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

HRODC Postgraduate Training Institute
In Cairo (Egypt), Dubai (United Arab Emirates), Kuala Lumpur (Malaysia) and 2 other venues

Rs 38,91,747
*Guide price
Original amount in GBP:
£ 45,000
You can also call the Study Centre
50919... More

Important information

Typology Master
Location At 5 venues
Duration 3 Months
Start Different dates available
  • Master
  • At 5 venues
  • Duration:
    3 Months
  • Start:
    Different dates available

Suitable for: Managers. Importers. Exporters. Trade Ministries and Undersecretaries. Other Trade Officials. Economists. Industrialists. Contract Managers. Audit Commission Members. Management Accountants. Corporate Executives. Others who are interested in understanding and managing anti-dumping issues


Where and when

Starts Location
Different dates available
Champolion, 12421, Egypt, Egypt
See map
Different dates available
Different dates available
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
See map
Different dates available
Oxford Road, 2132, Johannesburg, South Africa
See map
Different dates available
Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
Different dates available
Makati, 1200, Philippines, Philippines
See map
Starts Different dates available
Champolion, 12421, Egypt, Egypt
See map
Starts Different dates available
Different dates available
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
See map
Starts Different dates available
Oxford Road, 2132, Johannesburg, South Africa
See map
Starts Different dates available
Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
Starts Different dates available
Makati, 1200, Philippines, Philippines
See map

Course programme

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


  • 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

Students that were interested in this course also looked at...
See all