Corporate Governance and Strategic Management: Incorporating Corporate Strategy (Intensive Full-Time) 3 Months-(Postgraduate-Diploma)
Master
In Milano (Italy), Paris 01 Louvre (France) and Amsterdam (Netherlands)
*Indicative price
Original amount in GBP:
£ 45,000
Description
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Type
Master
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Location
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Duration
3 Months
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Start date
Different dates available
Suitable for: Chief Executives. Company Directors. Government Ministers. Government Advisors. Industrial Advisers. Industrial Administrators. Industrial Engineers. Industrial Engineers. Industrial Planners. Industrial Researchers. Fund Holders. Pension Fund Managers. Corporate Investors. Individual Investors. Venture Capitalists. Senior Administrators. Managers. Supervisors. Team Leaders. Corporate Secretaries
Facilities
Location
Start date
Start date
Start date
Start date
Reviews
Course programme
Module Contents, Concepts and Issues
Functions of Management: An Introduction
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 and 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
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
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
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
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
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
Investor Relations
Introduction to Investor Relations
What Is Investor Relations?
The Investor Relations Officers
The Investor Relations Staff
The Investor Relations Funding
The Value Proposition
Concept of the Value Proposition
Background Research
How to Formulate Value Proposition
Too Much Market Share, Problems
Seasonality, Problems
Communication of Risk Mitigation
Effects of a Negative Reputation
Communication of the Value Proposition
The Link between Value Proposition and Corporate Strategy
Communication
The Press Release
The Earnings Press Release
The Annual Report
The Fact Sheet
Conference Presentations and Discussions
Newspapers and Related Media
Other Forms of Communication
The Communication Review Process
The Communications Calendar
The Communications Mailing List
Dealing with Negative News
The Earnings Call
Earnings Call Attendees
Earnings Call Logistics
Structure of the Earnings Call
The Question and Answer Session
Variations of Earnings Call
Earnings Call Bad Behavior
Guidance
The Case for Guidance
Guidance Strategy
Communicating Guidance
The Preannouncement
Guidance Schedule
Aggressive Guidance
The Consensus Earnings Estimate
No Guidance Issuance
The Forward-Looking Statement
The Safe Harbor
The Cautionary Statement
The Investor Relations Website
Contents
Functionality
Multimedia
The Sell Side and the Buy Side
The Sell Side
The Buy Side
Corporate Fraud and Corruption Risks: Operational Strategies in Managing and
Reducing the Harmful Consequences of Fraud and Corruption in the Corporation
Fraud and Corruption Elimination
Introduction
Potential for Catastrophe
The Need to Eliminate Fraud and Corruption at the Earliest Time
Resiliency: Avoiding Problems through Appropriate Planning and Risk Management
The Increasing Risk of Fraud and Corruption
Combating Fraud and Corruption
Local Problems
Fraud Schemes
Awareness
Common Sense and Observable Reality
Efforts to Avert Damage
The Costs of Fraud and Corruption
Building a Resilient Corporation
Determinants of Survivability
Reducing Vulnerability
Traits of A Resilient Corporation
Key Characteristics of Resiliency
Achieving Resiliency
Learning From the Experience of Others
Benefits of Fraud and Corruption Risk Management
Principles of Fraud Risk Management
The First Line of Defence
Guidance in Fraud Risk Management
Building Resiliency by Enhancing Fraud and Corruption Risk Management
Corporate Resiliency Self-Assessment Tool
Fraud and Corruption Risk Assessment
Introduction
What Is A Fraud And Corruption Risk Assessment?
Importance of a Good Fraud and Corruption Risk Assessment
Implementing Fraud and Corruption Risk Assessments
Risk Assessment Reports
Four Risk Management Strategies
The Role of the Control Environment and Other Strategies
Creating a Control Environment
Control Environment: Definition
Control Environment: Importance
The Control Environment as a Safeguard
The Control Environment and Governance
nternal Audit's Role
Written Code of Ethics/Conduct
mportance of the Code
Code of Ethics and Professional Conduct
Creating a Successful Code of Ethics/Conduct
Employees Ethics Trainings
Hotlines, Helplines and Whistle-Blower Programs
The Role of Human Resources – Employee Selection and Discipline
Other General Strategies of Which Fraud Risk Management Is a Component
Enterprise Risk Management (ERM)
Fundamentals of ERM
Achieving 'Risk Intelligence'
Fundamentals of Governance, Risk and Compliance (GRC)
ntegrated vs. Non-Integrated GRC
Survey Results – Integrated GRC
Key Attributes of Companies with Robust GRC Strategies
PACI, Anti-Corruption, and the Control Environment
Particular Fraud and Corruption Risk Management Strategies and Tactics
Introduction
Confronting Fraud and Corruption Risks
Background Checks and Enhanced Due Diligence
Automation
Preventive Controls
Broad Categories of Risk
Preventive Controls Monitoring and Evaluation
Continuous Controls Monitoring
Correcting Deficiencies
The Roles of ERM and GRC
Detective Controls and Transaction Monitoring
The Importance of Monitoring and Detection
Monitoring and Detection Tactics
Whistle-Blower Hotlines
Risk Based Internal Audits as a Fraud Detection Tactic
Technology Based Detection Tactics
Examples of Fraud Detection Using Data Interrogation Techniques
Continuous Fraud Monitoring (CFM)
Importance of “Lookbacks”
Preparing For Fraud and Corruption Investigations and Remediation
The Preparation Process
Planning
Dealing with Regulators
Evaluating the Allegation
Assembling the Right Investigation Team
Calling For Help
Establishing Investigation Protocols Up Front
Collecting and Preserving Crucial Data
Challenges and Technologies
Communication
The Benefits of a Case Management System Remediation
Strategic Management: Aligning the Organisation and Its Environment towards
Organisational Goal Achievement
Strategic Management: An Introduction
Defining Strategic Management
Three Core Areas of Strategic Management
Three Elements of the Strategic Decision
Five Key Elements to Strategy
Strategic Management at the:
What Makes “Good” Strategy?
Two Main Test Areas for Strategy
Prescriptive Model of Business Strategy
Emergent Model of Business Strategy
What is Green Strategy and Where Does It Fit In?
Analysing the Strategic Environment
Analysing the Main Elements of the Environment
Analysing the Strategic Environment
The Ten Basic Analytical Tools
Steps in Taking the Analytical Tools
Customer Profiling
Segmentation and Positioning
Analysing the Strategic Environment: The Ten Basic Analytical Tools
How Do We Analyse The Strategic Environment?
Five Political Trends That Have Affected Strategic Management
Government and Industrial Policy
Analysing Resources and Capabilities
Why Are Strategic Resources And Capabilities Important?
Identifying and Developing the Resources That Deliver SCA and Value Added
How Can We Identify Value Added?
Green Strategy Value Chain Linkages
Green Strategy Value Chain: Benefits and Costs
How Can We Identify Strategic Resources And Capabilities?
Sustainable Competitive Advantage:
Categories of Resources
Resources and Capabilities Should Be Analysed Against Seven Main Elements
Valuable, Rare, Inimitable, Organised (VRIO) Framework
The VRIO Framework: Performance Implications
Core Competencies
Distinguishing Features of Successful Core Competences
Benchmarking
Leveraging
Upgrading Resources
How Do We Analyse an Organisation’s Strategic Resources and Capabilities?
Identify the Resources Capabilities of the Organisation
Resources/Capabilities Analysis
Sustainable Competitive Advantage
Intensity of Competition in an Industry
Strategy Dynamics
Tackling Strategy Dynamics
What Is Strategy Dynamics?
Interpretative Dynamics vs. Proactive Dynamics
Various Approaches of Strategy Dynamics
Interpretive Dynamics: Nature and Intensity of Industry Competition
Interpretive Dynamics: Innovation Flow Process in Strategy Dynamics
Proactive Dynamics: Three ‘S’ Framework for Strategy Dynamics
Proactive Dynamics: Planning Aggressive Competitive Strategies
The Dynamics of Purpose
The Dynamics of Environmental Development
The Dynamics of Resource Development
Strategy Dynamics: Prescriptive Purpose Delivered Through Mission, Objectives and Ethics
Understanding the Organisation’s Purpose
Developing the Purpose of the Organisation
Identifying a Vision for the Future
Coping With Stakeholder Power
Developing Corporate Governance, Ethics and Corporate Social Responsibility (CSR)
What is Corporate Governance?
Ethics and CSR
Developing The Organisation’s Mission and Objectives
How to Formulate A Mission Statement
“What’s The Difference between Visions, Mission and Objectives?”
How to Develop Objectives
Mission and Objectives: Prescriptive and Emergent Approaches
Purpose and Quality Issues
Total Quality Management (TQM)
Purpose Emerging From Knowledge, Technology and Innovation
Prescriptive Processes Do Not Capture Innovation Well
Emergent Processes Capture Innovation Better
An Emergent Approach to Purpose
Knowledge Creation
How Does Knowledge Influence Purpose?
Innovation through Technology
The Innovation Process
An Emergent Approach to Purpose
Developing Business Strategy Options
SWOT Analysis
Options Based on Market Opportunities
Options from Resource-Based Approaches
Developing Green Strategy Options
Resource-Based Options in Some Special Types of Organisations
Options Based on Market Opportunities
Developing Corporate Level Strategy Options
Diversification Options, Benefits
Diversification Options, Costs
Diversification Options, Degrees of Diversification
Role of HQ: Parenting Options
BCG Growth-Share Matrix
Some Difficulties with Portfolio Matrices
Tools of Corporate-Level Options
Developing Green Strategy Options
Strategy Evaluation and Development: The Prescriptive Process
Choosing Between Strategy Options
Strategy Content and Strategy Process
Six Selection Criteria for Choosing Between Options
Procedures and Techniques for Selection
Applying Empirical Evidence and Guidelines
Classic Strategic Planning Process
Some Problems with the Classic Strategic Planning Process
Selecting Green Strategies
Analysis of Business Risk
Assessing Stakeholders’ Reactions
Finding the Strategic Route Forward: Emergent and Prescriptive Approaches
Importance of Strategy Context
Three Main Elements to Context
Context 1: Survive In a Hostile Market
Context 2: Fast Moving and Uncertain Future
Context 3: Complex Decision-Making both Within and Outside an Organisation
Context 4: Need To Involve Many Management Levels and Innovate Through Experimental
Processes
Exploring the Learning-Based Process
Organisational Structure, Style and People Issues
Developing the Organisation Structure
Designing Organisation Structures to Fit the Strategy
Strategy Before Structure: Chandler’s Contribution
The Five Main Problems of Putting Strategy before Organisational Structure
Organisational Structures for Innovative Companies
Motivation and Staffing In Strategy Implementation
Customer-Driven Strategy Development and Implementation
Developing Customer-Driven Strategy
Implementing Customer-Driven Strategy
Customer-Driven Strategy
Customer Profiling and Sustainable Competitive Advantage
Market Segmentation
Market Positioning
Branding and Reputation
Communicating With Customers and Stakeholders
Basic Considerations in Setting Pricing
Pricing Strategy
Total Quality Management
Analysis of Business Risk
Assessing Stakeholder’s Reactions
Strategic Change Management
Fundamentals of Strategic Change
Causes of Strategic Change
Prescriptive Approaches to Managing Strategic Change
Emergent Approaches to Managing Change
Developing Strategic Change Programme
Strategic Leadership
Defining Strategic Leadership
Characteristics of a Successful Leader
Organisational Culture and Style
How Leaders Cope With Power
Successful Strategic Leadership
How Leaders Recognize and Deal with Political Pressure
Government, Public Sector and Not-For-Profit Strategies
Analysing Strategic Environment in Public Sector Strategy
Resources in the Public and Not-For-Profit Sectors
Purposes of Public and Not-For-Profit Sectors
Context, Content and Process in Public Sector Strategy
mplementation in Public Sector Strategy
International Expansion and Globalisation Strategies
International Expansion and Globalisation
World Trade and the International Expansion Strategies of Companies
Influence of Institutions Involved In International Trade
International and Global Expansion Strategies
International Relationships
Building a Cohesive Strategy
Cohesion in Prescriptive and Emergent Processes
Building a Cohesive Strategy
Developing the Business Model
Long Term Strategy Issues
Strategic Planning and Organisational Development
Rationale for Strategic Planning
Developing a Written Strategic Plan: Importance
Promoting Buy-In Through the Strategic Planning Process
The Strategic Planning Team
Team Membership
Size of the Strategic Planning Team
Broadening Involvement Beyond the Planning Team
Team Leadership
Necessary Abilities of Team Leaders
Characteristics of a Good Team Leader
Team Leadership Styles
Best Leadership Style in a Team Setting
Establishing Followership
Ethics in Team Leadership
The Strategic Planning Process: An Overview
Collecting, Organising, and Analysing Data
Making Informed Predictions
Establishing Direction and Formulate Strategy
Writing the Plan
Distributing, Communicating, and Executing the Plan
Monitoring, Measuring, and Adjusting
The Strategic Planning Process: Detailed Discussion
Collecting, Organising, and Analysing Data
Assessing the Organisation’s Financial Condition
Assessing the Organisation’s Strengths and Weaknesses
Identifying Core Competencies That Produce Value
Refining and Defining Markets
Market Segmentation
Analyzing Market Segments
Trends, Issues, or Developments Relating to this Market Segment Analyzing the Competition
Making Informed Predictions
Concept of Informed Predictions Defined
Why Making Informed Predictions Is So Important
How To Make Informed Predictions
Predicting Pertinent Market Behaviors
Identifying Opportunities and Threats
Adopting a Strategic Emphasis and Competitive Strategy
Importance of Adopting a Strategic Emphasis
Potential Areas of Strategic Emphasis
Selecting A Competitive Strategy
Writing the Strategic Plan
Overview of the Strategic Plan
Developing the Vision Statement
Writing the Vision Statement
Developing the Mission Statement
Developing the Guiding Principles
Developing Strategic Goals
Executing the Strategic Plan
Effective Execution Defined
Why Strategic Plans Break Down in the Execution Phase
Conduct a Roadblock Analysis of the Strategic Plan
Strategies for Effective Execution of the Strategic Plan
Strategic Plan from Start to Completion
Developing a Strategic Plan: Data Technologies Company
Overview of the Process
Review of Material
Developing the Vision
Developing the Mission
Developing Guiding Principles
Developing Strategic Goals
Planning for an Effective Execution
Developing Action/Assignment Sheets
Organisational Development
Corporate Governance and Strategic Management: Incorporating Corporate Strategy (Intensive Full-Time) 3 Months-(Postgraduate-Diploma)
*Indicative price
Original amount in GBP:
£ 45,000