World Trade Organisation, Anti-Dumping, Anti-Subsidy, Sustainability and Environmental Management, Development Economics, and Agricultural Project Management (Postgraduate - Diploma)

Programme Contents, Concepts and Issues:

Module 1: Anti-Dumping and Anti-Subsidy: Claims, Measures and Instance

Trade and the Global Economy

• The Role of International Trade in Economic Development, Sustainability and Growth
• Openness and Productivity
• The World Trade Agreement (WTA) 1994
• The Establishment of the World Trade Organization (WTO)
• Agreement Establishing the World Trade Organization
• Article I - Establishment of the Organization
• Article II - Scope of the WTO
• Article III - Functions of the WTO
• Article IV - Structure of the WTO
• Article V - Relations with Other Organizations
• Article VI - The Secretariat
• Article VII - Budget and Contributions
• Article VIII - Status of the WTO
• Article IX - Decision-Making
• Article X – Amendments
• Article XI - Original Membership
• Article XII - Accession
• Article XIII - Non-Application of Multilateral Trade Agreements between Particular Members
• Article XIV - Acceptance, Entry into Force and Deposit
• Article XV – Withdrawal
• Article XVI - Miscellaneous Provisions
• The Uruguay Round Protocol GATT 1994
• Understanding the General Agreement on Tariffs and Trade (GATT)
• GATT's Relationship to Environmental Policy
• WTO Agreement on Agriculture
• WTO Agreement On Sanitary and Photo Sanitary Measures
• WTO Agreement on Textiles and Clothing
• WTO Agreement on Technical Barriers to Trade
• WTO Agreement on Trade-Related Investment
• WTO Agreement on Pre-Shipment Inspection
• WTO Agreement on Rules of Origin
• WTO Agreement on Import Licensing Procedures
• WTO Agreement on Subsidies and Countervailing Measures
• WTO Agreement on Government Procurement
• Defining Dumping
• The Effects of Dumping On the Economy of Host Countries
• The Effects of Dumping On The Economy of Domestic Countries
• The Effects of Dumping On the Economy of Transhipment Countries
• The Patriotism Stance: The British Flag Scenario
• Anti-Dumping Cases and Measures

An Examination of Selected Anti-Dumping Cases

An Examination of Some Anti-Dumping Measures

• Europe and World Trade Directorate
• The Result of the European Commission’s Investigation of Allegations of Injury to the EU Steel Industry, Caused by Subsidised Imports from India and Korea
• Analysis of the EU Findings:
• Were other imports to blame?
• Does The Domestic Industry Suffer From Over Capacity?
• The UK’s Stance On Anti-Dumping: A Departure From, and Conflict With Europe
• The UK Trade and Investment White Paper, 'Making Globalisation a Force for Good'
• Analytical Support for the Trade and Investment White Paper
• The UK’s Response to the EU Commission’s Concern on Anti-Subsidy

Some Anti-Dumping Conclusions:

• The Tendency of All Countries to Take Action to Protect the Interest of Their National Economies
• The Necessitation of the Use of Subsidies and/or External Competition That Might Result In Dumping
• Why the Same Countries That Are Against Dumping Are Themselves Engaged In Dumping
• Credence in the UK’s Stance on Subsidy and Dumping – As Positive Factors of Globalisation
• The World Is One Large Community, With Separate Economic ‘Pockets’
• The Need for a Balance in Dumping – Antidumping Stance

Services and Off-shoring: The Impact of Increasing International Competition in Services

• What is the General Agreement on Trade in Services (GATS)?
• The Aim of the GATS
• GATS and WTO
• The Cancun WTO Ministerial Declaration
• How GATS Is Viewed By the European Commission
• GATS as an Instrument to Benefit Business"
• The Main Points of Critique of GATS
• Are Developing Countries Marginalized By GATS?
• GATS and National Security
• International Infiltration and National Border Protection
• The Case of Dubai Ports Authority and P&O Ferry

Module 2: International Trade Promotion and Marketing

• Definition of Marketing
• The Different Approaches to Marketing
• Production Orientation
• Sales Orientation
• The Marketing Concept
• Marketing Management
• Internal Organisational Analysis: Strengths and Weaknesses
• External Organisational Analysis: Opportunities and Threats
• Key Success Factors
• Product Life Cycle
• Distribution and Service Delivery
• Trade and the Global Economy
• Trade and the Global Economy
• The Role of International Trade in Economic Development, Sustainability and Growth
• Openness and Productivity
• The World Trade Agreement (WTA) 1994
• The Role of National Exhibitions in Promoting Export Trade
• Organising and Managing National Exhibitions
• The Role of International Exhibitions in Promoting Export Trade
• International Trades Associations and Their Likely Contribution to National Export Initiatives
• Some International Trades Associations and Their Function;
• Bilateral Trade Agreements: Their Merits and Demerits
• The Winning Factors In Bilateral Trade Agreements.

Module 3: Knowledge Economy, Rural and Suburban Development as Contributors to Economic Competitiveness

• Creating a Viable Education System: ‘6; 3; 3; 4’ and Other Models
• Agricultural and Rural Development: Key Success Factors
• Human Resource Development: Developing An Effective Strategy
• Skill Development: Creating a Workable National Standard
• Workforce Development: Exemplifying Investors In People (IIP)
• Regional Development: Developing Crucial Partnerships
• Environmental Protection and Infrastructure

Modules 4-7: Advanced Agricultural Project Management

Project Management Issues - Setting the Stage for Agricultural Project Management

• Concept of Project Management
• Project Sustainability
• Developing a Project
• Project Planning
• Project Management Methodologies, Tools and Techniques
• Some Problem Solving Techniques
• Project Control
• Project Purchasing
• Pre-Feasibility and Feasibility Studies
• Scoping, Strategy Setting and Final Agreement
• Project Structure and Managing Meetings
• Process and Event Based Methodologies, Software Packages, Flow Charts, Imagineering
• Mind Mapping, Fish Bone Method, ‘Is and Is Not’ and Brain Storming
• Tracking Timing and Costs, Contingencies
• Working With Suppliers and Sub-Contractors

Agricultural Project Development, Planning, Execution and Evaluation

• Introduction to Agricultural Development Projects
• Agricultural Development Project Life Cycle
• Agricultural Project Design
• The Concepts of Stakeholders VS Shareholder
• Agricultural Project Monitoring
• Agricultural Project Evaluation
• Agricultural Project Workflow
• Agricultural Project Procurement
• Agricultural Project Budgeting
• Agricultural Project Contingencies
• Managing Agricultural Field Trials
• Participatory Impact Monitoring (PIM)
• Agricultural Project Finance
• Agricultural Project Planning
• Agricultural Project Scheduling
• Agricultural Project Management: Stakeholder Analysis
• Rapid Rural Appraisal (RRA)
• Participatory Rural Appraisal (PRA)
• Analysis of Project Performance

Team Leadership and Motivation in Agricultural Project Management

• Team Leadership and Its Importance in Agricultural Project Management
• Groups and Aggregations: Points of Distinction
• The Type and Permanence of the Leadership of a Team
• When Does a Situational Leader Emerge?
• How Does The Team Attempts To Replace A Situational Leader, Enhance Stability, Acceptability or Renewed or Clarified Mission or Objectives?
• Why Does A Temporary Team More Problematic To Lead Than A Permanent Team?
• Why Does Team Disbandment Have A Negative Psychological Effect On Members And Leader?
• An Aggregation - ‘Togetherness’ or ‘Awareness’?
• Aggregation and Interaction
• Team or Group: A Definition and Distinction
• Team Dynamics
• Team Typologies
• Team Typological Bases
• Command Teams and the Organisational Hierarchy
• Command Teams and the Organisational Functioning
• Team Formation
• Team Formation Stage 1: Forming
• Team Formation Stage 2: Storming
• How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team Development?
• Team Formation Stage 3: Norming
• Team Formation Stage 4: Performing or Total Integration
• Team Formation Stage 5: Adjourning or Disbanding
• Deal With the Psychological Effect of Disbandment
• Dysfunctional Behaviours
• Addressing Dysfunctional Behaviours
• Dealing with Aggressiveness
• Handling Blocking
• Dealing with Interfering Behaviour
• Dealing With Intra-Team Competition
• Addressing Situations Where Team Members Seek Sympathy
• Dealing with Member Withdrawal
• Addressing Special Pleading
• Leader Behaviour in Dealing with Dysfunctional Behaviours
• Being Tactful In Discouraging Distracting Behaviours
• Encouraging Desirable Behaviours
• Using Tangible Rewards,
• Using Intangible Rewards
• Bearing Mindful of Team Situation
• Applying Appropriate Rewards and/or, Punishment
• Promoting Team Functionality
• Team Building and Maintenance Roles: Improving Team Effectiveness
• Encouraging Members
• Harmonising
• Standard Setting
• Gatekeeping
• Determining the Optimum Team Size
• Providing Team Incentives
• Encouraging Conflict
• Averting Groupthink
• Avoiding the Risky Shift Syndrome
• Employing Transactional Analysis
• Employing Effective Diversity Management and Discouraging Resonation
• Encouraging Members
• Harmonising Team
• Performance Management
• Solving Interpersonal Problems among Team Members
• Helping Team Members to Channel Their Energies into Task Performance Establishing Realistic Goals
• Developing Effective Communication Strategies
• Minimising Technical Language
• Clarifying Roles
• Standard Setting - Establishing Standards and Evaluating Progress
• A Determination of the Contribution of Each Team Member to Goal Accomplishment
• Recognising and Acknowledging Performance Improvement
• Rewarding Exceptional Performance
• Establishing Key Competencies
• Establishing Acceptable Performance Levels
• Noting Performance Indicators
• Measuring Competence
• Which Individual Members Can Improve Their Performance – and Subsequently, Their Contribution to the Team as A Whole
• Harnessing Team Synergy
• Gate Keeping
• Making It Possible For Others to Participate,
• Supporting the Weak
• Ensuring That Introverted Team Members Are Not Intimidated Or ‘Crushed’ By The Extroverted
• Recognising the Ineloquent Team Members Without Relevant Current Information to Perform Evaluative Role
• Resonation as an Issue in Team Effectiveness
• Recognising Resonation
• Taking Steps to Avert or Reduce Resonation
• ‘Cautioning’ Resonators
• Determining the Optimum Team Size
• Numbers That Are Best For the Operational Effectiveness of a Team –
• Team Constitutional Contingent Factors
• Team Numbers and Member Interaction
• Team Leader’s Direct Communication with Them
• Members and the Intervening Factors
• Team Communication as Interaction
• Necessity of Communication Reciprocation within Teams
• Team Transaction
• Team Transitional Analysis
• The ‘Child’ in the Team
• The ‘Adult’ in the Team
• The ‘Parent’ in the Team
• The Team Leader as a Transaction Analyst
• Directing or Leading In a Project Setting
• The Concept of Motivation
• Applying Content Theories of Motivation to Project Settings
• Taylor’s Money-Motivator as a Reward Strategy
• Motivator-Hygiene Factor: Using Herzberg’s Ideas as a Basis for an Effective ‘Employee Relations Strategy’
• Applying Equity Theory: Recognising Inequity
• Goal-Setting Theory: Performance Management Application
• Expectancy Theory: What Does Valence Holds For Project Management Targets?
• Improving Project Sustainability through An Equitable Reward System
• Reinforcement Theory
• Motivation and Contingency Theory: Accounting For Situational Variables
• Is Performance Related Pay (PRP) Applicable To A Project Management Setting?
• Designing an Effective Motivation Strategy: Accounting For Internal and External Project Dynamics
• Introducing Talent Management: Creating and Equitable Solution
• The Extent to Which Salary or Wages Inducement Motivate Workers

Agricultural Project Design, Data Elicitation, Interpretation and Financial Risk Management

• Agricultural Project Research Management (APRM)
• Agricultural Project Research Design
• Agricultural Project Research Data Gathering
• Agricultural Project Research Data Analysis;
• Agricultural Project Data Presentation
• Sources of Information
• Secondary Sources
• Primary Sources
• Reviewing Literature
• Choosing the Methodology
• Qualitative Approaches
• Quantitative Approaches
• ‘Triangulating’ the Methodology
• Data Elicitation Techniques
• Surveys
• Participant Observation
• Conversation Analysis
• Documentary Analysis
• Focus Groups
• Interviews
• Questionnaires
• Sampling As an Important Element of Research Design
• The Sampling Frame
• Sampling Techniques
• Convenience or Non-random Samples
• Quota Sample
• Systematic Sample
• Probability or Random Samples
• Simple Random Sample
• Stratified Sampling
• Multi-stage Sampling
• Interview or Questionnaire?
• Using Unstructured Questions
• Using Open-ended Questions
• Designing Closed-ended Questions
• Avoiding Forced-choice
• Data Analysis
• Instruments of Analysis
• Using a ‘Tally System’
• Using SPSS Package
• Using Excel Package
• Data Interpretation
• Making Sense of the Information
• Identifying ‘Trends’ and ‘Patterns’ in Information
• Arriving At Conclusions
• Reporting the Findings
• Reporting Styles
• Using the Evidence
• Use of Visual Representations
• Generating Graphs and Charts from Tables
• Managing Research Projects
• Project Planning
• Generating Project Roles
• Realistic Project Costing
• Monitoring and Continuous Evaluation
• The Interim Reports
• Writing a Research Proposal
• Establishing Research Objectives
• Identifying and Defining the Problem
• The Synopsis
• Ethical Concerns in the Formulation and Conduct of Research
• Defining Risk – Generally, and In a Project Management Setting
• Relating Risk Management to Projects and Project Management
• Financial Risk Management and Project Management
• Risk Exposure in a Project Setting
• Project Risk and ‘Market Dynamics’
• Liquidity in Project Management
• Operating Risk and Financial Liability
• Fraud Risk and Project Management
• Link Settlement Risk with ‘Survival Imperative’
• Project Management Strategy and Risk Management
• Currency Derivatives Market and ‘Project Sustainability’

Modules 8-10: Environmental Management for Sustainability Development

Theory, Principles and Key Concepts

• Introduction
• Environmental Management: Key Issues and Goals
• Environmental Management and Science
• Environmentalism, Social Sciences, Economics and Environmental Management
• Environmental Management, Business and Law
• Participants in Environmental Management

Practice

• Environmental Management Approaches
• Standards, Monitoring, Modelling, Auditing and Co-ordination
• Proactive Assessment, Prediction and Forecasting
• Key Resources
• Global Challenges
• Pollution and Waste Management
• Environmental Management in Sensitive, Vulnerable and Difficult Situations
• Tourism and Environmental Management
• Urban Environmental Management

The Future

• The Way Ahead

Modules 11 & 12: Industrial Replacement