Corporate Governance and Strategic Management, Corporate Strategy, Organisation Managers, Strategic Planning, Corporate Planning, Planning Hierarchy, Strategic Plans, Tactical Plans, Operational Plans, Standing Plans, Planning and Organising, Organisational Structure, Corporate Structure, organisational Design, Division of Work, Organisational Departmentalisation, strategy implementation, strategic plan, strategic change, Strategic leadership, Entrepreneurial strategy, communication channels, organisational activities, organisational co-ordination, organisational specialisation,  worker autonomy, managerial control, Managerial Control, Span Of Management, Span of Control, Management decision-making, Operational centralisation, Structural decentralisation, Flat Organisational Structure, Mutual adjustment, informal communication, Direct supervision, Standardisation of work, Decision Process, Standardisation of inputs, skill standard, knowledge Management,  Quality Management, Quality Systems, external stakeholders

MSc Corporate Governance and Strategic Management, Incorporating Corporate Strategy, Course

COURSE PRESENTER:

Prof. Dr. R. B. Crawford

      PhD (London),

      MEd. M. (Bath),

      Adv. Dip. Ed. (Bristol),

      PGCIS (TVU),

      ITC (UWI),

      MSCOS

      Member of the Asian Academy of Management - MAAM,

      Member of the International Society of Gesture Studies – MISGS,

      Member of the Academy of Management - MAOM,

      LESAN,

      Visiting Professor Polytechnic University of the Philippines – PUP.

COURSE DETAILS:

Duration: 3 Months Full-Time

Cost:

v        £18,000.00  + V.A.T. Per Delegate for UK Delivery

v        £21,000.00 + V.A.T. Per Delegate for Non-UK EU Delivery;

v        £21,000.00 for Non-EU Delivery

Cost includes:

³        Continuous Servings of Tea/Coffee - During Lecture Days;

³        Hot Lunch – During Lecture Days; 

³        Seminar Guide;

³        Seminar Supplement;

³        Stationery

³        Postgraduate Diploma or

³        Certificate of Attendance and Participation

The next scheduled UK Delivery of

MSc Corporate Governance and Strategic Management, Incorporating Corporate Strategy, Course will be:

Course Details

    Module: 1

Functions of Management: An Introduction

Course Objectives

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

1.      Accurately profile managers at different organisational levels

2.      Outline, with examples, the planning process, as it applies to different organisational levels

3.      Outline the planning hierarchy in reference to their own organisations

4.      Demonstrate their understanding of basic organisational structures and the implications that these have for collegial, and superior-subordinate relationships

5.      Discuss, with confidence, the implications of particular organisational structures have for communication and leadership styles

6.      Demonstrate their knowledge of vertical and horizontal relationships and formal communication channels

7.      Explain the mechanism whereby the organisational activities can be co-ordinated

8.      Propose the desirable level of specialisation that might apply to particular organisational types and settings

9.      Explain the relationship between worker autonomy and managerial control.

10.  Demonstrate an understanding of the relationship between span of management/control or span of management

11.  Explain the degree of decision-making and operational centralisation or decentralisation that persist in particular organisational structure and their implications for organisational effectiveness

12.  Distinguish a Tall from a Flat Organisational Structure

13.  Directing/Leading

14. Outline, with examples, Mintzberg’s bases of co-ordinating  

15. Address key issues in The Management Of Quality.

    Module: 1

Functions of Management: An Introduction

Content, Concepts and Issues

Profiling Managers at different organisational level

• Planning 

• The Planning Hierarchy

• Difference Between Strategic, Tactical and Operational Plans 

• Standing Plan

• Organising

• Organisational Structure and Design

• Effective organisin

• 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 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

Key Principles of Corporate Governance

    Course Objectives

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 ordanary 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
•  Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence of issues that are enshrined in a company’s ethical behaviour

    Module: 2

Key Principles of Corporate Governance

    Course Contents, Concepts and Issues

1. Defining corporate governance
2. Exploring corporate governance and the relationships between internal and external stakeholders
3. The organisation’s responsibility and accountability to its shareholders
4. The organisation’s  accountability to its Board of Directors
5. Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’
6. The difference between ordinary and preference shareholders
7. Distinguishing between winding up or insolvency, Bankruptcy, Receivership, and Administration
8. Assessing the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors
9. Rules for distributing the proceeds of a company’s assets in ‘Receivership’
10. Rights and equitable treatment of shareholders: Interests of other stakeholders
11. Recognising the organisation’s legal obligations to all legitimate stakeholders.
12. Role and responsibilities of the board
13. Integrity and ethical behaviour: Disclosure and transparency:

    Module: 3

The Business Plan: A Guide To Entrepreneurs and Investors

    Course Objectives

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

1.      Construct a business plan that will be attractive to investors and fund managers;

2.      Illustrate how a well constructed Business Plan might be used to Attract Investors and ‘Fund Holders’;

3.      Explain why particular ‘aspects’ should be included in the Business Plan, to enhance its effectiveness;

4.      Provide guidance to entrepreneurs on how to adapt a business plan to meet changing circumstances, without losing its focus;

5.      Provide ‘contingencies’ based on differing business scenarios.

    Module: 3

The Business Plan: A Guide To Entrepreneurs and Investors

Course Content, Concepts and Issues

1.      The Business Plan: A Guide To Entrepreneurs and Investors

2.      The Business Plan as A Guide to the Entrepreneur

3.      Using the Business Plan to Attract Investors and ‘Fund Holders’

4.      What Should Be Included in the Business Plan

5.      Tweaking The Business Plan Without Losing the ‘Focus’

6.      Establishing Contingency: The Most Unlikely Scenario

    Module: 4

Internal and External Organisational Analysis

Course Objectives

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

1.      Propose varying definitions of an organisation

2.      Demonstrate an understanding of the bases of organisational typologies

3.      Define, with examples, social organisations

4.      Distinguish between business and non-business organisations

5.      Define objectives, generally

6.      Distinguish between primary and secondary objectives

7.      Distinguish between business objectives and social objectives

8.      Exhibit the extent to which social objectives enhance business objectives

9.      Demonstrate an understanding of the objective hierarchy

10.  Demonstrate their understanding of the relationship between organisational tasks and objectives

11.  Explore the bases for ‘division of work/ labour’ in organisations and their relation to organisational effectiveness

12.  View the process of delegation in relation to ‘leasing’

13.  Outline the value of delegation to the ‘delegate’

14.  Highlight the developmental opportunities that delegation provides for subordinates

15.  Exhibit a heightened knowledge of the support that managers should provide to ‘delegatees’, to enhance the performance of their roles

16.  Provide advice to managers on the extent to which delegation should relate to the ‘informal management succession’

17.  Explain the degree to which a formal management succession chart can enhance the effectiveness of the process of delegation

18.  Outline the importance of individual readiness in the success of the delegation process

19.  Suggest effective means by which internal promotion should be handled

20.  Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organisations

21.  Provide a working definition of accountability

22.  Explain the issue of accountability, in relation to the organisational hierarchy

23.  Distinguish between internal and external organisational accountability

24.  Define accountability in relation to the control and allocation of resources, internally and externally

25.  Address the extent to which external organisational accountability affect internal organisational dynamics

26.  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

27.  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

28.  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

29.  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

30.  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

31.  Define authority generally but also with specific relation to superior-subordinate relationship

32.  Expound the facet of authority, providing practical examples

33.  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

34.  Explain traditional authority and how it translates to organisational relationships

35.  Demonstrate their understanding of legitimate authority and how managers can provide help to their subordinates, in this regard

36.  Offer advice to managers regarding the aversion or reduction of conflict the ‘Legal-Professional Authority’ mix pose, so as to enhance organisational effectiveness

37.  Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation

38.  Identify sources of power in organisation and their implications for effective management and organisational control

39.  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

40.  Illustrate the symbiotic relationship between power and authority, in relation to  ‘managerial leaders’ in the performance of their organisational roles.

Module: 4

Internal and External Organisational Analysis

    Contents, Concepts and Issues

Internal and External Organisational Analysis

1.      Organisation: A Definition

2.      Organisational typologies

3.      Social Organisations

4.      Business and Non-business organisations: A Distinction

5.      Organisational Objectives

6.      Social Objectives

7.      Business Objectives

8.      The objective hierarchy

9.      Tasks

10.  Division Of Work/Labour

11.  Delegation

12.  Responsibility

13.  Accountability

14.  Internal Organisational Accountability

15.  External Organisational Accountability

16.  Accountability to owners/sponsors

17.  Accountability to clients/users/customers

18.  Accountability to Creditors

19.  Accountability to Sector or Industry

20.  Accountability to the State

21.  Authority

22.  The first facet of authority relates

23.  The second facet of authority relates

24.  Traditional authority

25.  Legitimate authority

26.  Professional authority

27.  Power

28.  Organisational power sources

29.  Organisational Power centres

    Module: 5

Company Formation and Legal Status: Important Corporate Issues

Course Objectives

Company Formation and Legal Status: Important Corporate Issues

At the conclusion of the specified learning and development activities included in this course, delegates will be able to:

1.           Determine the most appropriate legal form for particular entrepreneurial setting;

2.           Illustrate the problems and benefits of different legal form of companies;

3.           List the pertinent factors that are associated with a choice of legal status of a company;

4.           Outline the legal requirement for company formation, as it pertains to their particular country;

5.           Indicate, accurately, the statutory reporting requirements of a company, based on its legal status and in relation to their specific country;

6.           Suggest the general statutory accounting requirement of a company in their country and the factors that determine these requirements;

7.           Demonstrate the relationship between a company’s legal status and its accounting reporting requirement, and the rationale on which this demand is based;

8.           Indicate the legal requirement associated with International Trade in their own country;

9.           Address the implications of National, Regional and International Embargo on Import and Export and Service Dispensation.

    Module: 5

Company Formation and Legal Status: Important Corporate Issues

Contents, Concepts and Issues

1.           Company Formation and Legal Status: Important Corporate Issues

2.           Company legal status categorisation

3.           Factors associated with a choice of legal status of a company

4.           Issues in favour of and mitigating against particular legal status

5.           Legal requirement for company formation

6.           Company legal status and reporting requirement

7.           Company legal status and accounting requirement

8.           Company legal status and accounting reporting

9.           International trade and legal requirement

10.       Import and Export VS National, Regional and International Embargo

    Modules: 6-7

Risk Management and Corporate Governance: An Introduction

Contents, Concepts and Issues

1.      Risk: A Working Hypothesis

2.      Defining Risk – Generally

3.      Financial Risk: A Plausible Definition

4.      Financial Risk in an Organisational Setting

5.      Financial Risk and ‘Market Dynamics’

6.      Liquidity Risk

7.      Operating Risk

8.      Fraud Risk

9.      Settlement Risk

10.  Corporate Strategy and Risk Management

11.  The Currency Derivatives Market

12.  Financial Risk and Unpredictability: Uncontrollable Environmental Issues

13.  Asset Behaviour and Pricing Implications

14.  Credit and Counterparty Risk

15.  The Legal and Political Risk Environments

16.  Risk as an Economic Factor

17.  Technological Risk Factor

18.  Risk associated with Socio-Cultural Change

19.  Financial Risk Settings: A Meta-Analytical Exploration

20.  Risk in Financial Institutions

21.  Banking Risk

22.  Risk and the Currency Market

23.  Risk and the Equity Market

24.  Futures Market Risk

25.  Financial Exposure As Risk: An Introduction

26.  Economic Exposure

27.  Transaction Exposure

28.  Translation Exposure

29.  Calculating Risk in Financial Exposure

    Module: 8

Strategic Management: An Introduction

Contents, Concepts and Issues

1.      Strategic Management: An Introduction

2.      Defining Strategic Management

3.      The Strategy Process

4.      The diversity of strategic problems and decisions

5.      The place of information systems in strategic management

    Module: 9

Strategic Analysis and Purpose

Contents, Concepts and Issues

1.      Strategic Analysis and Purpose

2.      Analysing the strategic environment

3.      Analysing resources and capabilities

4.      Strategy Dynamics  6 Prescriptive purpose delivered through mission, objectives and ethics  

5.      Purpose emerging from knowledge, technology and innovation  

    Module: 10

Developing The Strategy

Contents, Concepts and Issues

1.      8 Developing The Strategy

2.      Developing business level strategy options

3.      Developing corporate level strategy options  

4.      Strategy evaluation and development: the prescriptive process

5.      Finding the strategic route forward: emergent and prescriptive approaches  

6.      Organisational structure, style and people issues  

    Module: 11

The Implementation Process

Contents, Concepts and Issues

1.      The Implementation Process

2.      13 Implementing and controlling the strategic plan

3.      Developing and implementing customer-driven strategy

4.      Managing strategic change  

    Module: 12

Different Strategy Contexts and Building A Cohesive Strategy

Contents, Concepts and Issues

1.      Different Strategy Contexts and Building A Cohesive Strategy

2.      Strategic leadership

3.      Entrepreneurial strategy  

4.      Government, public sector and not-for-profit strategies  

5.      International expansion and globalisation strategies  

6.      Building a cohesive corporate strategy  

Corporate Governance and Strategic Management, Corporate Strategy, Organisation Managers, Strategic Planning, Corporate Planning, Planning Hierarchy, Strategic Plans, Tactical Plans, Operational Plans, Standing Plans, Planning and Organising, Organisational Structure, Corporate Structure, organisational Design, Division of Work, Organisational Departmentalisation, strategy implementation, strategic plan, strategic change, Strategic leadership, Entrepreneurial strategy, communication channels, organisational activities, organisational co-ordination, organisational specialisation,  worker autonomy, managerial control, Managerial Control, Span Of Management, Span of Control, Management decision-making, Operational centralisation, Structural decentralisation, Flat Organisational Structure, Mutual adjustment, informal communication, Direct supervision, Standardisation of work, Decision Process, Standardisation of inputs, skill standard, knowledge Management,  Quality Management, Quality Systems, external stakeholders, Corporate Governance and Strategic Management, Corporate Strategy, Organisation Managers, Strategic Planning, Corporate Planning, Planning Hierarchy, Strategic Plans, Tactical Plans, strategy implementation, strategic plan, strategic change, Strategic leadership, Entrepreneurial strategy, internal accountability, internal shareholders, Board of Directors, ordinary shares, preference shareholders, winding up, company insolvency, company Bankruptcy, Company Receivership, Company Administration, primary creditors, statutory creditors, secondary creditors, legal obligations, legitimate stakeholders, Role and responsibilities,  company disclosure, Business Plan, Entrepreneurs and Investors, Fund Holders, Fund Managers, Organisational typologies, Social Organisations, business organisations, Organisational Objectives, Social Objectives, Business Objectives, objective hierarchy, Division Of Labour, Organisational Accountability, Traditional authority, Legitimate authority, Professional authority, Power and Authority, Corporate Governance and Strategic Management, Corporate Strategy, Organisation Managers, Strategic Planning, Corporate Planning, Planning Hierarchy, Strategic Plans, Tactical Plans Legal Status, company formation, legal status, reporting requirement, accounts reporting, International trade,  legal requirement, Trade Embargo, Risk Management, Financial Risk, Financial Risk Management, Market Dynamics, Liquidity Risk, Operating Risk, Fraud Risk, Settlement Risk, Currency Derivatives, Asset Behaviour, Counterparty Risk, Political Risk, Banking Risk, Currency Market, Equity Market, Futures Market,  Economic Exposure, Transaction Exposure, Translation Exposure, Strategy Process, strategic problems, information systems, Strategic Analysis, Strategy Dynamics, business strategy, strategy options, strategy evaluation, strategy implementation, strategic plan, strategic change, Strategic leadership, Entrepreneurial strategy, globalisation strategies

Afghanistan, Kabul, Albania, Tirane, Algeria, Algiers, Andorra, Andorra la Vella, Angola, Luanda, Antigua and Barbuda, Saint John's, Argentina,, Buenos Aires, Armenia, Yerevan, Australia, Canberra, Austria, Vienna, Azerbaijan, Baku, The Bahamas, Nassau, Bahrain, Manama, Bangladesh, Dhaka, Barbados, Bridgetown, Belarus, Minsk, Belgium, Brussels, Belize, Belmopan, Benin, Porto,Novo, Bhutan, Thimphu, Bolivia, La Paz (administrative) Sucre (judicial), Bosnia and Herzegovina, Sarajevo, Botswana, Gaborone, Brazil, Brasilia, Brunei, Bandar Seri Begawan, Bulgaria, Sofia, Burkina Faso, Ouagadougou, Burundi, Bujumbura, Cambodia, Phnom Penh, Cameroon, Yaounde, Canada, Ottawa, Cape Verde, Praia, Central African Republic, Bangui, Chad, N'Djamena, Chile, Santiago, China, Beijing, Colombia, Bogota, Comoros, Moroni Congo, Republic of the, Brazzaville, Congo, Democratic Republic of the, Kinshasa, Costa Rica, San Jose, Cote d'Ivoire, Yamoussoukro (official) Abidjan (de facto), Croatia, Zagreb, Cuba, Havana, Cyprus, Nicosia, Czech Republic, Prague, Denmark, Copenhagen, Djibouti, Djibouti, Dominica, Roseau, Dominican Republic, Santo Domingo, East Timor, Dili, Ecuador, Quito, Egypt, Cairo, El Salvador, San Salvador, Equatorial Guinea, Malabo, Eritrea, Asmara, Estonia, Tallinn, Ethiopia, Addis Ababa, Fiji, Suva, Finland, Helsinki, France, Paris, Gabon, Libreville, The Gambia, Banjul, Georgia, Tbilisi, Germany, Berlin, Ghana, Accra, Greece, Athens, Grenada, Saint George's, Guatemala, Guatemala City, Guinea, Conakry, Guinea,Bissau, Bissau, Guyana, Georgetown, Haiti, Port,au,Prince, Honduras, Tegucigalpa, Hungary, Budapest, Iceland, Reykjavik, India, New Delhi, Indonesia, Jakarta, Iran, Tehran, Iraq, Baghdad, Ireland, Dublin, Israel, Jerusalem, Italy, Rome, Jamaica, Kingston, Japan, Tokyo, Jordan, Amman, Kazakhstan, Astana, Kenya, Nairobi, Kiribati, Tarawa, Korea, North, Pyongyang, Korea, South, Seoul, Kuwait, Kuwait City, Kyrgyzstan, Bishkek, Laos, Vientiane, Latvia, Riga, Lebanon, Beirut, Lesotho, Maseru, Liberia, Monrovia, Libya, Tripoli, Liechtenstein, Vaduz, Lithuania, Vilnius, Luxembourg, Luxembourg, Macedonia, Skopje, Madagascar, Antananarivo, Malawi, Lilongwe, Malaysia, Kuala Lumpur, Maldives, Male, Mali, Bamako, Malta, Valletta, Marshall Islands, Majuro, Mauritania, Nouakchott, Mauritius, Port Louis, Mexico, Mexico City, Federated States of Micronesia, Palikir, Moldova, Chisinau, Monaco, Monaco, Mongolia, Ulaanbaatar, Montenegro, Podgorica, Morocco, Rabat, Mozambique, Maputo, Myanmar (Burma), Rangoon but moving to Pyinmana, Namibia, Windhoek, Nauru, no official capital, government offices in Yaren District, Nepal, Kathmandu, Netherlands, Amsterdam, New Zealand, Wellington, Nicaragua, Managua, Niger, Niamey, Nigeria, Abuja, Norway, Oslo, Oman, Muscat, Pakistan, Islamabad, Palau, Koror, Panama, Panama City, Papua New Guinea, Port Moresby, Paraguay, Asuncion, Peru, Lima, Philippines, Manila, Poland, Warsaw, Portugal, Lisbon, Qatar, Doha, Romania, Bucharest, Russia, Moscow, Rwanda, Kigali, Saint Kitts and Nevis, Basseterre, Saint Lucia, Castries, Saint Vincent and the Grenadines, Kingstown, Samoa, Apia, San Marino, San Marino, Sao Tome and Principe, Sao Tome, Saudi Arabia, Riyadh, Senegal, Dakar, Serbia, Belgrade, Seychelles, Victoria, Sierra Leone, Freetown, Singapore, Singapore, Slovakia, Bratislava, Slovenia, Ljubljana, Solomon Islands, Honiara, Somalia, Mogadishu, South Africa, Pretoria (administrative) Cape Town (legislative) Bloemfontein (judiciary), Spain, Madrid, Sri Lanka, Colombo, Sudan, Khartoum, Suriname, Paramaribo, Swaziland, Mbabana, Sweden, Stockholm, Switzerland, Bern, Syria, Damascus, Tajikistan, Dushanbe, Tanzania, Dar es alaam, Thailand, Bangkok, Togo, Lome, Tonga, Nuku'alofa, Trinidad and Tobago, Port,of,Spain, Tunisia, Tunis, Turkey, Ankara, Turkmenistan, Ashgabat, Tuvalu, Funafuti, Uganda, Kampala, Ukraine, Kyiv, United Arab Emirates, Abu Dhabi, United Kingdom, London, United States, Washington D.C, Uruguay, Montevideo, Uzbekistan, Tashkent, Vanuatu, Port,Vila, Vatican City (Holy See), Vatican City, Venezuela, Caracas, Vietnam, Hanoi, Yemen, Sanaa, Zambia, Lusaka, Zimbabwe, Harare

HRODC Training Institute is registered with the UK Register of Learning Providers (UKRLP) #10019585 (http://www.learning-directory.co.uk), with listing in Hot Courses (http://www.hotcourses.com). HRODC Training Institute UK offers MSc, MA, MBA, Postgraduate Diploma Courses e.g. Change Management, Financial Risk Management, Trainer Training, Project Management, Real Estate Management, Advanced Oil and Gas Accounting, Executive Leadership and High Performance Team Management Dynamics Of Organisational Change Management, Client Or Customer Care, Trainer Training: Training for Trainers, Motivating Workers: Intrinsic and Extrinsic Rewards, Employee Resourcing: Recruitment and Selection,, Diversity Management: A Value-Added Inclusion, Research Project: Design, Conduct & Report, Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance, Internal Audit, Human Resource Management: A Practitioner’s Approach, Financial Risk Management, Judges Seminar 1: Dealing with Economic and Financial Crimes, Judge Seminar 2: The UK Legal System – Court Organisation, Management & Sentencing, Fundamentals of The Automotive Industry, Advanced Project Management, Productivity Improvement, MSc in Comprehensive Real Estate Management, Real Estate Management: An Introduction, Conveyancing and Property Valuation, Human Resource Management: A Comprehensive View, Fundamentals of Aviation (Air) Cargo, UK Employment Law, UK Consumer Protection Law, ISO 9000 Quality Management, Modern Quality Systems, Modern Quality Systems and ISO 9000, Personnel and Occupational Testing, Personnel and Occupational Test Questionnaire Design and Results Analysis, Information, Risk, Security and Crisis Management, Executive Leadership and High Performance Team Management, Organisational Design: Structuring and Restructuring Organisations, Postgraduate Diploma in Executive Management,  Creating Investment Projects In The Industrial Sector, Evaluating the Performance of Industrial Investments, Strategic Management and Project Management, Fundamentals of Oil and Gas Accounting, Advanced Financial Accounting For Non-Accountants, Advanced Cost Management for Business Competitiveness, Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service, Strategic Management and Strategic Cost Management, Strategic Management Accounting, Incorporating Balanced Score Card, Advanced Budgeting For Business Enhancement, Communication, Information Gathering, Analysis and Report Writing, Women In Management, Comprehensive Project Management, Advanced Oil and Gas Accounting (1), Advanced Oil and Gas Accounting (2), Advanced Oil and Gas Accounting (3), Leadership Styles, Team Dynamics, Modern Marketing in a Consumer-Lead Environment, The Management of Organisational Resources, Effective Time Management, Delegating For Role and Organisational Effectiveness, The Dynamic Functions of Management, Training Needs Analysis: Determining Training Needs, Economic and Financial Values of International Dumping and Subsidy, Planning, Costing and Budgeting for Executive Decision-Making, HR Training and Development Management, Business and Organisational Analysis, Postgraduate Diploma in Financial Accounting and Management Accounting, International Trade Promotion and Marketing, Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return, Industrial Project Start-Up, Expansion and Management (1), Industrial Project Start-Up, Expansion and Management (2), Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension. Courses are held internationally eg. in Johannesburg, Oman, Kuwait, Brunei, Dubai UAE, Paris, Milan,

Postgraduate Diploma Courses or Seminars and Diploma – Postgraduate Courses or Seminars. HRODC Postgraduate Diploma Course or Seminar Titles include: HRODC Postgraduate Diploma in Human Resource Management; HRODC Postgraduate Diploma in Comprehensive Human Resource Management; HRODC Postgraduate Diploma in Executive Management; HRODC Postgraduate Diploma in Comprehensive Real Estate Management; HRODC Postgraduate Diploma in Women in Management; HRODC postgraduate Diploma in Comprehensive Project Management; HRODC Diploma - Postgraduate -in Communication and Information Management. HRODC Diploma - Postgraduate -Course or Seminar Titles include: HRODC Diploma - Postgraduate -in Financial Risk Management; HRODC Diploma - Postgraduate -in Judging Economic and Financial Crimes; HRODC Diploma - Postgraduate -in UK Legal System: Court Organisation and Management; HRODC Diploma - Postgraduate -in Organisational Change Management; HRODC Diploma - Postgraduate -in Client Or Customer Care; Leading to HRODC Diploma - Postgraduate -in Trainer Training: Training for Trainers; HRODC Diploma - Postgraduate -in Worker Motivation; HRODC Diploma - Postgraduate -in  Employee Resourcing: Recruitment and Selection; HRODC Diploma - Postgraduate -in Diversity Management; HRODC Diploma - Postgraduate -in Research Project Management; HRODC Diploma - Postgraduate -in Anti-Dumping and Anti-Subsidy; HRODC Diploma - Postgraduate -in Internal Audit; HRODC Diploma - Postgraduate -in Fundamentals of Automotive Industry;  HRODC Diploma - Postgraduate -in Advanced Project Management; HRODC Diploma - Postgraduate -in Productivity Improvement; HRODC Diploma - Postgraduate -in Introduction to Real Estate Management; HRODC Diploma - Postgraduate -in Conveyancing and Property Valuation; HRODC Diploma - Postgraduate -in UK Employment Law; HRODC Diploma - Postgraduate -in UK Consumer Law;  HRODC Diploma - Postgraduate -in ISO 9000 Quality Systems; HRODC Diploma - Postgraduate -in Modern Quality Systems; HRODC Diploma - Postgraduate -in Modern Quality Systems and ISO 9000; HRODC Diploma - Postgraduate -in Personnel and Occupational Testing; HRODC Diploma - Postgraduate -in Personnel and Occupational Test Questionnaire Design and Results Analysis; HRODC Diploma - Postgraduate -in Information, Risk and Security Management; HRODC Diploma - Postgraduate -in Executive Leadership and High Performance Team Management; HRODC Diploma - Postgraduate -in Organisational Design: Structuring and Restructuring Organisations; HRODC Diploma - Postgraduate -in Investment Projects in Industrial Sector; HRODC Diploma - Postgraduate -in Industrial Investment Performance Evaluation; HRODC Diploma - Postgraduate -in Strategic Management and Project Management; HRODC Diploma - Postgraduate -in Fundamentals in Oil and Gas Accounting; HRODC Diploma - Postgraduate -in Advanced Financial Accounting; HRODC Diploma - Postgraduate -in Advanced Cost Management; HRODC Diploma - Postgraduate -in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; HRODC Diploma - Postgraduate -in Strategic Management and Strategic Cost Management; HRODC Diploma - Postgraduate -in Strategic Management Accounting; HRODC Diploma - Postgraduate -in Advanced Budgeting; HRODC Diploma in Fundamentals of Air Cargo. Human Resource & Organisational Development Consultancy (HRODC) - An International Human Resource (HR) Training Provider - is a Human Resource, Business Management and Organisational (Organizational) Development (OD) consultancy, based in London and Wolverhampton, West Midlands UK, Delivering Human Resource, Research Training, Social Care Solutions, Human Resource (HR) Solutions, HR Outsourcing Facilitation, Social are, Human Resource Management Training Courses, Employee development, Change management, Diversity management, Diversity Management Training,  Research Coaching,  Research Project Management, Research Consultancy; Research Support; Research Supervision, Business analysis; System Analysis and Design; Web Design; Organisational (Organizational) Development (OD); Systems and Process Design and Implementation; Project Management and related services,  Team development - establishment of Autonomous Work Teams or High-performing Teams; Reward Schemes; Workforce Flexibility; Organisational (Organizational) Design - Structuring Organisations, Restructuring organisations (organizations);  Problem Resolution; Conflict Management, Work-Life Balance, incorporating  Organisational (Organizational) Flexibility; Flexible Working Practices; and High-Performance Teams. Seminar locations include Munich Germany; Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Lagos Nigeria, Abuja Nigeria, Manila Philippines, Kathmandu Nepal, Mumbai India, Damascus Syria, Port Louis Mauritius, Jeddah, Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Rome Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Kingston Jamaica, Tripoli Libya, Harare Zimbabwe, Brussels Belgium, Monrovia Liberia, Tamilnadu India, Nairobi, Kenya, Croatia, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Austria. London UK Postgraduate Diploma Courses & Seminars – HRODC Postgraduate Diploma Courses & Seminars, in London, United Kingdom (UK), Europe (EU). Postgraduate Courses – Postgraduate Diploma and Diploma - Postgraduate -Courses or Seminars held in Greenwich London United Kingdom (UK) – Greenwich London Venue South East London (SE) Courses from HRODC, Leading to HRODC Postgraduate Diploma, Diploma - Postgraduate -or HRODC Certificate of Attendance and Participation for Postgraduate Courses or Diploma - Postgraduate -Courses. Location of HRODC Postgraduate Diploma Courses or Diploma - Postgraduate -Courses or Seminars are walking distance from Cutty Sark DLR Station, Greenwich DLR Station, Greenwich Rail Station – Close to Central London, Marble Arch Station, Edgware Road Station, North Greenwich Underground Train (Jubilee Line) Station, Canary Warf Station, Bank Tube – Underground - Station (Northern Line), Euston Mainline and Underground (Tube) Station – Click for London Underground  (Tube Train) Map, for directions to HRODC Greenwich London (UK)  Postgraduate Diploma Courses and Seminars, and HRODC Diploma - Postgraduate - Courses and Seminars. HRODC Postgraduate Diploma Courses and Seminars and Diploma - Postgraduate - Courses and Seminars, in the Heart of Historic Greenwich London. International seminars include Dynamics Of Organisational Change Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Organisational Change Management; Client Or Customer Care Seminar, Leading to HRODC Diploma - Postgraduate - in Client Or Customer Care; Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Trainer Training: Training for Trainers; Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Worker Motivation; Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Diploma - Postgraduate - in  Employee Resourcing: Recruitment and Selection; Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Diversity Management; Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Research Project Management; Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy; Internal Audit Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Internal Audit; Human Resource Management: A Practitioner’s Approach Seminar (public course), Leading to HRODC Postgraduate Diploma in Human Resource Management; Financial Risk Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Financial Risk Management; Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Judging Economic and Financial Crimes; Judges Seminar (public course) 2: The UK Legal System – Court Organisation, Management & Sentencing Seminar (public course), Leading to HRODC Diploma - Postgraduate - in UK Legal System: Court Organisation and Management; Fundamentals of The Automotive Industry Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Fundamentals of Automotive Industry; Advanced Project Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Advanced Project Management; Productivity Improvement Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Productivity Improvement; Comprehensive Real Estate Management Seminar (Public Course), Leading to HRODC Postgraduate Diploma in Comprehensive Real Estate Management; Real Estate Management: An Introduction  Seminar, Leading to HRODC Diploma - Postgraduate - in Introduction to Real Estate Management; Conveyancing and Property Valuation Seminar, Leading to HRODC Diploma - Postgraduate - in Conveyancing and Property Valuation; Human Resource Management: A Comprehensive View Seminar, Leading to HRODC Postgraduate Diploma in Comprehensive Human Resource Management; Fundamentals of Aviation (Air) Cargo Seminar (Public Course), Leading to HRODC Diploma, in Fundamentals of Air Cargo; UK Employment Law Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in UK Employment Law; UK Consumer Protection Law Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in UK Consumer Law; ISO 9000 Quality Systems Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in ISO 9000 Quality Systems; Modern Quality Systems Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Modern Quality Systems; Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Modern Quality Systems and ISO 9000; Personnel and Occupational Testing Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis; Information, Risk, Security and Crisis Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Strategic Management and Project Management; Fundamentals of Oil and Gas Accounting Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting; Advanced Financial Accounting For Non-Accountants Seminar or Public Course, Incorporating Balanced Score card, Leading to HRODC Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Cost Management; Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; Strategic Management and Strategic Cost Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy; Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Diploma and HRODC Diploma – Postgraduate - Click For Application Form for HRODC Postgraduate Courses or Seminars

HRODC Training Institute is registered with the UK Register of Learning Providers (UKRLP) #10019585 (http://www.learning-directory.co.uk), with listing in Hot Courses (http://www.hotcourses.com). It is a Division of Human Resource and Organisational Development Consultancy (HRODC) Ltd. Registered in England No. 6088763. Registered Office: 122A Bhylls Lane, Castlecroft Wolverhampton, West Midlands WV3 8DZ, UK

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Last modified: 26-07-09