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

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

£ 38,000 - (Rs 31,89,001)
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Important information


Suitable for: This course is specifically designed 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

Important information

Where and when

Starts Location
On request
Damrak 1-5, 1012, Noord Holland, Netherlands
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On request
South Sathon Road, 10120, Bangkok, Thailand
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On request
City of London
Kendal Street, London, England
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On request
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
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On request
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

Corporate Governance
Investor Relations

Course programme

Module Titles:

  • Module 1 - Corpoare Governance: Principles and Practice
  • Module 2 - Investors Relations
  • Module 3 - Corporate Fraud and Corruption Risk: Operational Strategies in Managing and Reducing the Harmful Consequences of Fraud and Corruption in the Corporation
  • Module 4 - Strategic Management: Aligning the Organisation and
  • Its Environment towards Organisational Goal Achievement
  • Module 5 - Strategic Planning and Organisational Development (OD)

Limited Contents:

Module 1 - Corpoare Governance: Principles and Practice

  • 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

Module 2 - 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

Module 3 - Corporate Fraud and Corruption Risks: Operational Strategies in Managing and Reducing the Harmful Consequences of Fraud and Corruption

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

Module 4 - 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
  • Strategic Analysis
  • Strategic Development
  • Strategy Implementation
  • Three Elements of the Strategic Decision
  • Five Key Elements to Strategy
  • Strategic Management at the:
  • Corporate Level
  • Business Level
  • What Makes "Good" Strategy?
  • Two Main Test Areas for Strategy
  • Application-Related
  • Academic Rigour
  • Prescriptive Model of Business Strategy
  • Emergent Model of Business Strategy
  • What is Green Strategy and Where Does

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

Module 5 - 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

Achievements for this centre

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