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. He was formerly an Expatriate at: Ministry of Education, Sokoto, Nigeria; Ministry of Science and Technical Education, Sokoto, Nigeria; University of Sokoto, Nigeria; College of Education, Sokoto, Nigeria; and Former Editor-In-Chief of ‘Sokoto Journal of Education’.   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: Define corporate governance in relation to thevprocesses, 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 ordanary 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 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 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 ordanary and preference sharholders 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 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