Corporate Governance and Strategic Management - incorporating Corporate Strategy (Full-Time)

HRODC Postgraduate Training Institute
In Amsterdam (Netherlands), Durban (South Africa), Dubai (United Arab Emirates) and 7 other venues

£ 38,000 - (Rs 32,41,272)
+ VAT
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Important information

Description

At the conclusion of the specified learning and development activities included in this course, delegates will be able to: 1. Accurately profile managers at different organisational levels. 2. Outline, with examples, the planning process, as it applies to different organisational levels. 3. Outline the planning hierarchy in reference to their own organisations. 4. Demonstrate their understanding of basic organisational structures and the implications that these have for collegial, and superior-subordinate relationships.
Suitable for: Directors. Executive Officers. Board Members. Senior Managers. Middle Managers. Owners of Small and Medium-size enterprise. Key Members of management who bear responsibility for establishing corporate direction and business performance

Important information
Venues

Where and when

Starts Location
On request
Amsterdam
Damrak 1-5, 1012, Noord Holland, Netherlands
See map
On request
Bangkok
South Sathon Road, 10120, Bangkok, Thailand
See map
On request
City of London
Kendal Street, London, England
See map
On request
Dubai
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
See map
On request
Durban
Walnut Road, 40001, Johannesburg, South Africa
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Frequent Asked Questions

· Requirements

Degree or Work Experience

What you'll learn on the course

Management

Course programme

Course review:

Module: 1

Functions of Management: An Introduction

Content, Concepts and 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

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.

Module: 2

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 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:

Module: 3

The Business Plan: A Guide To Entrepreneurs and Investors

Course Content, Concepts and Issues

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

Module: 4

Internal and External Organisational Analysis

Contents, Concepts and Issues

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

Module: 5

Company Formation and Legal Status: Important Corporate Issues

Contents, Concepts and 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

Modules: 6-7

Risk Management and Corporate Governance: An Introduction

Contents, Concepts and Issues

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

Module: 8

Strategic Management: An Introduction

Contents, Concepts and Issues

Strategic Management: An Introduction

Defining Strategic Management

The Strategy Process

The diversity of strategic problems and decisions

The place of information systems in strategic management

Module: 9

Strategic Analysis and Purpose

Contents, Concepts and Issues

Strategic Analysis and Purpose

Analysing the strategic environment

Analysing resources and capabilities

Strategy Dynamics 6 Prescriptive purpose delivered through mission, objectives and ethics

Purpose emerging from knowledge, technology and innovation

Module: 10

Developing The Strategy

Contents, Concepts and Issues

8 Developing The Strategy

Developing business level strategy options

Developing corporate level strategy options

Strategy evaluation and development: the prescriptive process

Finding the strategic route forward: emergent and prescriptive approaches

Organisational structure, style and people issues

Module: 11

The Implementation Process

Contents, Concepts and Issues

The Implementation Process

13 Implementing and controlling the strategic plan

Developing and implementing customer-driven strategy

Managing strategic change

Module: 12

Different Strategy Contexts and Building A Cohesive Strategy

Contents, Concepts and Issues

Different Strategy Contexts and Building A Cohesive Strategy

16 Strategic leadership

Entrepreneurial strategy

Government, public sector and not-for-profit strategies

International expansion and globalisation strategies

Building a cohesive corporate strategy

Module: 1

Functions of Management: An Introduction

Content, Concepts and 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

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.

Module: 2

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 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:

Module: 3

The Business Plan: A Guide To Entrepreneurs and Investors

Course Content, Concepts and Issues

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

Module: 4

Internal and External Organisational Analysis

Contents, Concepts and Issues

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

Module: 5

Company Formation and Legal Status: Important Corporate Issues

Contents, Concepts and 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

Modules: 6-7

Risk Management and Corporate Governance: An Introduction

Contents, Concepts and Issues

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

Module: 8

Strategic Management: An Introduction

Contents, Concepts and Issues

Strategic Management: An Introduction

Defining Strategic Management

The Strategy Process

The diversity of strategic problems and decisions

The place of information systems in strategic management

Module: 9

Strategic Analysis and Purpose

Contents, Concepts and Issues

Strategic Analysis and Purpose

Analysing the strategic environment

Analysing resources and capabilities

Strategy Dynamics 6 Prescriptive purpose delivered through mission, objectives and ethics

Purpose emerging from knowledge, technology and innovation

Module: 10

Developing The Strategy

Contents, Concepts and Issues

8 Developing The Strategy

Developing business level strategy options

Developing corporate level strategy options

Strategy evaluation and development: the prescriptive process

Finding the strategic route forward: emergent and prescriptive approaches

Organisational structure, style and people issues

Module: 11

The Implementation Process

Contents, Concepts and Issues

The Implementation Process

13 Implementing and controlling the strategic plan

Developing and implementing customer-driven strategy

Managing strategic change

Module: 12

Different Strategy Contexts and Building A Cohesive Strategy

Contents, Concepts and Issues

Different Strategy Contexts and Building A Cohesive Strategy

16 Strategic leadership

Entrepreneurial strategy

Government, public sector and not-for-profit strategies

International expansion and globalisation strategies

Building a cohesive corporate strategy


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