Labour

11.   Delegation

12.   Responsibility

13.   Accountability

14.   Internal Organisational Accountability

15.   External Organisational Accountability

16.   Accountability to owners/sponsors

17.   Accountability to clients/users/customers

18.   Accountability to Creditors

19.   Accountability to Sector or Industry

20.   Accountability to the State

21.   Authority

22.   The first facet of authority relates

23.   The second facet of authority relates

24.   Traditional authority

25.   Legitimate authority

26.   Professional authority

27.   Power

28.   Organisational power sources

29.   Organisational Power centres

·        Part 4

Company Formation and Legal Status: Important Corporate Issues

Course Objectives

Company Formation and Legal Status: Important Corporate Issues

 At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

1.            Determine the most appropriate legal form for particular entrepreneurial setting;

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

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

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

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

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

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

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

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

 

·        Part 4

Company Formation and Legal Status: Important Corporate Issues

Contents, Concepts and Issues

1.            Company Formation and Legal Status: Important Corporate Issues

2.            Company legal status categorisation

3.            Factors associated with a choice of legal status of a company

4.            Issues in favour of and mitigating against particular legal status

5.            Legal requirement for company formation

6.            Company legal status and reporting requirement

7.            Company legal status and accounting requirement

8.            Company legal status and accounting reporting

9.            International trade and legal requirement

10.        Import and Export VS National, Regional and International Embargo

·        Parts 5-6

Risk Management and Corporate Governance: An Introduction

1.      Risk: A Working Hypothesis

2.       Defining Risk – Generally

3.       Financial Risk: A Plausible Definition

4.       Financial Risk in an Organisational Setting

5.       Financial Risk and ‘Market Dynamics’

6.       Liquidity Risk

7.       Operating Risk

8.       Fraud Risk

9.       Settlement Risk

10.   Corporate Strategy and Risk Management

11.   The Currency Derivatives Market

12.  Financial Risk and Unpredictability: Uncontrollable Environmental Issues

13.   Asset Behaviour and Pricing Implications

14.   Credit and Counterparty Risk

15.   The Legal and Political Risk Environments

16.   Risk as an Economic Factor

17.   Technological Risk Factor

18.   Risk associated with Socio-Cultural Change

19.  Financial Risk Settings: A Meta-Analytical Exploration

20.   Risk in Financial Institutions

21.   Banking Risk

22.   Risk and the Currency Market

23.   Risk and the Equity Market

24.   Futures Market Risk

25.  Financial Exposure As Risk: An Introduction

26.   Economic Exposure

27.   Transaction Exposure

28.   Translation Exposure

29.  Calculating Risk in Financial Exposure