This Course is Designed 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;
 Those interested in Corporate Functions and Corporate Affairs.

Duration: 1 Month (20 Days)

Course Objectives

By the conclusion of the specified learning and development activities, 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;
 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;
 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;
 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.

We offer very attractive discount for groups of 3 and more people, from the same organisation, taking the same course. This discount is between ten percent (10%) and thirty three percent (33%), depending on the group size. Even with these discounts, we can also deliver courses for groups in the country of your choice.

Please feel welcome to contact me, at any time. My e-mail addresses are: fria@hrodc.com; and fria.hrodc@outlook.com
My Direct telephone number is +442071935906