Corporate Governance and Strategic Management - Incorporating Corporate Strategy, Risk Management and Corporate Governance

Module 1
At the conclusion of the specified learning and development activities included in this course, delegates will be able to:
Accurately profile managers at different organisational levels
Outline, with examples, the planning process, as it applies to different organisational levels
Outline the planning hierarchy in reference to their own organisations
Demonstrate their understanding of basic organisational structures and the implications that these have for collegial, and superior-subordinate relationships
Discuss, with confidence, the implications of particular organisational structures have for communication and leadership styles
Demonstrate their knowledge of vertical and horizontal relationships and formal communication channels
Explain the mechanism whereby the organisational activities can be co-ordinated
Propose the desirable level of specialisation that might apply to particular organisational types and settings
Explain the relationship between worker autonomy and managerial control.
Demonstrate an understanding of the relationship between span of management/control or span of management
Explain the degree of decision-making and operational centralisation or decentralisation that persist in particular organisational structure and their implications for organisational effectiveness
Distinguish a Tall from a Flat Organisational Structure
Directing/Leading
Outline, with examples, Mintzberg’s bases of co-ordinating
Address key issues in The Management Of Quality.

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 decentralization
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
At the conclusion of the specified learning and development activities included in this course, delegates will be able to:
Define corporate governance in relation to the processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled.
Relate corporate governance to the relationships that persists between internal and external stakeholders, particularly in relation to the establishment of organisational goals and objectives
Demonstrate a heightened understanding of the organisation’s responsibility and accountability to its shareholders as primary stakeholders
Exhibit a heightened awareness of the organisation’s accountability to its Board of Directors
Accurately locate an organisation’s management and workers within the ‘internal-external-stakeholder-spectrum’
Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration
Demonstrate an understanding of the difference that exists between ordinary and preference shares
Assess the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors
Explain the order in which the proceeds of a company’s assets will be distributed among its creditors, in the event of it falling into ‘Receivership’
Exhibit an understanding of what constitutes the rights and equitable treatment of shareholders
Explain how the interests of secondary stakeholders can be preserved
Outline the roles and responsibilities of the Board of Directors
Outline salient steps that can be taken to preserve an organisation’s integrity
Establish the array of issues that are enshrined in a company’s ethical behaviour
Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence

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
At the conclusion of the specified learning and development activities included in this course, delegates will be able to:
Construct a business plan that will be attractive to investors and fund managers;
Illustrate how a well constructed Business Plan might be used to Attract Investors and ‘Fund Holders’;
Explain why particular ‘aspects’ should be included in the Business Plan, to enhance its effectiveness;
Provide guidance to entrepreneurs on how to adapt a business plan to meet changing circumstances, without losing its focus;
Provide ‘contingencies’ based on differing business scenarios.

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
At the conclusion of the specified learning and development activities included in this course, delegates will be able to:
Propose varying definitions of an organisation
Demonstrate an understanding of the bases of organisational typologies
Define, with examples, social organisations
Distinguish between business and non-business organisations
Define objectives, generally
Distinguish between primary and secondary objectives
Distinguish between business objectives and social objectives
Exhibit the extent to which social objectives enhance business objectives
Demonstrate an understanding of the objective hierarchy
Demonstrate their understanding of the relationship between organisational tasks and objectives
Explore the bases for ‘division of work/ labour’ in organisations and their relation to organisational effectiveness
View the process of delegation in relation to ‘leasing’
Outline the value of delegation to the ‘delegate’
Highlight the developmental opportunities that delegation provides for subordinates
Exhibit a heightened knowledge of the support that managers should provide to ‘delegatees’, to enhance the performance of their roles
Provide advice to managers on the extent to which delegation should relate to the ‘informal management succession’
Explain the degree to which a formal management succession chart can enhance the effectiveness of the process of delegation
Outline the importance of individual readiness in the success of the delegation process
Suggest effective means by which internal promotion should be handled
Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organisations
Provide a working definition of accountability
Explain the issue of accountability, in relation to the organisational hierarchy
Distinguish between internal and external organisational accountability
Define accountability in relation to the control and allocation of resources, internally and externally
Address the extent to which external organisational accountability affect internal organisational dynamics
Explain the way in which the organisation is accountable to its owners (partners, shareholders) or sponsors and the negative implications that they can yield if their expectations are not met
Exhibit a heightened understanding of the ways in which the organisation is accountable to its clients/users and customers, their expectations, and the effort the organisation can make to meet their expectations, so as to avoid negative consequences of any deficiency
Provide the rationale for the organisation’s accountability to its creditors, their expectations, possible negative consequences for non-compliance, and the steps that a company should take to adhere to them
Provide real examples of the relationship that an organisation has with its sector or industry, the requirements to adhere to codes of practice and the ‘business case’ for their adherence to established expectations
Explain the different statutory agencies to which an organisation is accountable, providing advice regarding how the organisation can benefit from co-operating with them, in relation to their requirement and expectations
Define authority generally but also with specific relation to superior-subordinate relationship
Expound the facet of authority, providing practical examples
Explain how the second facet of authority might be enhanced and the responsibility that managers have to their subordinates, in relation to their organisational positions and roles
Explain traditional authority and how it translates to organisational relationships
Demonstrate their understanding of legitimate authority and how managers can provide help to their subordinates, in this regard
Offer advice to managers regarding the aversion or reduction of conflict the ‘Legal-Professional Authority’ mix pose, so as to enhance organisational effectiveness
Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation
Identify sources of power in organisation and their implications for effective management and organisational control
Exhibit an understanding of the different power centres that exist in an organisation and, their legitimacy and effect on organisational stability and flexibility to respond effectively to a crisis
Illustrate the symbiotic relationship between power and authority, in relation to ‘managerial leaders’ in the performance of their organisational roles.

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
At the conclusion of the specified learning and development activities included in this course, delegates will be able to:
Determine the most appropriate legal form for particular entrepreneurial setting;
Illustrate the problems and benefits of different legal form of companies;
List the pertinent factors that are associated with a choice of legal status of a company;
Outline the legal requirement for company formation, as it pertains to their particular country;
Indicate, accurately, the statutory reporting requirements of a company, based on its legal status and in relation to their specific country;
Suggest the general statutory accounting requirement of a company in their country and the factors that determine these requirements;
Demonstrate the relationship between a company’s legal status and its accounting reporting requirement, and the rationale on which this demand is based;
Indicate the legal requirement associated with International Trade in their own country;
Address the implications of National, Regional and International Embargo on Import and Export and Service Dispensation.

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

Module 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

HRODC Postgraduate Training Institute is a Graduate Institution Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and can be Verified at: http://www.ukrlp.co.uk/. It provides Intensive Full-Time Postgraduate Diploma Courses. 3 Months Intensive Full-Time Postgraduate Diploma Courses or 6 Months Full-Time Courses, progressing to MSc, MBA, MA. Intensive Full-Time (3 Months) Courses, and Full-Time (6 Months) Postgraduate Diploma Courses, Progressing to MA, MBA or MSc include: Human Resource Management: A Practitioner’s Approach; Comprehensive Automotive Electrical, Electronic and Mechanical Diagnostic, Maintenance and Repair; Comprehensive Real Estate Management; Executive Management; Communication, Information Gathering, Analysis and Report Writing; Women in Management; Human Resource Training and Development Management; National and International Economic Competitiveness: Towards Economic Growth and Sustainability; Corporate Governance and Strategic Management: Incorporating Corporate Strategy; Business Administration; Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Score Card; Financial Accounting: Theory and Practice; Advanced Islamic and Banking Finance; International Finance and Financial Services; Global Marketing: Local, National and International Marketing Strategic Plan and Implementation; Advanced International Legal Studies; International and National Events Management; Heating, Ventilation and Air-conditioning (HVAC) Engineering; Human Resource Management (HRM) in the International Petroleum – Oil and Gas – Industry; International Petroleum –Oil and Gas – Terminal Services, SAP, Joint Venture, Health, Safety, Human Resource, Organisation and Project Management; Advanced Oil and Gas Accounting: International Petroleum Accounting; Organisational Development and Change Management: Conceptual, Contextual and Analytical Issues; Effective Project Management: Employing HR, Cost, Quality, Procurement, Risk, & Time Management Strategies to Enhance Objectives; Strategising Logistics and Supply Chain Management; Drilling Operation: On-Shore and Deepwater Oil and Gas Drilling Operations, Incorporating Shale Gas Drilling; Intercultural Business Communication: Effective International Business Communication; Computer and Information Systems Communication, Incorporating Microsoft Office Suite Leading to World Trade Organisation, Anti-Dumping, Anti-Subsidy, Sustainability and Environmental Management, Development Economics, and Agricultural Project Management; International Petroleum – Oil and Gas – Operation for Non-Technical Staff: Mineral Rights, Upstream Oil and Gas Mineral Lease Contracts, Exploration, Drilling, Production and Sale, etc.
These Postgraduate Diploma, MSc, MBA, MA Courses are delivered in Dubai United Arab Emirates (UAE), Kuala Lumpur (KL) Malaysia, Caracas, Astana Kazakhstan, Moscow Russia, Baku Azerbaijan, Durban South Africa, Dodoma Tanzania, Nairobi Kenya, Abuja Nigeria, Accra Ghana, Malabo Equatorial Guinea, Luanda Angola, Mumbai India, Karachi Pakistan, Islamabad Pakistan, Lagos Nigeria, Sokoto Nigeria, Ontario Canada, Buenos Aires Argentina; Lima Peru, Brasília Brazil, Quito Ecuador, Panama City Panama, Managua Nicaragua, San Salvador El Salvador, Guatemala City Guatemala, Belize Belize City, San Jose Costa Rica, Tegucigalpa Honduras, London UK, etc. Short Postgraduate Courses and 20-Week Video Enhanced Postgraduate Diploma Courses are also available.

The Video-Enhanced On-Line Postgraduate Diploma Courses is studied in 20 Weeks, in the comfort of students’ homes. In a move away from the traditional on-line courses, and recent technology-mediated distance education, HRODC Postgraduate Training Institute has introduced a Video-Enhanced On-Line delivery. Students: