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

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