Corporate Governance and Strategic Management: Incorporating Corporate Strategy (Intensive Full-Time) 3 Months-(Postgraduate-Diploma)

HRODC Postgraduate Training Institute
In Paris 01 Louvre (France), Milano (Italy) and Amsterdam (Netherlands)

Rs 39,84,348
*Guide price
Original amount in GBP:
£ 45,000
You can also call the Study Centre
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Important information

Typology Master
Location At 3 venues
Duration 3 Months
Start Different dates available
  • Master
  • At 3 venues
  • Duration:
    3 Months
  • Start:
    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


Where and when

Starts Location
Different dates available
Damrak 1-5, 1012, Noord Holland, Netherlands
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Different dates available
Via Washington, 66 Milan, 20146, Milano, Italy
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Different dates available
Paris 01 Louvre
(75) Paris, France
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Starts Different dates available
Damrak 1-5, 1012, Noord Holland, Netherlands
See map
Starts Different dates available
Via Washington, 66 Milan, 20146, Milano, Italy
See map
Starts Different dates available
Paris 01 Louvre
(75) Paris, France
See map

Course programme

Module Contents, Concepts and Issues

Functions of Management: An Introduction

Profiling Managers at Different Organisational Levels


The Planning Hierarchy

Difference between Strategic, Tactical and Operational Plans

Standing Plan


Organisational Structure and Design

Effective Organising

Division of Work


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



Mutual Adjustment - With Informal Communication

Direct Supervision

Standardisation of Work Process

Standardisation of Input - Skills, Knowledge and Attitudes

Standardisation of Output


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


Division of Work/Labour




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


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


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


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




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


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


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


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


Confronting Fraud and Corruption Risks

Background Checks and Enhanced Due Diligence


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


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


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



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


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

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