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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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Real Estate Management, Full-Time Postgraduate Diploma

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 Programme Number 017 - Comprehensive Real Estate Management, Leading to Postgraduate Diploma in Real Estate Management, progressing to MSc Real Estate Management - London UK. Comprehensive Real Estate Management, Intensive Full-Time {3 Months - 5 Days (30 Hours) Per Week} or Full-Time {6 Months - 2-2.5 days (15 Hours) Per Week} Programme, Leading To Postgraduate Diploma in Real Estate Management, Progressing to MSc in Real Estate Management. Contents include: Conveyancing and Property Valuation; Real Estate Management; Real Estate Management In Depressed Economies, Real Estate Management In Expanding Economies, The International Money Market, Financial Analysis, Foreclosures of Repossessions; Structural Surveys; Commercial Properties Management;, Private Property Valuation; Property Inspection; Property Marketing; National Property Registry; Property Registration; International Convention; Lease-Hold and Free-Hold Properties: Advantages and Disadvantages To Purchasers; Who are Your Clients?; The Estate Agent and Seller-Buyer Relation. Each Module might be studied separately. Click to view the Table of Contents.

Comprehensive Real Estate Management

Intensive Full-Time {3 Months - 5 Days (30 Hours) Per Week} or Full-Time {6 Months - 2-2.5 days (15 Hours) Per Week} Programmte

Leading to

post

Real Estate Management

 

For Whom This Programme is Designed

This Programme is Designed For:

  • Real Estate Agents

  • Real Estate Managers

  • Venture Capitalists

  • Property Investors

  • Real Estate Developers

  • Mortgage Lenders;

  • Fund holders;

  • Bankers;

  • Property Valuers,

  • Mortgage Advisors;

  • All others desirous of enhancing their expertise in property and real Estate management, Conveyancing, Property Valuation, Sales and Marketing, and other crucial issues associated with Real Estate Management. 

 

Programme Co-ordinator:

Prof. Dr. R. B. Crawford – Director of HRODC Ltd. and Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

  • Doctor of Philosophy {(PhD) (University of London)};

  • MEd. Management (University of Bath);

  • Advanced Dip. 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 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.

 

Duration:

3 Months Intensive Full-Time (5 Days Per Week) or

6 Months Full-Time (2-2.5 Days Per Week)

 

Cost:   £45,000.00 Per Delegate  

 

Cost includes:

  • Free Continuous snacks throughout the Event Days;  

  • Free Hot Lunch on Event  Days;                           

  • Free City Tour;             

  • Free Stationery;                                

  • Free On-site Internet Access;

  • Postgraduate Diploma in Real Estate Management; or

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

 HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

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

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

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

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

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt, at Programme Start and End.

 

Daily Schedule: 9:30 to 4:30 pm.

 

Location:  Central London and International Locations

 

Click to Book this Course

 

Programme Number 017 - Comprehensive Real Estate Management, Leading to Postgraduate Diploma in Real Estate Management, Click to download the PDF brochure for this Programme.

 

Comprehensive Real Estate Management

 

Leading to Postgraduate Diploma and MSc

Real Estate Management

Current Module #

Pre-existing Course #

Module Title

Duration

Credit Value

017.M1

018

Real Estate Management and Pertinent Financial Issues

1 Week

(5 Days)

Single

017.M2

019

Conveyancing and Property Valuation

2 Weeks

(10 Days)

Double

017.M3

149

Mortgage Strategy in Real Estate Management

1 Week

(5 Days)

Single

017.M4

150

The Legal Parameter of Real Estate Management

1 Week

(5 Days)

Single

017.M5

030

Real Estate Managing Agency and Associated Health and Safety Issues

1 Week

(5 Days)

Single

017.M6

011

Financial Risk Management 1

1 Week

(5 Days)

Single

017.M7

072

Corporate Governance: Principles and Practice

2 Weeks

(10 Days)

Double

017.M8

180

Real Estate Sales and Marketing

3 Weeks (15 Days)

Triple

 

 

Programme Objectives

 

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Accurately conduct an on-the spot commercial property valuation, taking pertinent factors into account;

  • Accurately locate an organisation’s management and workers within the ‘internal-external-stakeholder-spectrum’;

  • Address the extent to which external organisational accountability affect internal organisational dynamics;

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

  • An understanding of the fundamentals of leadership and management;

  • Analyse education, training and development programmes;

  • Appreciate the important role of strategic accounting in business performance improvement.

  • Appreciate the need to maintain a ‘generalised client/ customer information system’;

  • Argue on the cost effectiveness of a structural survey;

  • Ascertain the importance of considering counterparty risk in evaluating contracts;

  • Assess the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors;

  • Assess the risk and uncertainty associated with alternative outcomes;

  • Assist clients in solving their problems relating to products and service;

  • Calculate risk in financial exposure;

  • Calculate statistics from actual data ;

  • Cite some risk within the financial institutions;

  • Cite some strategies to manage transaction exposure;

  • Cite Specific legislation and related cases relevant particular job design issues;

  • Communicate effectively with clients, colleagues, juniors and managers;

  • Compare property registration in the UK with that of at least one other country;

  • Conduct a property valuation of a private property, with at least 80% accuracy;

  • Conduct a risk assessment;

  • Conduct individual and panel interviews;

  • Conduct periodic and exit interviews;

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

  • Construct a Completion Statement for the Seller;

  • Create a match between individual capabilities and orientation, on the one hand, and job design features, on the other;

  • Decide what workers or managers are likely to gain from Geographical Flexibility;

  • Decide whether the rise and fall of local currency value has an effect on real estate;

  • Defend the strategic importance of employee Resourcing;

  • Define accountability in relation to the control and allocation of resources, internally and externally;

  • Define authority generally but also with specific relation to superior-subordinate relationship;

  • Define corporate governance in relation to the processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled;

  • Define, with examples, social organisations;

  • Demonstrate a ‘working understanding’ of Mortgage and Mortgage Rates;

  • Demonstrate a heightened understanding of Property ‘Charges’ and the legal bases of their registration;

  • Demonstrate a heightened understanding of the organisation’s responsibility and accountability to its shareholders as primary stakeholders;

  • Demonstrate a knowledge of Conveyancing in at least one other country;

  • Demonstrate a working knowledge of the function and operation of a National Property Registry;

  • Demonstrate an appreciation of important of welfare in the development of personnel management and human resource management;

  • Demonstrate an awareness of International Electronic Conveyancing (E-Conveyancing) Initiatives;

  • Demonstrate an understanding of ‘reasonable support’;

  • Demonstrate an understanding of ergonomics in job design;

  • Demonstrate an understanding of the bases of organisational typologies;

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

  • Demonstrate an understanding of the difference that exists between ordinary and preference shares;

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

  • Demonstrate an understanding of the legal bases of Employee Resourcing;

  • Demonstrate an understanding of the legal framework of client service;

  • Demonstrate an understanding of the objective hierarchy;

  • Demonstrate an understanding of value of front-line staff to organisational effectiveness;

  • Demonstrate how financial exposure risk are managed;

  • Demonstrate how financial risks are quantified;

  • Demonstrate knowledge about mean and statistical mean;

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

  • Demonstrate their ability to conduct a human resource audit;

  • Demonstrate their ability to conduct job analysis;

  • Demonstrate their ability to contribute to the maintenance of customer/ client loyalty;

  • Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation;

  • Demonstrate their ability to initiate improvements in client service;

  • Demonstrate their ability to lead a recruitment and Selection team;

  • Demonstrate their ability to remain calm and courteous during unpleasant situations such as an encounter with an irate client;

  • Demonstrate their expertise in leading a customer/client care team;

  • Demonstrate their knowledge of the property regulation of at least one Borough;

  • Demonstrate their understanding of an effective job design system;

  • Demonstrate their understanding of function of the National Land Information Service;

  • Demonstrate their understanding of how a local Property Registry operates;

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

  • Demonstrate their understanding of merits and demerits of Freehold properties, on the one hand, and leasehold on the other;

  • Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy;

  • Demonstrate their understanding of the different employee resourcing strategy;

  • Demonstrate their understanding of the importance of employee Resourcing in an organisational context;

  • Demonstrate their understanding of the local money market;

  • Demonstrate their understanding of the phases of foreclosure or repossession;

  • Demonstrate their understanding of the relationship between organisational tasks and objectives;

  • Demonstrate their understanding of what real estate management entails;

  • Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective;

  • Demonstrate understanding of distinction between personnel management and human resource management;

  • Demonstrate understanding of strategic planning and decision-making framework;

  • Describe asset behaviour and pricing implication;

  • Describe financial risk in the organisational setting;

  • Describe the legal and political risk environment;

  • Design an effective induction package;

  • Design job description and personnel specification for particular roles;

  • Detail the factors that should be taken into account when conducting a commercial property valuation;

  • Determine an investor’s reason for investing in a derivative security;

  • Determine how corporate strategy leads to effective risk management;

  • Determine how credit risks are calculated;

  • Determine how to manage currency risk;

  • Determine the factors influencing human resource planning;

  • Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence.

  • Determine the links between corporate planning and human resource planning;

  • Determine the most appropriate legal form for particular entrepreneurial setting;

  • Determine The role of Trading Standards in dealing with consumer complaints;

  • Determine the situation in which liquidity risk arises;

  • Determine what constitutes a ‘non-binding’ contract, under The Unfair Terms in Consumer Contracts Regulations 1999;

  • Determine when a full structural survey is necessary;

  • Determine when credit risk arises;

  • Determine when there is a need to review an organization human resource plans;

  • Determine why settlement risk has been historically a particular problem in the foreign exchange markets;

  • Develop a general strategy towards property marketing;

  • Develop a strategy to manage the relationship between themselves and the vendor, on the one hand, and themselves and the purchaser, on the other;

  • Develop operating and resource budgets;

  • Develop profit and cash flow budgets using traditional and activity based methods;

  • Devise an effective employee Resourcing strategy;

  • Devise tactics for marketing specific properties;

  • Discuss about future’s market risk;

  • Discuss about sensitivity analysis as risk management;

  • Discuss the reason for the existence of foreign currency market;

  • Discuss the significance of statistics;

  • Discuss what determines the extent to which the company is affected by economic exposure;

  • Discuss which type of company is susceptible to transaction exposure;

  • Distinguish between a basic survey and a full structural survey;

  • Distinguish between business and non-business organisations;

  • Distinguish between business objectives and social objectives;

  • Distinguish between internal and external organisational accountability;

  • Distinguish between primary and secondary objectives;

  • Distinguish between the different types of job design;

  • Distinguish between the different types of job design;

  • Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration;

  • Draft a legally binding Conveyancing contract;

  • Draw a parallel between material and facilities Resourcing and people Resourcing, from the standpoint of organisational effectiveness;

  • Draw on cases of Deeds default and their resultant consequences;

  • Enhance capability of arriving at objective decisions in personnel Selection;

  • Enumerate some sources of operating risk;

  • Enumerate the different kinds of banking risk and explain each;

  • Establish the array of issues that are enshrined in a company’s ethical behaviour;

  • Establish the link between financial risk and the market dynamics;

  • Establish the link between risk and equity market;

  • Establish the primary role of technology in risk management;

  • Establish the role that real estate plays in depressed economies;

  • Evaluate investments in capital and long-term projects using PB, ARR, NPV and IRR appraisal methods;

  • Exhibit a ‘functional’ level of interpersonal relationship;

  • Exhibit a heightened awareness of the organisation’s accountability to its Board of Directors;

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

  • 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;

  • Exhibit a willingness to seek help and advice from colleagues and managers, when faced with difficult situations;

  • Exhibit an appreciation of the need for a professional and caring relationship between the Conveyancer and his or her client, throughout the Conveyancing process;

  • Exhibit an awareness of the high standard of service, which each client anticipates;

  • Exhibit an understanding of the desirability of a limited turnover of staff;

  • 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;

  • Exhibit an understanding of the factors that constitute an effective real estate management;

  • Exhibit an understanding of the functioning of a ‘client-driven organisation’;

  • Exhibit an understanding of what constitutes the rights and equitable treatment of shareholders;

  • Exhibit competence in fundamental aspects of customer/ client service - incorporating sensitivity to clients’ needs;

  • Exhibit leadership in dealing with ‘the irate customer/ client’;

  • Exhibit the extent to which social objectives enhance business objectives;

  • Explain how the interests of secondary stakeholders can be preserved;

  • 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 probability and normal distribution;

  • Explain the concept of   Chi-Squared Distribution;

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

  • 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;

  • Explain the entrenched practice regarding ‘fixtures and fittings’ or chattel, in residential property sale;

  • Explain the issue of accountability, in relation to the organisational hierarchy;

  • Explain the nature and role of financial statements and their interpretation;

  • 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’;

  • Explain the requirements of HIPS, outlining their values and drawbacks;

  • Explain the underlying principle of financial risk management;

  • 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;

  • Explain traditional authority and how it translates to organisational relationships;

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

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

  • Expound the facet of authority, providing practical examples ;

  • Find out how statistical analysis is used as a risk management instrument;

  • Find out how the interest rate derivatives market are managed;

  • Give the general definition of risk;

  • Have designed ways of stabilizing staff turnover/high turnover;

  • Highlight the developmental opportunities that delegation provides for subordinates;

  • Identify and measure currency risk;

  • Identify some financial methods of measuring risk;

  • Identify sources of power in organisation and their implications for effective management and organisational control;

  • Identify the features of the alternative sources of business financing;

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

  • Illustrate the ‘balance’ that might be made between candidate immediate suitability and the possibility of Continuous Professional Development (CPD).

  • Illustrate the channels of economic exposure;

  • Illustrate the difference between the Hard approach to HRM and Soft approach to HRM;

  • Illustrate the legal bases of job design;

  • Illustrate the models towards understanding risk;

  • Illustrate the problems and benefits of different legal form of companies;

  • Illustrate the significance of effective human resource;

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

  • Illustrate their ability to manage internal and external customer/client care environments;

  • Illustrate their understanding of the need to Empower Front-line Staff to Redress ‘Dissatisfactory Client/ Customer Situations’;

  • Incorporate the notion of ‘market value’ in property valuation;

  • Indicate how human resource planning can support business systems;

  • Indicate the benefits of functional flexibility of workers and managers;

  • Indicate the effects of risk in the economy;

  • Indicate the factors that contribute to fatigue and fatigue reduction;

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

  • Indicate the part that real estate management plays and can play in expanding economies;

  • Indicate the phase of foreclosure or repossession that the mortgagee loses control of the property;

  • Indicate The Powers of the Office of Fair Trading, under the Unfair Terms in Consumer Contract Regulations 1999;

  • Indicate the relationship between Temporal Flexibility and Financial Flexibility;

  • Indicate the significant aspects in development of human resource management and personnel management;

  • Indicate their understanding of the operations of the international money market;

  • Indicate when translation exposure occurs;

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

  • Interpret statistical data;

  • Link employee Resourcing with business and organisational development;

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

  • Manage recruitment and selection within a ‘resourcing context’.

  • Manage risk with forward contracts;

  • Manage risk with SWAPS;

  • Manage the strategic role;

  • Obtain and evaluate documents from ‘Land Register Online’ ;

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

  • Outline salient steps that can be taken to preserve an organisation’s integrity;

  • Outline the importance of individual readiness in the success of the delegation process;

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

  • Outline the merits and demerits of Freehold and Leasehold property ownerships;

  • Outline the roles and responsibilities of the Board of Directors;

  • Outline the value of delegation to the ‘delegate’;

  • Produce a Completion Statement for the Buyer;

  • Propose varying definitions of an organisation;

  • Provide ‘contingencies’ based on differing business scenarios.

  • Provide a non-technical explanation of pertinent clauses in Deeds and Covenants;

  • Provide a strategic view of the business environment;

  • Provide a working definition of accountability;

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

  • Provide an objective view of the result of a property inspection;

  • Provide basic advice to clients on the suitability of mortgage type, based on particular circumstances;

  • Provide examples of the legal application of ‘Fitness For Purpose’;

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

  • 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;

  • Provide relevant guidance to buyers and sellers, on Property Auctions;

  • 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;

  • Recall fundamental elements of the ‘Sale of Goods Act 1979’;

  • Recall important points of law in the Unfair Terms in Consumer Contract Regulations 1999.

  • Recall the obligation of the producer of goods and service, under the ‘Sale of Goods Act 1979’;

  • Recall the obligation of the service provider/ product retailer, and manufacturer under The Supply of Goods and Services Act 1982;

  • Recall the obligations of the retailer/ service provider under the ‘Sale of Goods Act 1979’;

  • Relate corporate governance to the relationships that persists between internal and external stakeholders, particularly in relation to the establishment of organisational goals and objectives;

  • Relate job design factors to the law;

  • Relate specific recruitment, selection, retention and exit issues to UK and European legislation;

  • Relate the factors to be taken into account to ensure that job design tribute to organisational success;

  • Relate the normal or standard percentage of market value that a property is sold at the Real Estate Owned by Lender (REO) stage.

  • Relate the part played by Cadburys Rowntree in the development of personnel management and human resource management;

  • Relate the pertinent factors in private property valuation;

  • Review the financial performance and financial position of an organisation using the appropriate financial means including trend analysis, industry and index analyses, ratio and break-even analysis techniques;

  • Specify risks that are associated with socio-cultural change;

  • Specify some  qualitative approaches to financial risk assessment;

  • Specify what are involved in managing fraud risk;

  • Suggest effective means by which internal promotion should be handled;

  • Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees;

  • Suggest the effect that depressed economies have on real estate management;

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

  • Suggest the importance of human resource planning in organisation management;

  • Suggest the role of the Office of Fair Trading (OFT), in dealing with consumers’ complaints under The Unfair Terms in Consumer Contracts Regulations 1999;

  • Suggest what Numerical Flexibility means;

  • Suggest whether the Scottish ‘Blind-Bidding System’ averts the practise of Gazumping.

  • Synthesize current or suggested information to make predictions on the extent to which a particular economic trend is likely to affect, negatively or positively, real estate value;

  • Take a holistic approach to property marketing;

  • Take a scientific approach to property inspection;

  • Uncover likely deceptive issues that influence property valuation;

  • Understand accounting and finance terminology and use the necessary accounting and financial jargon to communicate effectively with the financial professionals;

  • Use available data to undertake basic financial analysis;

  • Use budgetary control to compare actual against planned performance and to identify corrective actions;

  • Use candidate assessment form in short listing and Interviews;

  • Use given information to undertake a real-life financial analysis;

  • Use PESTEL in risk management.

  • Weight a candidate assessment form, on the basis of job description and personnel specification;

 

Programme Number 017 - Comprehensive Real Estate Management, Leading to Postgraduate Diploma in Real Estate Management, Click to download the PDF brochure for this Programme.

 

Programme Contents, Concepts and Issues

 

Module 1

Real Estate Management and Pertinent Financial Issues

 

 

  • Real Estate Management: An Introduction;

  • Deconstructing real estate management ;

  • Factors constituting an effective real estate management;

  • The Role of Real Estate Management In Depressed Economies;

  • The Role of Real Estate Management In Expanding Economies.

  • The International Money Market;

  • Mortgage and Mortgage Rates;

  • Financial Analysis;

  • The effect of depressed economies real estate management;

  • Foreclosures or Repossession;

  • National money markets;

  • The stock exchange;

  • Money Flow and Control;

  • Money and Inflation ;

  • The Global money market;

  • The effect of money value on real estate;

  • The effect of National Inflation on real estate;

  • The effect of Global Inflation on Real Estate;

  • Conducting basic financial analysis;

  • Undertaking real-life financial analysis;

  • Synthesizing current or financial and related information;

  • Predicting the effect of a particular economic trend on real estate value;

  • Understanding’ Mortgage and Mortgage Rates;

  • Providing basic mortgage advice;

  • Phases of foreclosure or repossession;

  • The normal or standard percentage of market value at which a property is sold - at the Real Estate Owned by Lender (REO) stage.

 

Module 2

Conveyancing and Property Valuation

 

 

M2. Part 1: Conveyancing and Property Valuation: An Introduction

 

  • Exploring The Context of Conveyancing;

  • Property Title or Deed: Evidence of Property Ownership;

  • Surface Rights, Mineral Rights and Fee Interest;

  • The UK Land Registry:

  • Advice, Support And Consultancy;

  • Study Visits;

  • Training;

  • Business Partnerships;

  • Membership Of International Land Bodies.

  • Conveyancing As A ‘Process’;

  • Pre-Contract Stage:

  • Checklist For The Purchaser;

  • Details Vendor;

  • Finance;

  • Items Included In Sale;

  • Purchase Of Part;

  • Structure/Survey;

  • Planning;

  • Insurance.

  • Checklist For The Vendor:

  • Sale Of Premises: Pre-Contract Information

  • Boundaries;

  • Services;

  • Easements;

  • Forestry/Fishing/Sporting;

  • Tenancies/Vacant Possession;

  • Outgoings;

  • Notices;

  • Encumbrances/Proceedings;

  • Voluntary Dispositions;

  • Taxation;

  • Body Corporate/Trustee;

  • Family Law;

  • Planning/Building Bye-Law;

  • Landlord And Tenant/Lease.

  • Fee Simple (Full Ownership) Acquired?;

  • Inventory;

  • Insurance.

  • Contract Stage;

  • Post-contract/pre-closing (Objections and Requisitions on Title);

  • Closing;

  • Post-closing;

  • Joint Tenancy and Tenants In-Common;

  • Property Value Determination;

  • Property Location – International;

  • Developmental Potential - Planning Rules;

  • Conveyancing: Legal Parameters;

  • Contractual Obligation;

  • Completion Statements;

  • Completion Statement For The Seller Prepared By Sellers Practitioner;

  • Completion Statement for the Buyer Prepared by Sellers Practitioners;

  • Sale Validity;

  • Licensed Conveyancer;

  • Conveyancers and Their Role;

  • UK Commercial Property Classifications:

  • Class A1. Shops;

  • Class A2. Financial And Professional Services;

  • Class A3. Food and Drink;

  • Class B1. Business;

  • Class B2. General Industrial;

  • Class B3. Special Industrial Group A;

  • Class B4. Special Industrial Group B;

  • Class B5. Special Industrial Group C;

  • Class B6. Special Industrial Group D;

  • Class B7. Special Industrial Group E;

  • Class B8. Storage Or Distribution;

  • Class C1. Hotels and Hostels;

  • Class C2. Residential Institutions;

  • Class C3. Dwelling-houses;

  • Class D1. Non-Residential Institutions;

  • Class D2. Assembly And Leisure.

  

M2. Part 2: Salient Issues

 

  • Joint Tenancy and Tenants In-Common;

  • Property Value Determination;

  • Property Location – International;

  • Developmental Potential - Planning Rules;

  • Conveyancing: Legal Parameters;

  • Contractual Obligation;

  • Completion Statements;

  • Completion Statement For The Seller Prepared By Sellers Practitioner;

  • Completion Statement for the Buyer Prepared by Sellers Practitioners;

  • Sale Validity;

  • Conveyancers and Their Role.

  • UK Commercial Property Classifications:

  • Class A1. Shops;

  • Class A2. Financial And Professional Services;

  • Class A3. Food and Drink;

  • Class B1. Business;

  • Class B2. General Industrial;

  • Class B3. Special Industrial Group A;

  • Class B4. Special Industrial Group B;

  • Class B5. Special Industrial Group C;

  • Class B6. Special Industrial Group D;

  • B7. Special Industrial Group E;

  • Class B8. Storage Or Distribution;

  • Class C1. Hotels and Hostels;

  • Class C2. Residential Institutions;

  • Class C3. Dwelling-houses;

  • Class D1. Non-Residential Institutions;

  • Class D2. Assembly And Leisure.

  

M2. Part 3: Property Surveys

 

  • Why Surveys?;

  • Types of Survey and Their Imperative;

  • Basic Valuation Survey;

  • Home Buyer’s Valuation and Survey Report;

  • Full Structural Survey;

  • In-Complex and Attached Property Survey.

 

M2. Part 4: Property Valuation

 

  • Conveyancing Practices: An International Perspective;

  • Factors Affecting Property Valuation:

  • Property location;

  • Age of property;

  • Aesthetic appeal;

  • Size of property;

  • Structural Soundness;

  • Internal Features;

  • Welcoming appeal;

  • Price of surrounding properties.

  • Age Property;

  • Aesthetic Appeal;

  • Size of  Property;

  • Structural Soundness;

  • Internal Features;

  • Welcoming Appeal;

  • Price of Surroundings Properties;

  • Property Inspection.

 

 

M2. Part 5: Property Registration, Deeds and Searches

 

  • Cosmetic Factors Influencing Property Buyers;

  • Licensed Conveyancers: Council for Licensed Conveyancers (CLC);

  • Property Sale: Offers, Chains and Gazumping;

  • Freehold and Leasehold Properties: Distinction and Some Salient Issues;

  • The Contractual Agreement and Pertinent Clauses;

  • Deeds and Covenants in Conveyancing: Responsibility of the Conveyancer to the Buyer;

  • Post Conveyancing Conveyancer-Client  Relationship;

  • Completion Statements;

  • Seller’s Completion Statement;

  • Buyer’s Completion Statement.

 

 

M2. Part 6: Freehold Leasehold

 

  • The Home Information Packs (HIPS) – England and Wales;

  • Property Sale – The Scottish Blind Bidding System;

  • Property Sale – The Seller-Buyer Contract;

  • The Estate Agent and Seller-Buyer Relation; 

  • International Electronic Conveyancing (E-Conveyancing) Initiatives;

  • Conveyancing and the Planning Laws: Avoiding Pitfalls;

  • The Property Auction: Safeguards for Buying and Selling Under-The-Hammer;

  • Vacant Property Sale: Pointers for Sellers and Buyers;

  • Property Sale: Influencing Factors;

  • Property Open Evenings: Pertinent Factors For Buyers and Sellers.

 

 

Module 3

Mortgage Strategy in Real Estate Management

 

  • Basic Concepts and Legal Regulation;

  • Factors Defining the Characteristics of Mortgage;

  • Mortgage Lenders;

  • Mortgage Quotes;

  • Standard or Conforming Mortgages;

  • Fixed Mortgage;

  • Subprime Mortgages;

  • Subprime Mortgage Crisis;

  • Freddie Mac and Fannie Mae Example;

  • Reverse Mortgage;

  • Self-certified Mortgage;

  • Second Mortgage;

  • Graduated Payment Mortgage Loan;

  • Balloon Payment Mortgage;

  • Wraparound Mortgage;

  • Biweekly Mortgage;

  • Shared Appreciation Mortgage;

  • Flexible Mortgage;

  • Offset Mortgage;

  • Endowment Mortgage;

  • Commercial Mortgage;

  • Participation Mortgage;

  • Subprime Mortgage Loan;

  • Buy To Let Mortgage;

  • Right To Buy Mortgage;

  • Let and Buy Mortgage;

  • Adverse Credit Mortgage;

  • Non-status Mortgage;

  • Deferred Interest Mortgage;

  • Foreign Currency Mortgage;

  • Mortgage Refinanced;

  • Basic Types of Amortised Loan;

  • Mortgage Repayment Structures:

  • Capital and Interest;

  • Interest Only Mortgages;

  • No Capital or Interest;

  • Interest and Partial Capital.

  • Types of Interest Rate:

  • Variable Rate;

  • Standard Variable Rate;

  • Tracker Rate;

  • Fixed Rate;

  • Discount Rate;

  • Capped Rate.

  • Mortgage Against Life Policies: Traditional Endowment;

  • Mortgage against Annuity;

  • Calculating Repayments;

  • Mortgage Underwriting;

  • Mortgage Insurance;

  • Mortgage Instruments;

  • Mortgage Comparison.

 

 

Module 4

The Legal Parameter of Real Estate Management

 

  • International Competition Laws;

  • Country Specific Competition Laws;

  • International Planning and Developmental Regulations;

  • Disclosures Requirements (Country Specific Truth and Lending Act);

  • The Law of Contract in Real Estate Management ;

  • Contract in Restraints of Trade;

  • Tax in Real Estate Context (United Kingdom):

  • Tax on Rental Income;

  • Capital Gains Tax (CGT);

  • VAT;

  • Stamp Duty;

  • Municipal/Local Tax.

  • Urban Planning Law:

  • Urban Planning, Defined;

  • Functions of Law on Urban Plan.

  • Work Relating to Urban Plan.

 

 

Module 5

Real Estate Managing Agency and Associated Health and Safety Issues

 

M5. Part 1: Real Estate Managing Agency

 

  • Property Management Agents;

  • Functions of Property Management Agency;

  • Managing Condominiums, Apartment, Flats, or Maisonettes: Operational Issues;

  • Commercial Property Management;

  • Apartment Property Management;

  • Residential Property Management;

  • Professionals of Residential Property Management;

  • Managing Hotels and Guest Houses;

  • Rental Property Management;

  • Duties of Real Estate Broker Manager;

  • Real Estate Office Management Tips;

  • Guidelines for Real Estate Project Management;

  • ‘Waterproofing’ Contracts;

  • Agent – Tenant Relation;

  • Following Market Rates;

  • Property Maintenance;

  • Dealing with Emergencies;

  • Documentation and Property Management Associates.

 

 

M5. Part 2: Health and Safety Issues

 

  • Why Health and Safety at Work?;

  • Moral Value for Health and Safety at Work;

  • Economic Value for Health and Safety at Work;

  • Individual  Responsibility for Health and Safety in the Real Estate Environment;

  • Corporate Responsibility for Health and Safety in the Real Estate Environment;

  • Health and Safety Standards;

  • Exemplifying Health and Safety At Work Act 1974 (UK);

  • The Role of the Health and Safety Executive (HSE);

  • Legal Liability for Health and Safety at Work;

  • The notion of corporate manslaughter;

  • Risks Faced by Real Estate Agents;

  • Statutory Requirements for Health and safety at Work;

  • Roles and Responsibilities of Property Managers;

  • Learning from Past Catastrophes: How To Safely Conduct Property Viewings.

 

 

 

Module 6

Financial Risk Management (1)

 

M6. Part 1: 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.

 

M6. Part 2: 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.

 

M6. Part 3: 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.

 

M6. Part 4: Financial Exposure as Risk

 

  • Economic Exposure;

  • Transaction Exposure;

  • Translation Exposure;

  • Calculating Risk in Financial Exposure.

 

M6. Part 5: Risk Management: A Conceptual and Statistical Meta-Analysis

 

  • Conducting A Risk Assessment;

  • Managing Risk with Forward Contracts;

  • Financial methods of measuring Risk;

  • Quantifying financial risks;

  • Some Qualitative Approaches To Financial Risk Assessment;

  • Managing The Interest Rate Derivatives Market ;

  • Managing equity risk;

  • Identifying and measuring Currency Risk;

  • Managing Financial Exposure Risk;

  • Managing currency Risk;

  • Sensitivity Analysis As Risk Management;

  • Managing Risk with SWAPS;

  • Statistical Analysis as a Risk Management Instrument;

  • Interpreting Statistical Data ;

  • Mean and Statistical Mean;

  • Probability and Normal Distribution;

  • Calculating statistics from actual data ;

  • Understanding Statistical Significance;

  • Making Sense of Chi-squared Distribution;

  • Using PESTEL as a Tool towards Risk Management.

 

 

Module 7

Corporate Governance: Principles and Practice

 

 

M7. Part 1: Functions of Management: An Introduction

 

  • 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.

 

M7. Part 2: Key Principles of Corporate Governance

 

  • 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.

 

M7. Part 3: The Business Plan: A Guide to Entrepreneurs and Investors

 

  • The Business Plan: A Guide To Entrepreneurs and Investors;

  • 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.

  

M7. Part 4: Internal and External Organisational Analysis

 

  • Organisation: A Definition;

  • Organisational typologies;

  • Social Organisations;

  • Business and Non-business organisations: A Distinction;

  • Organisational Objectives;

  • Social Objectives;

  • Business Objectives;

  • The objective hierarchy;

  • Tasks;

  • Division Of Work/Labour;

  • Delegation;

  • Responsibility;

  • Accountability;

  • Internal Organisational Accountability;

  • External Organisational Accountability;

  • Accountability to owners/sponsors;

  • Accountability to clients/users/customers;

  • Accountability to Creditors;

  • Accountability to Sector or Industry;

  • Accountability to the State;

  • Authority;

  • The first facet of authority relates;

  • The second facet of authority relates;

  • Traditional authority;

  • Legitimate authority;

  • Professional authority;

  • Power;

  • Organisational power sources;

  • Organisational Power centres.

 

M7. Part 5: Company Formation and Legal Status: Important Corporate Issues

 

  • Company Formation and Legal Status: Important Corporate Issues;

  • Company legal status categorisation;

  • Factors associated with a choice of legal status of a company;

  • Issues in favour of and mitigating against particular legal status;

  • Legal requirement for company formation;

  • Company legal status and reporting requirement;

  • Company legal status and accounting requirement;

  • Company legal status and accounting reporting;

  • International trade and legal requirement;

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

 

 

Module 8

Real Estate Sales and Marketing

 

M8 - Part 1: Marketing: Creating and Capturing Customer Value

 

  • Defining and Deconstructing Marketing;

  • Understanding the Marketplace and Customer Needs;

  • Designing a Customer-Driven Marketing Strategy;

  • Preparing an Integrated Marketing Plan and Program;

  • Building Customer Relationships;

  • Capturing Value from Customers;

  • The Changing Marketing Landscape.

 

 

M8 - Part 2: Company and Marketing Strategy: Partnering to Build Customer Relationships

 

  • Companywide Strategic Planning: Defining Marketing’s Role;

  • Designing the Business Portfolio;

  • Planning Marketing: Partnering to Build Customer;

  • Relationships;

  • Marketing Strategy and the Marketing Mix;

  • Managing the Marketing Effort;

  • Measuring and Managing Return on Marketing Investment.

 

 

M8 - Part 3: Analysing the Marketing Environment

 

  • The Company’s Microenvironment;

  • The Company’s Macro-environment;

  • Demographic Environment;

  • Economic Environment;

  • Natural Environment;

  • Technological Environment;

  • Political and Social Environment;

  • Cultural Environment;

  • Responding to the Marketing Environment.

 

M8 - Part 4: Managing Marketing Information to Gain Customer Insights

 

  • Marketing Information and Customer Insights;

  • Assessing Marketing Information Needs;

  • Developing Marketing Information;

  • Marketing Research;

  • Analyzing and Using Marketing Information;

  • Other Marketing Information Considerations.

 

M8 - Part 5: The International Marketplace

 

  • International Markets VS Global Markets;

  • Why International Markets?

  • Characteristics of the International Market;

  • Factors Affecting Internationalization Decision;

  • Deciding Which Markets to Enter;

  • Choosing the International Segment to Infiltrate;

  • Operational Organisation for International Marketing and Sales.

 

M8 - Part 6: Contextualising Strengths and Weaknesses (SW), and their Organisational Implications for Real Estate Business Operation

 

  • Conducting a Business or Organisation’s Internal Analysis: Determining Its Strengths and Weaknesses (SW);

  • Assessing Business or Organisational Strengths;

  • Determining the Business m or Organisation’s Weaknesses;

  • Eliminating Business and Organisational Weaknesses or Conceding ‘Exposure’ Avoidance?;

  • Aligning Business or Organisational Strengths with Its Strategic and Operational Plans.

 

M8 - Part 7: Strategic Operational Review: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors (1)

Constituents and Importance of Strategic Operational Review

 

  • Political Context:

  • Bilateral Trade Agreements;

  • Multilateral Agreements;

  • Employment Tribunal Rulings;

  • Wage Regulations;

  • Equality and anti-discriminatory Act;

  • Disability Rights Act;

  • Equal Opportunity Act;

  • Sex Discrimination Act;

  • Sex Discrimination or Related Act;

  • Gender Reassignment or Similar Act;

  • Other Employment Related Acts.

 

M8 - Part 8: Strategic Operational Review: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors (2)

 

  • Economic Context:

  • Economic Exposure;

  • Transaction Exposure;

  • Translation Exposure;

  • Economic Exposure;

  • Rulings by Regulatory Authorities;

  • Investment Boards;

  • Competition Commission;

  • Trading Regulation;

  • Foreign Exchange;

  • Interest Rates;

  • Availability of Funding.

 

M8 - Part 9: Review of Real Estate Business: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors (1)

 

  • Social Context:

  • General Social Context;

  • Urban-Suburban Preference;

  • Social Mobility;

  • Geographic Mobility;

  • Skills Levels;

  • Demographic Factors;

  • Age Range of Population;

  • Gender Mix of Population;

  • Ethnic Mix;

  • Vogue;

  • Behavioural Patterns;

  • Changing Expectations;

  • FADS; and

  • Social/Environmental Sensitivity.

 

M8 - Part 10: Review of Real Estate Business: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors (2)

  • Technological Context:

  • E-Commerce its impact on Client/ Customer Relationship Management (CRM);

  • Development and use of technology;

  • Affordability of technology;

  • Web-based recruitment;

  • E-Selection;

  • Web-based selection;

  • Video-conferencing;

  • Web-conferencing.

  • Environmental Context:

  • Internal Environmental Issues;

  • External Environmental Factors;

  • Competitive Forces;

  • Consumer Influence and Power;

  • Supplier Monopoly;

  • Duopolistic Market Domination;

  • Infrastructural Challenges;

  • Demand for Corporate Social Investment;

  • Strategy Implementation vs Ethical Concerns;

  • Social and Business Objectives: Compatibility or Spinoffs?

 

 

M8 - Part 11: Review of Real Estate Business: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors (3)

 

  • Legal Context:

  • Competition Rules;

  • Integration Rules;

  • Employment Law;

  • Indigenisation Rules;

  • Trading Rules;

  • Import and Export Laws;

  • Bilateral Trade Agreements;

  • Multilateral Agreements

  • Employment Tribunal Rulings

  • Wage Regulations;

  • Equality and anti-discriminatory acts – e.g.

  • Disability Rights Act

  • Equal opportunity Act

  • Sex Discrimination Act

  • Sex Discrimination Reassignment;

  • Other Employment Related Acts.

 

M8 - Part 12: Real Estate Business and Organisational External Analysis: Understanding the Threats Posed, and Opportunities Presented, by Prevailing or Anticipated PESTEL Factors (1)

 

  • Focus of External Environmental Analysis: Opportunities and Threats (OT);

  • Contextualising Environmental Threats in the PESTEL; 

  • Assessing Political Threats:

  • Bilateral Trade Agreements;

  • Multilateral Agreements;

  • Employment Tribunal Rulings;

  • Wage Regulations;

  • Equality and anti-discriminatory acts – e.g.

  • Disability Rights Act;

  • Equal opportunity Act;

  • Sex Discrimination Act;

  • Sex Discrimination Reassignment;

  • Other Employment Related Acts.

  • Determining Economic Threats:

  • Economic Exposure;

  • Transaction Exposure;

  • Translation Exposure;

  • Economic Exposure;

  • Rulings by Regulatory Authorities;

  • Investment Boards;

  • Competition Commission;

  • Trading Regulation;

  • Foreign Exchange;

  • Interest Rates;

  • Availability of Funding.

 

M8 - Part 13: Real Estate Business and Organisational External Analysis: Understanding the Threats Posed, and Opportunities Presented, by Prevailing or Anticipated PESTEL Factors (2)

 

  • Sorting Social Threats:

  • General Social Context;

  • Urban-Suburban Preference;

  • Demographic Factors, e.g.

  • Age Range of Population;

  • Gender Mix of Population;

  • Ethnic Mix;

  • Social Mobility;

  • Geographic Mobility;

  • Skills Levels;

  • Vogue;

  • Behavioural Patterns;

  • Changing Expectations;

  • FADS; and

  • Social/Environmental Sensitivity.

  • Analysing Technological Threats;

  • E-Commerce its impact on Client/ Customer Relationship Management (CRM);

  • Development and use of technology;

  • Affordability of technology;

  • Web-based recruitment;

  • E-Selection;

  • Web-based selection;

  • Video-conferencing;

  • Web-conferencing.

 

 

M8 - Part 14: Real Estate Business and Organisational External Analysis: Understanding the Threats Posed, and Opportunities Presented, by Prevailing or Anticipated PESTEL Factors (3)

 

  • Environmental Threats:

  • Internal Environmental Issues;

  • External Environmental Factors;

  • Competitive Forces;

  • Consumer Influence and Power;

  • Supplier Monopoly;

  • Duopolistic Market Domination;

  • Infrastructural Challenges;

  • Demand for Corporate Social Investment;

  • Strategy Implementation vs Ethical Concerns;

  • Social and Business Objectives: Compatibility or Spinoffs?

 

 

M8 - Part 15: Real Estate Business and Organisational External Analysis: Understanding the Threats Posed, and Opportunities Presented, by Prevailing or Anticipated PESTEL Factors (4)

 

  • Legal Threats

  • Competition Rules;

  • Integration Rules;

  • Employment Law;

  • Indigenisation Rules;

  • Trading Rules;

  • Import and Export Laws;

  • Bilateral Trade Agreements;

  • Multilateral Agreements

  • Employment Tribunal Rulings

  • Wage Regulations;

  • Equality and Anti-Discriminatory Acts;

  • Disability Rights Act;

  • Equal opportunity Act;

  • Sex Discrimination Act;

  • Sex Discrimination Reassignment;

  • Other Employment Related Acts.

  • Acceding to, or Circumventing, PESTEL Threats.

 

 

M8 - Part 16: Advertising and the Communication Process

 

  • Communicating with the Consumer;

  • Communication Barriers;

  • Advertising;

  • Attracting Sellers and Buyers through Advertisement:

  • Enhancing Your Agency's Image;

  • Exposure in the Marketplace;

  • Educating the Public;

  • Satisfying the Seller.

  • Types of Advertising;

  • Classified Advertising;

  • Effective Advertisement Techniques:

  • Monitoring Advertisement Results;

  • Advertisement Location;

  • Concise Wording;

  • Conveying the Right Image;

  • Reverse Advertising.

  • General Guidelines for Advertisement Writing;

  • Other Effective Media for Communication.

 Programme Number 017 - Comprehensive Real Estate Management, Leading to Postgraduate Diploma in Real Estate Management, Click to download the PDF brochure for this Programme.

 

 

 

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