Corporate Governance and Strategic Management - incorporating Corporate Strategy (Full-Time)
Post Graduate Diploma
In Hong Kong (Hong Kong), Durban (South Africa), Dubai (United Arab Emirates) and 7 other venues
*Indicative price
Original amount in GBP:
£ 38,000
Description
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Type
Post Graduate Diploma
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Location
-
Duration
3 Months
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
Facilities
Location
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About this course
Degree or Work Experience
Reviews
Subjects
- 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
Corporate Governance and Strategic Management - incorporating Corporate Strategy (Full-Time)
*Indicative price
Original amount in GBP:
£ 38,000