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HRODC Postgraduate Training Institute, A Postgraduate-Only Institution, is 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 it can be Verified at: http://www.ukrlp.co.uk/. It is also registered with the UK Government’s Skills Funding Agency’s (SFA) Register of Training Organisations. Established in 1996, it is a Division of Human Resource and Organisational Development Consultancy (HRODC) Limited, which is registered in England, UK, with Registration #6088763 and V.A.T. Registration No. 895 876 538. Professor Dr. Ronald B. Crawford, who is its Director, is a Doctor of Philosophy (PhD), from University of London; holding: MEd. Management from University of Bath; Advanced Diploma in Science Teacher Education, from University of Bristol; with a Diploma in Doctoral Research Supervision, from University of Wolverhampton; Postgraduate Certificate in Information Systems, from Thames Valley University. He is a: Fellow of the Institute of Management Specialists; Human Resources Specialist, of the Institute of Management Specialists; Member of Academy of Management (MAoM), within the following Management Disciplines: Human Resources; Organization and Management Theory; Organization Development and Change; Research Methods; Conflict Management; Organizational Behavior; Management Consulting; Gender & Diversity in Organizations; and Critical Management Studies; Member of the Asian Academy of Management (MAAM); Member of the International Society of Gesture Studies (MISGS); Member of the Standing Council for Organisational Symbolism (MSCOS); Life Member, Education Studies Association of Nigeria (LESAN); Life Member, Malaysian Institute of Human Resource Management (LMIHRM); Member of ResearchGate Community; Member of Convocation University of London; Professor HRODC Postgraduate Training Institute. His former University Roles include: Lecturer, London South Bank University; Research and Business Tutor, Royal Holloway, University of London; Senior Lecturer, University of Wolverhampton Business School; Senior Lecturer, University of Greenwich Business School. Click for Our YouTube Channel.

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Corporate Governance and Strategic Management, Corporate Strategy

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Corporate Governance and Strategic Management, Postgraduate Diploma, progressing to MSc Corporate Governance and Strategic Management Programme, Intensive Full-Time (3 Months), Full-Time (6 Months) or Video-Enhanced On-Line Study Modes.  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

Programme Co-ordinator:

Prof. Dr. R. B. Crawford – Director HRODC Postgraduate Training Institute

  • PhD (University of London);

  • MEd. M. (University of Bath);

  • Adv. Dip. Ed. (University of Bristol);

  • PGCIS (Thames Valley University);

  • Fellow of the Institute of Management Specialists;

  • Human Resources Specialist, of the Institute of Management Specialists;

  • Member of Academy of Management (MAoM), within the following Management Disciplines:

  • Human Resources;

    • Organization and Management Theory;

    • Organization Development and Change;

    • Research Methods;

    • Conflict Management;

    • Organizational Behavior;

    • Management Consulting;

    • Gender & Diversity in Organizations; and

    • Critical Management Studies.

  • Member of the Asian Academy of Management (MAAM);

  • Member of the International Society of Gesture Studies (MISGS);

  • Member of the Standing Council for Organisational Symbolism (MSCOS);

  • Life Member of Malaysian Institute of Human Resource Management (LMIHRM);

  • Member of ResearchGate Community;

  • Member of Convocation University of London;

  • Professor HRODC Postgraduate Training Institute.

Cost:

 £45,000.00  Per Student

The Programme cost does not include living accommodation. However, delegates are treated with the following:

  • Free Continuous snacks throughout the Event Days;  

  • Free Hot Lunch on Event Days;                           

  • Free City Tour;             

  • Free Stationery;                               

  • Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Postgraduate Diploma; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

 HRODC Postgraduate Training Institute’s Complimentary Products include:

 

 1     HRODC Postgraduate Training Institute’s Leather Conference Folder;

 2     HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

 3     HRODC Postgraduate Training Institute’s Key Ring/ Chain;

 4     HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag Black or Brown;

 5     HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

 6     HRODC Postgraduate Training Institute’s Metal Pen;

 7     HRODC Postgraduate Training Institute’s Polo Shirt.

 

Corporate Governance and Strategic Management, Incorporating Corporate Strategy

Programme 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:

  • 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.


 

Module: 1

Functions of Management: An Introduction

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 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 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

 

Module: 2

Key Principles of Corporate Governance

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

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:

  • 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.

 

Module: 3

The Business Plan: A Guide to Entrepreneurs and Investors

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

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:

  • 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.

 

Module: 4

Internal and External Organisational Analysis

Contents, Concepts and Issues

  • 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

Company Formation and Legal Status: Important Corporate Issues

Course Objectives

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.

 

Module: 5

Company Formation and Legal Status: Important Corporate Issues

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

 

Modules: 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

  • 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  

  

Synopsis of Postgraduate Diploma and Postgraduate Degree Regulation

 

Modes of Study for Postgraduate Diploma Courses

There are three delivery formats for Postgraduate Diploma Courses, as follows:

  • Intensive Full-time Mode (3 months)

  • Full-time Mode (6 month)

  • Video-Enhanced On-Line Mode

  • Whichever study mode is selected, the aggregate of 360 hours direct lecturer contact must be achieved.

Cumulative Postgraduate Diploma Courses

 All short courses can accumulate to the required number of hours, for the Postgraduate Diploma, over a six-year period from the first registration. In this regard, it is important to note that short courses vary in length, the minimum being 5 days (Diploma – Postgraduate) – equivalent to 30 hours. A six-day course (Diploma – Postgraduate) is, therefore, equivalent to 36 hours direct lecturer contact. For those delegates choosing the accumulative route, it is advisable that at least two courses per year be taken.

Summary of the Regulation For Corporate Governance and Strategic Management

 Twelve short courses or the equivalent of 360 hours of lectures are required for the Award of Postgraduate Diploma. These might be taken as one continuous programme or accumulated over a six-year period.

 Delegates who have successfully completed the Postgraduate Diploma in Corporate Governance and Strategic Management may proceed to register for the MSc Corporate Governance and Strategic Management. Those who do not choose to register for the MSc immediately after the Postgraduate Diploma may do so within 3 years after its completion (i.e. the Postgraduate Diploma).  Registering for the MSc necessitates a compulsory registration for course #7 (Research Methodology), from which the research proposal will emanate.  The supervised Dissertation will be of 15,000 to 20,000 words in length. You will be appointed two research supervisors – a main supervisor and a mentor - and will submit to an Oral Examination. Please see Postgraduate Degree Regulation and Postgraduate Degree Dissertation Guidelines for additional details.

Course Admission and Registration:

As an Award-bearing Postgraduate Course, it is essential that we assess the aptitude of our potential participants. We, would, therefore appreciate if you might complete our standard Postgraduate Application Form, which is available on request (please see our contact details above), or downloadable from: http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm  

 

If your previous qualifications and experience are in line with our admission criteria, you will be sent an official notification of your admission to the course or courses for which you have applied, along with a Performa invoice, for the payment of the relevant fees. You will then be duly registered for the course/s as soon as we have received your payment.

Terms and Conditions

 HRODC Policy Terms and Conditions are Available for viewing at: http://www.hrodc.com/COSTS.htm

Or Downloaded, at: http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm

The submission of our application form or otherwise registration is an attestation of the candidate’s subscription to our Policy Terms and Conditions, which are legally binding.

Dr-Crawford-Title

 

 

 

Key Issues in MSc Corporate Governance and Strategic Management, Incorporating Corporate Strategy Full-Time Course

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

MSc Corporate Governance and Strategic Management, Incorporating Corporate Strategy Full-Time Course is delivered in

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

   

 

Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Project Management; Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting Seminar or Public Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Training Institute Postgraduate Diploma and HRODC Postgraduate Training Institute Diploma – Postgraduate - Click For Application Form for HRODC Postgraduate Training Institute Postgraduate Courses

Plead my cause, O Lord, with them that strive with me: fight against them that fight against me.

Gain a HRODC Postgraduate Training Institute Postgraduate Diploma and Diploma – Postgraduate - from its seminars and courses. From its in-course and in-seminar assessment, you can gain a Diploma in the specific area of study. HRODC Postgraduate Training Institute Postgraduate Diploma Course or Seminar, lead to HRODC Postgraduate Training Institute Postgraduate Diploma and Diploma – Postgraduate – as follows: International seminars include Dynamics Of Organisational Change Management Seminar (public course), Leading to  HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Change Management; Client Or Customer Care Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Client Or Customer Care; Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Trainer Training: Training for Trainers; Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Worker Motivation; Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in  Employee Resourcing: Recruitment and Selection; Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Diversity Management; Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Research Project Management; Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy; Internal Audit Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Internal Audit; Human Resource Management: A Practitioner’s Approach Seminar (public course), Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Human Resource Management; Financial Risk Management Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Financial Risk Management; Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in UK Legal System: Court Organisation and Management; Fundamentals of The Automotive Industry Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Fundamentals of Automotive Industry; Advanced Project Management Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Project Management; Productivity Improvement Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Productivity Improvement; Comprehensive Real Estate Management Seminar (Public Course), Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Comprehensive Real Estate Management; Real Estate Management: An Introduction  Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Introduction to Real Estate Management; Conveyancing and Property Valuation Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Conveyancing and Property Valuation; Human Resource Management: A Comprehensive View Seminar, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Comprehensive Human Resource Management; Fundamentals of Aviation (Air) Cargo Seminar (Public Course), Leading to HRODC Postgraduate Training Institute Diploma, in Fundamentals of Air Cargo; UK Employment Law Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Employment Law; UK Consumer Protection Law Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Consumer Law; ISO 9000 Quality Systems Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in ISO 9000 Quality Systems; Modern Quality Systems Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Modern Quality Systems; Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Modern Quality Systems and ISO 9000; Personnel and Occupational Testing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Project Management; Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting Seminar or Public Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Postgraduate Training Institute 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 Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Training Institute Postgraduate Diploma and HRODC Postgraduate Training Institute Diploma – Postgraduate. HRODC Postgraduate Training Institute UK – covering all KU Regions and Counties - East Midlands Region; The counties of Derbyshire, Leicestershire, Lincolnshire, Northamptonshire and Nottinghamshire The non-metropolitan districts of Derby, Leicester, Nottingham and Rutland; Eastern Region; The counties of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk The non-metropolitan districts of Luton, Peterborough, Southend-on-Sea and Thurrock; London Region; Greater London; North East Region; The counties of Durham and Northumberland The metropolitan districts of Gateshead, Newcastle upon Tyne, North Tyneside, South Tyneside and Sunderland The non-metropolitan districts of Darlington, Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton-on-Tees;  North West Region; The counties of Cheshire, Cumbria and Lancashire The metropolitan districts of Bolton, Bury, Knowsley, Liverpool, Manchester, Oldham, Rochdale, St. Helens, Salford, Sefton, Stockport, Tameside, Trafford, Wigan and Wirral The non-metropolitan districts of Blackburn with Darwen, Blackpool, Halton and Warrington; South East Region; The counties of Buckinghamshire, East Sussex, Hampshire, Isle of Wight, Kent, Oxfordshire, Surrey and West Sussex The non-metropolitan districts of Bracknell Forest, Brighton and Hove, the Medway Towns, Milton Keynes, Portsmouth, Reading, Slough, Southampton, West Berkshire, Windsor and Maidenhead and Wokingham; South West Region; The counties of Cornwall, Devon, Dorset, Gloucestershire, Somerset and Wiltshire The non-metropolitan districts of Bath and North East Somerset, Bournemouth, Bristol, North Somerset, Plymouth, Poole, South Gloucestershire, Swindon and Torbay The Isles of Scilly; West Midlands Region; The counties of Shropshire, Staffordshire, Warwickshire and Worcestershire The metropolitan districts of Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton The non-metropolitan districts of Herefordshire, Stoke-on-Trent and Telford and Wrekin; Yorkshire and the Humber Region; The county of North Yorkshire The metropolitan districts of Barnsley, Bradford, Calderdale, Doncaster, Kirklees, Leeds, Rotherham, Sheffield and Wakefield The non-metropolitan districts of the East Riding of Yorkshire, Kingston upon Hull, North East Lincolnshire, North Lincolnshire and York. The countries covered inude Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores)Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia),Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire

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HRODC Postgraduate Training Institute Postgraduate Training Institute, A Postgraduate-Only Institution, is registered with the UK Register of Learning Providers (UKRLP) #10019585, verifiable at https://www.ukrlp.co.uk/ It also offers Diploma - Postgraduate - Short Courses of 5-35 Days. These are exemplified by: 5-9 Days (Diploma - Postgraduate - Single-Credit); 10 Days (Diploma - Postgraduate - Double-Credit); 15 Days (Diploma - Postgraduate - Triple-Credit); 20 Days (Diploma - Postgraduate - Quad-Credit). All Diploma – Postgraduate - Awards accumulate to a Postgraduate Diploma. Postgraduate Diploma Progress to a Postgraduate Degree – MA, MSc, or MBA. Diploma – Postgraduate Short Courses – might be studied via In-Classroom or Video-Enhanced Mode. In both modes, at least 30 Credit-Hours (represented as 5 days in-classroom (or approximately 10 days Video-Enhanced - based on 3 hours per day), are required for the Award of Diploma - Postgraduate.  Both In-classroom and Video-Enhanced modes are actually Face-To-Face ‘Direct Lecturer Interactive Contact’. As is indicated above, all Diploma – Postgraduate - Awards accumulate to a Postgraduate Diploma. Postgraduate Diploma Progress to a Postgraduate Degree – MA, MSc, or MBA. Courses include 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, Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts 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 e.g. in Johannesburg, Oman, Kuwait, Brunei, Dubai UAE, Bahrain, Paris, Milan,

The Headquarters of HRODC Postgraduate Training Institute Postgraduate Training Institute is in Wolverhampton, West Midlands, UK.

Wolverhampton is a new and vibrant city and centre of commerce, strategically located in the West Midlands, and the Black Country, so named because of its traditional mining and manufacturing base, providing easy access regional and central governments, regional and national sporting, cultural and exposition venues. The Wolverhampton Airport, slated for development, will provide an even faster link to European destinations and the rest of the world than Birmingham International Airport currently affords.  Wolverhampton is only about 30 minutes drive and 25 minutes by train, from Birmingham International Airport. 35 minutes by tram from Birmingham Snow Hill, Wolverhampton is also 15 minutes by train from Birmingham New Street Station. There is a frequent bus link from Birmingham. London Euston Station is also just a 2 hour train ride from Wolverhampton. A return ticket to London Euston costs as little as eighteen pounds (£18.00), if booked on-line 8 days in advance. Trains from Wolverhampton to London depart every 20 minutes. There is a frequent inexpensive coach service from Wolverhampton to London and all other major UK cities.  Wolverhampton is presumably one of the most popular entertainment centres in Europe. It certainly ranks in the top 5 entertainment venues in the UK.

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Last modified: 19-02-18