Corporate Governance and Strategic Management -
incorporating Corporate Strategy, Leading to
Postgraduate Diploma in Corporate Governance and
Strategic Management.
Doctor of Philosophy {(PhD) {University College
London (UCL) - University of London)};
MEd Management (University of Bath);
Postgraduate (Advanced) Diploma Science Teacher
Ed. (University of Bristol);
Postgraduate Certificate in Information Systems
(University of West London, formerly Thames Valley University);
Diploma in Doctoral Research Supervision,
(University of Wolverhampton);
Teaching Certificate;
Fellow of the Institute of Management
Specialists;
Human Resources Specialist, of the Institute of
Management Specialists;
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);
Member of ResearchGate;
Executive Member of Academy of Management (AOM).
There, his contribution incorporates the judging of
competitions, review of journal articles, and guiding the
development of conference papers. He also contributes to the
Disciplines of:
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.
Professor Dr. Crawford has been an Academic in
the following UK Universities:
University of London (Royal Holloway), as
Research Tutor;
University of Greenwich (Business School), as
Senior Lecturer (Associate Professor), in Organisational
Behaviour and Human Resource Management;
University of Wolverhampton, (Wolverhampton
Business School), as Senior Lecturer (Associate Professor), in
Organisational Behaviour and Human Resource Management;
London Southbank University (Business School), as
Lecturer and Unit Leader.
His responsibilities in these roles included:
Doctoral Research Supervisor;
Admissions Tutor;
Postgraduate and Undergraduate Dissertation
Supervisor;
Programme Leader;
Personal Tutor.
Duration:
Cost:
£45,000.00 Per Student
The programme cost does not include living accommodation. However,
students and delegates are treated to the following:
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Free Continuous snacks throughout the Event Days;
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Free Hot Lunch on Event Days;
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Free City Tour;
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Free Stationery;
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Free On-site Internet Access;
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HRODC Postgraduate Training Institute’s Diploma –
Postgraduate; or
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Certificate of Attendance and Participation – if unsuccessful on
resit.
HRODC Postgraduate Training Institute’s Complimentary Products
include:
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HRODC Postgraduate Training Institute’s
Leather Conference Folder;
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HRODC Postgraduate Training Institute’s
Leather Conference Ring Binder/ Writing Pad;
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HRODC Postgraduate Training Institute’s
Key Ring/ Chain;
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HRODC Postgraduate Training Institute’s
Leather Conference (Computer – Phone) Bag
– Black or Brown;
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HRODC Postgraduate Training Institute’s
8GB USB Flash Memory Drive,
with Course/ Programme Material;
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HRODC Postgraduate Training Institute’s
Metal Pen;
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HRODC Postgraduate Training Institute’s
Polo Shirt.
At the conclusion of the specified learning and development activities included
in this course, delegates will be able to:
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Directing/Leading
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Outline, with examples, Mintzberg’s bases of co-ordinating
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Address key issues in The Management of Quality.
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Planning
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The Planning Hierarchy
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Difference Between Strategic, Tactical and Operational Plans
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Standing Plan
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Organising
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Organisational Structure and Design
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Effective organising
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Directing/Leading
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Co-ordinating
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Mutual adjustment - with informal communication
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Direct supervision
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Standardisation of work Process
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Standardisation of input - skills, knowledge and attitudes
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Standardisation of output
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Controlling
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The Management Of Quality.
At the conclusion of the specified learning and development activities included
in this course, delegates will be able to:
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Define corporate
governance in relation to the processes, customs, policies, laws and
institutions affecting the way a corporation is directed, administered or
controlled.
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Relate corporate
governance to the relationships that persists between internal and external
stakeholders, particularly in relation to the establishment of
organisational goals and objectives
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Demonstrate a heightened
understanding of the organisation’s responsibility and accountability to its
shareholders as primary stakeholders
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Exhibit a heightened
awareness of the organisation’s accountability to its Board of Directors
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Accurately locate an
organisation’s management and workers within the
‘internal-external-stakeholder-spectrum’
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Distinguish between
winding up or insolvency, Bankruptcy, Receivership, and Administration
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Demonstrate an
understanding of the difference that exists between ordinary and preference
shares
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Assess the implications of
the ‘Receivership’ of a company for its statutory, primary and secondary
creditors
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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’
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Exhibit an understanding
of what constitutes the rights and equitable treatment of shareholders
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Explain how the interests
of secondary stakeholders can be preserved
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Outline the roles and
responsibilities of the Board of Directors
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Defining corporate governance
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Exploring corporate governance and the relationships between internal and
external stakeholders
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The organisation’s responsibility and accountability to its shareholders
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The organisation’s accountability to its Board of Directors
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Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’
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The difference between ordinary and preference shareholders
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Distinguishing between winding up or insolvency, Bankruptcy, Receivership,
and Administration
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Assessing the implications of the ‘Receivership’ of a company for its
statutory, primary and secondary creditors
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Rules for distributing the proceeds of a company’s assets in ‘Receivership’
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Rights and equitable treatment of shareholders: Interests of other
stakeholders
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Recognising the organisation’s legal obligations to all legitimate
stakeholders.
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Role and responsibilities of the board
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Integrity and ethical behaviour:
Disclosure and transparency:
The Business Plan: A Guide to Entrepreneurs and Investors
At the conclusion of the specified learning and development activities included
in this course, delegates will be able to:
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Construct a business plan that will be attractive to investors and fund
managers;
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Illustrate how a well constructed Business Plan might be used to Attract
Investors and ‘Fund Holders’;
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Explain why particular ‘aspects’ should be included in the Business Plan, to
enhance its effectiveness;
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Provide guidance to entrepreneurs on how to adapt a business plan to meet
changing circumstances, without losing its focus;
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Provide ‘contingencies’ based on differing business scenarios.
The Business Plan: A Guide to Entrepreneurs and Investors
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The Business Plan: A Guide To
Entrepreneurs and Investors
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The Business Plan as A Guide to the
Entrepreneur
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Using the Business Plan to Attract
Investors and ‘Fund Holders’
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What Should Be Included in the
Business Plan
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Tweaking The Business Plan Without
Losing the ‘Focus’
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Establishing Contingency: The Most
Unlikely Scenario
Internal and External Organisational Analysis
At the conclusion of the specified learning and development activities included
in this course, delegates will be able to:
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Propose varying definitions of an organisation
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Demonstrate an
understanding of the bases of organisational typologies
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Define, with examples,
social organisations
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Distinguish between business and non-business organisations
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Define objectives, generally
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Distinguish between primary and secondary objectives
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Distinguish between business objectives and social objectives
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Exhibit the extent to which social objectives enhance business objectives
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Demonstrate an understanding of the objective hierarchy
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Demonstrate their understanding of the relationship between organisational
tasks and objectives
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Explore the bases for ‘division of work/ labour’ in organisations and their
relation to organisational effectiveness
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View the process of delegation in relation to ‘leasing’
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Outline the value of delegation to the ‘delegate’
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Highlight the
developmental opportunities that delegation provides for subordinates
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Exhibit a heightened
knowledge of the support that managers should provide to ‘delegatees’, to
enhance the performance of their roles
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Provide advice to managers
on the extent to which delegation should relate to the ‘informal management
succession’
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Explain the degree to
which a formal management succession chart can enhance the effectiveness of
the process of delegation
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Outline the importance of
individual readiness in the success of the delegation process
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Suggest effective means by
which internal promotion should be handled
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Demonstrate an understanding of the issue of ‘responsibility’ and how it
translates in superior-subordinate relationships in organisations
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Provide a working definition of accountability
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Explain the issue of
accountability, in relation to the organisational hierarchy
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Distinguish between
internal and external organisational accountability
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Define accountability in
relation to the control and allocation of resources, internally and
externally
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Address the extent to
which external organisational accountability affect internal organisational
dynamics
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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
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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
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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
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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
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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
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Define authority generally but also with specific relation to
superior-subordinate relationship
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Demonstrate an understanding of the concept of power and how it might be
applied for the benefit of the organisation
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Identify sources of power
in organisation and their implications for effective management and
organisational control
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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
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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
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Organisation: A Definition
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Organisational typologies
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Social Organisations
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Business and Non-business organisations: A Distinction
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Organisational Objectives
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Social Objectives
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Business Objectives
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The objective hierarchy
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Tasks
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Division Of Work/Labour
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Delegation
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Responsibility
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Accountability
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Internal Organisational Accountability
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External Organisational Accountability
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Accountability to owners/sponsors
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Accountability to clients/users/customers
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Accountability to Creditors
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Accountability to Sector or Industry
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Accountability to the State
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Authority
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Power
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Organisational power sources
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Organisational Power centres
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:
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Determine the most appropriate legal form for particular entrepreneurial
setting;
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Illustrate the problems and benefits of different legal form of companies;
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List the pertinent factors that are associated with a choice of legal status
of a company;
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Outline the legal requirement for company formation, as it pertains to their
particular country;
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Indicate, accurately, the statutory reporting requirements of a company,
based on its legal status and in relation to their specific country;
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Suggest the general statutory accounting requirement of a company in their
country and the factors that determine these requirements;
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Demonstrate the relationship between a company’s legal status and its
accounting reporting requirement, and the rationale on which this demand is
based;
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Indicate the legal requirement associated with International Trade in their
own country;
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Address the implications of National, Regional and International Embargo on
Import and Export and Service Dispensation.
Company Formation and Legal Status: Important Corporate Issues
Contents, Concepts and Issues
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Company Formation and Legal Status: Important Corporate Issues
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Company legal status categorisation
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Factors associated with a choice of legal status of a company
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Issues in favour of and mitigating against particular legal status
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Legal requirement for company formation
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Company legal status and reporting requirement
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Company legal status and accounting requirement
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Company legal status and accounting reporting
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International trade and legal requirement
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Import and Export VS National, Regional and International Embargo
Risk Management and Corporate Governance: An Introduction
Contents, Concepts and Issues
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Risk: A Working Hypothesis
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Defining Risk – Generally
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Financial Risk: A
Plausible Definition
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Financial Risk in an
Organisational Setting
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Financial Risk and ‘Market
Dynamics’
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Liquidity Risk
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Operating Risk
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Fraud Risk
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Settlement Risk
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Corporate Strategy and Risk Management
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The Currency Derivatives Market
Financial Risk and Unpredictability:
Uncontrollable Environmental Issues
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Asset Behaviour and Pricing Implications
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Credit and Counterparty Risk
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The Legal and Political Risk Environments
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Risk as an Economic Factor
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Technological Risk Factor
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Risk associated with Socio-Cultural Change
Financial Risk Settings: A
Meta-Analytical Exploration
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Risk in Financial Institutions
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Banking Risk
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Risk and the Currency Market
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Risk and the Equity Market
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Futures Market Risk
Financial Exposure As Risk: An
Introduction
Strategic Management: An Introduction
Contents, Concepts and Issues
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Strategic Management: An Introduction
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Defining Strategic Management
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The Strategy Process
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The diversity of strategic problems and decisions
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The place of information systems in strategic management
Strategic Analysis and Purpose
Contents, Concepts and Issues
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Strategic Analysis and Purpose
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Analysing
the strategic environment
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Analysing
resources and capabilities
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Strategy
Dynamics 6 Prescriptive purpose delivered through mission, objectives and
ethics
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Purpose emerging from knowledge, technology and
innovation
Developing the Strategy
Contents, Concepts and Issues
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Developing The Strategy
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Developing business level strategy options
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Developing corporate level strategy options
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Strategy evaluation and development: the prescriptive process
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Finding the strategic route forward: emergent and prescriptive approaches
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Organisational structure, style and people issues
The Implementation Process
Contents, Concepts and Issues
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The Implementation Process
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Implementing and controlling the strategic plan
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Developing and implementing customer-driven strategy
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Managing
strategic change
Different Strategy Contexts and Building A Cohesive Strategy
Contents, Concepts and Issues
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Different Strategy Contexts and Building A Cohesive Strategy
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16 Strategic leadership
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Entrepreneurial strategy
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Government, public sector and not-for-profit strategies
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International expansion and globalisation strategies
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Building a cohesive corporate strategy
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