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MSc Real Estate Management Seminar or Course London UK - MSc in Real Estate Management - Comprehensive Real Estate Management, Leading To MSc in Real Estate Management and HRODC Postgraduate Diploma In Real Estate Management. MSc in Real Estate Management Course includes Real Estate Management: An Introduction, Real Estate Management In Depressed Economies, Real Estate Management In Expanding Economies, The International Money Market, Financial Analysis, Foreclosures of Repossessions, Structural Surveys, Commercial Property Valuation, Private Property Valuation, Property Inspection, Property Marketing, Conveyancing Practices: An International Perspective, Local Searches and Local Regulations, National Property Registry, Property Registration: A Comparative International Convention, Lease-Hold and Free-Hold Properties: Advantages and Disadvantages To Purchasers, Who are Your Clients?: The Estate Agent and Seller-Buyer Relation. 62-Day Modular Intensive MSc Real Estate Management Cours This intensive Real Estate Management Course consists of 4 Double-modules. It covers Semester 1 of the full-time version of the course. It leads to the Postgraduate Diploma in Comprehensive Real Estate Management, in the first instance. The compulsory research methodology course (Course #7) must be taken before proceeding to the Dissertation stage. This course can be completed on-line or by short course. A 15,000 – 20,000 words supervised and externally assessed Dissertation is required (please see postgraduate regulation).
Real Estate Management: An Introduction PROGRAMME OUTLINE Week 1
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
Week 2 HRM: People Management Issues in a Real Estate Management Context
Internal Organisational Accountability Organisational External Accountability Organisational Structure: An Introduction Line and Staff Relationship Authority and Power: A Distinction Recruitment and Selection: An Introduction Minimising Time, and Maximising Objectives in Meetings Motivating Workers: A Practical Illustration An Introduction to Organisational Development The Development of HRM. Personnel and HRM: A Distinction The Advent of Welfare Management The Role of Rowntree in Industrial Welfare Development Welfare Workers and Recruitment and Selection The Development of Professional Personnel and Human Resource Management. Concerns of Personnel Management: Recruitment and Selection Workers’ Welfare and Benefits Industrial Relations Staff Appraisal Training The strategic significance of Human Resource Management. Concerns of Human Resource Management: Recruitment Selection Motivation Human Resource Planning
Workforce Management Strategy E.g. Workforce Flexibility Flexible Working Strategy The Rationale for Human Resource Planning (HRP) The Link between HRP and corporate planning The Investigation and Forecasting Processes-Understanding Contextual Influences Designing, Implementing and Reviewing the Effectiveness of HRP Career Management: Career Development, Management and Succession Planning Management Succession Charts The Psychological Contract and The Impact On Employee Retention Assessing the Nature and Causes of Performance Problems Managing Poor Performance Managing Absence Dealing With Harassment Evaluating the Mechanisms Available for Preventing or Alleviating Poor Performance Staff Turnover and Its Negative and Positive Impact on the Organisation Levels of Individual Commitment of Potential and New Recruits Moral Commitment Remunerative Commitment Calculative Commitment Recruitment and Selection as a Resourcing Activity Training, Education, Development as Facilities For New Recruits The Importance of Human resource Forecasts Methods of Forecasting Human Resource Needs of the Organisation
Strategic Operational Review’ (SOR) as Prerequisite for Human Resource Forecasting The legal bases of Recruitment and Selection Importance of Human Resource Audit Conducting Human Resource Audit Periodic and Exit Interviews Systematic Recruitment and Selection Process Conducting Job Analysis Designing Job Description Designing Personnel Specification Market Targeting Designing and Placing Advertisement. Weighting and Using Candidate Assessment Form (CAF) Non-conventional Personnel Selection The Value of and Problems of e-recruitment Short-listing Candidates The Different Types and Levels of E-Recruitment Conducting Selection Interviews Job Design and The Law The Value of Staff Induction Organising an Induction Programme Running an induction Programme Conducting Periodic Interviews Conducting Exit Interviews Directing or Leading. The Concept of Motivation Theories of Motivation
Content Theories & Some of Their Contributors Maslow’s Hierarchy of Needs Analysis of Maslow’s Claims McClelland's Studies Taylor: Money & Motivation Motivator-Hygiene Factor: Hertzberg’s Contribution Process Theories Equity Theory Goal-Setting Theory Expectancy Theory Equitable Reward Systems Reinforcement Theories Reinforcement Theory Motivation & Contingency Theory Designing an Effective Motivation Strategy The collectivist Vs the individualist perspective of motivation Common Trends in Motivation theories Intrinsic and Extrinsic Values of Motivation Motivation and Worker Behaviour The Extent to Which Salary or Wages Inducement Motivate Workers Performance Related Pay (PRP) Productivity Bonuses Efficiency Gains Profit Share The Contingency Approach to Motivation Social Differentiation in Motivation Culture Differentiation In Motivation Wealth as a Factor in Motivation Class as an Issue in Motivation Individual Expectation and Motivation Individual Preferences as a Motivating Factor
Week 3 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
Week 4 Mortgage Strategy in Real Estate Management: Mortgage Repayment Decision
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
Week 5 Financial Management, Risk and Financial Risk Management in Real Estate Management Risk: A Working Hypothesis Defining Risk – Generally Financial Risk: A Plausible Definition Financial Risk in an Organisational Setting Financial Risk and ‘Market Dynamics’ Liquidity Risk Operating Risk Fraud Risk Settlement Risk Corporate Strategy and Risk Management The Currency Derivatives Market Financial Risk and Unpredictability: Uncontrollable Environmental Issues Asset Behaviour and Pricing Implications Credit and Counterparty Risk The Legal and Political Risk Environments Risk as an Economic Factor Technological Risk Factor Risk associated with Socio-Cultural Change
Financial Risk Setting: A Meta-Analytical Exploration Risk in Financial Institutions Banking Risk Risk and the Currency Market
Risk and the Equity Market Futures Market Risk Financial Exposure As Risk Economic Exposure Transaction Exposure Translation Exposure Calculating Risk in Financial Exposure Risk Management: A Conceptual and Statistical 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 MeanProbability and Normal Distribution Calculating statistics from actual data Understanding Statistical Significance Using PESTEL as a Tool towards Risk Management Calculating Equity in Estate Management Calculating Rate of Return on Investment The Business Plan The Role of Venture Capitalists in Real Estate Management: Attracting the Investment of Angels Making Property Investment Decisions: Calculating Rates of Return on Equity
Week 6 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
Week 7 Legal Entities of Real Estate Management
Functions of Management: An Introduction Content, Concepts and Issues Profiling Managers at different organisational levels Planning The Planning Hierarchy Difference Between Strategic, Tactical and Operational Plans Standing Plan Organising Organisational Structure and Design Effective organising Division of Work Departmentalising Establishing Vertical and horizontal relationships and formal communication channels Establishing the mechanism whereby the organisational activities can be co-ordinated Desirable level of specialisation Level of worker autonomy and managerial control. Levels of Managerial Control & Worker Autonomy Span Of Management/Control or Span of Management Degree of decision-making and operational centralisation or decentralisation Tall or Flat Structure Directing/Leading Co-ordinating Mutual adjustment - with informal communication Direct supervision Standardisation of work Process Standardisation of input - skills, knowledge and attitudes Standardisation of output Controlling The Management of Quality.
Key Principles of Corporate Governance Objectives At the conclusion of the specified learning and development activities included in this course, delegates will be able to: Define corporate governance in relation to thevprocesses, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled. Relate corporate governance to the relationships that persists between internal and external stakeholders, particularly in relation to the establishment of organisational goals and objectives Demonstrate a heightened understanding of the organisation’s responsibility and accountability to its shareholders as primary stakeholders Exhibit a heightened awareness of the organisation’s accountability to its Board of Directors Accurately locate an organisation’s management and workers within the ‘internal-external-stakeholder-spectrum’ Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration Demonstrate an understanding of the difference that exists between ordanary and preference shares Assess the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors Explain the order in which the proceeds of a company’s assets will be distributed among its creditors, in the event of it falling into ‘Receivership’ Exhibit an understanding of what constitutes the rights and equitable treatment of shareholders Explain how the interests of secondary stakeholders can be preserved Outline the roles and responsibilities of the Board of Directors Outline salient steps that can be taken to preserve an organisation’s integrity Establish the array of issues that are enshrined in a company’s ethical behaviour Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence
Key Principles of Corporate Governance Contents, Concepts and Issues Defining corporate governance Exploring corporate governance and the relationships between internal and external stakeholders The organisation’s responsibility and accountability to its shareholders The organisation’s accountability to its Board of Directors Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’ The difference between ordinary and preference shareholders Distinguishing between winding up or insolvency, Bankruptcy, Receivership, and Administration Assessing the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors Rules for distributing the proceeds of a company’s assets in ‘Receivership’ Rights and equitable treatment of shareholders: Interests of other stakeholders Recognising the organisation’s legal obligations to all legitimate stakeholders. Role and responsibilities of the board Integrity and ethical behaviour: Disclosure and transparency:
The Business Plan: A Guide to Entrepreneurs and Investors Objectives: At the conclusion of the specified learning and development activities included in this course, delegates will be able to: Construct a business plan that will be attractive to investors and fund managers; Illustrate how a well constructed Business Plan might be used to Attract Investors and ‘Fund Holders’; Explain why particular ‘aspects’ should be included in the Business Plan, to enhance its effectiveness; Provide guidance to entrepreneurs on how to adapt a business plan to meet changing circumstances, without losing its focus; Provide ‘contingencies’ based on differing business scenarios.
The Business Plan: A Guide to Entrepreneurs and Investors Course Content, Concepts and Issues
The Business Plan: A Guide To Entrepreneurs and Investors The Business Plan as A Guide to the Entrepreneur Using the Business Plan to Attract Investors and ‘Fund Holders’ What Should Be Included in the Business Plan Tweaking The Business Plan Without Losing the ‘Focus’ Establishing Contingency: The Most Unlikely Scenario
Internal and External Organisational Analysis Objectives: At the conclusion of the specified learning and development activities included in this course, delegates will be able to: Propose varying definitions of an organisation Demonstrate an understanding of the bases of organisational typologies Define, with examples, social organisations Distinguish between business and non-business organisations Define objectives, generally Distinguish between primary and secondary objectives Distinguish between business objectives and social objectives Exhibit the extent to which social objectives enhance business objectives Demonstrate an understanding of the objective hierarchy Demonstrate their understanding of the relationship between organisational tasks and objectives Explore the bases for ‘division of work/ labour’ in organisations and their relation to organisational effectiveness View the process of delegation in relation to ‘leasing’ Outline the value of delegation to the ‘delegate’ Highlight the developmental opportunities that delegation provides for subordinates Exhibit a heightened knowledge of the support that managers should provide to ‘delegatees’, to enhance the performance of their roles Provide advice to managers on the extent to which delegation should relate to the ‘informal management succession’ Explain the degree to which a formal management succession chart can enhance the effectiveness of the process of delegation Outline the importance of individual readiness in the success of the delegation process Suggest effective means by which internal promotion should be handled Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organisations Provide a working definition of accountability Explain the issue of accountability, in relation to the organisational hierarchy Distinguish between internal and external organisational accountability Define accountability in relation to the control and allocation of resources, internally and externally Address the extent to which external organisational accountability affect internal organisational dynamics Explain the way in which the organisation is accountable to its owners (partners, shareholders) or sponsors and the negative implications that they can yield if their expectations are not met Exhibit a heightened understanding of the ways in which the organisation is accountable to its clients/users and customers, their expectations, and the effort the organisation can make to meet their expectations, so as to avoid negative consequences of any deficiency Provide the rationale for the organisation’s accountability to its creditors, their expectations, possible negative consequences for non-compliance, and the steps that a company should take to adhere to them Provide real examples of the relationship that an organisation has with its sector or industry, the requirements to adhere to codes of practice and the ‘business case’ for their adherence to established expectations Explain the different statutory agencies to which an organisation is accountable, providing advice regarding how the organisation can benefit from co-operating with them, in relation to their requirement and expectations Define authority generally but also with specific relation to superior-subordinate relationship Expound the facet of authority, providing practical examples Explain how the second facet of authority might be enhanced and the responsibility that managers have to their subordinates, in relation to their organisational positions and roles Explain traditional authority and how it translates to organisational relationships Demonstrate their understanding of legitimate authority and how managers can provide help to their subordinates, in this regard Offer advice to managers regarding the aversion or reduction of conflict the ‘Legal-Professional Authority’ mix pose, so as to enhance organisational effectiveness Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation Identify sources of power in organisation and their implications for effective management and organisational control Exhibit an understanding of the different power centres that exist in an organisation and, their legitimacy and effect on organisational stability and flexibility to respond effectively to a crisis Illustrate the symbiotic relationship between power and authority, in relation to ‘managerial leaders’ in the performance of their organisational roles.
Internal and External Organisational Analysis Contents, Concepts and Issues Organisation: A Definition Organisational typologies Social Organisations Business and Non-business organisations: A Distinction Organisational Objectives Social Objectives Business Objectives The objective hierarchy Tasks Division of Work/Labour Delegation Responsibility Accountability
Internal Organisational Accountability External Organisational Accountability Accountability to owners/sponsors Accountability to clients/users/customers Accountability to Creditors Accountability to Sector or Industry Accountability to the State Authority The first facet of authority relates The second facet of authority relates Traditional authority Legitimate authority Professional authority Power Organisational power sources Organisational Power centres Company Formation and Legal Status: Important Corporate Issues Objectives: At the conclusion of the specified learning and development activities included in this course, delegates will be able to: Determine the most appropriate legal form for particular entrepreneurial setting; Illustrate the problems and benefits of different legal form of companies; List the pertinent factors that are associated with a choice of legal status of a company; Outline the legal requirement for company formation, as it pertains to their particular country; Indicate, accurately, the statutory reporting requirements of a company, based on its legal status and in relation to their specific country; Suggest the general statutory accounting requirement of a company in their country and the factors that determine these requirements; Demonstrate the relationship between a company’s legal status and its accounting reporting requirement, and the rationale on which this demand is based; Indicate the legal requirement associated with International Trade in their own country; Address the implications of National, Regional and International Embargo on Import and Export and Service Dispensation.
Contents, Concepts and Issues
Company Formation and Legal Status: Important Corporate Issues Company legal status categorisation Factors associated with a choice of legal status of a company Issues in favour of and mitigating against particular legal status Legal requirement for company formation Company legal status and reporting requirement Company legal status and accounting requirement Company legal status and accounting reporting International trade and legal requirement Import and Export VS National, Regional and International Embargo International Trade and Legal Requirement The Sole Trader: Funding and Legal Requirements Partnerships: Funding and Legal Requirements Incorporated Companies: Funding and Legal Requirements Public Companies: Funding and Legal Requirements Listed Companies: Funding and Legal Requirements
Week 8 Health and Safety in Real Estate Management
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 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
Week 9 Conveyancing and Property Valuation Part 1
Conveyancing and Property Valuation: An Introduction Title as evidence of Property Ownership Conveyancing as the Transference of Legal Ownership Property Ownership Joint Tenancy Tenancy in Common Legal Bases of Inheritance Charge as a Basis for Assigning Property in Joint Tenancy Property Value Determination
Concepts Germane to Conveyancing Surveys Valuation Surveys Home Buyer’s Valuation and Survey Report Full Structural Surveys
Commercial Property Valuation Private Property Valuation Property Inspection Property Marketing Marketing Under-the-Line Marketing Above-the-Line
Property and the 4 ‘Ps’ in Marketing: Salient Issues Fundamental Distinction Between: Commercial Property Conveyancing and Residential Property Conveyancing
Post Conveyancing Conveyancer-Client Relationship Conveyancing Practices: An International Perspective Local Searches and Local Regulations National Property Registry Title Registration Property ‘Charge’ As a Declaration of Interest Primary and Secondary Charges Registering Charge on a Property Charge by Mortgager – as Primary Creditor Charge by Non-Mortgager Creditors Lease-Hold and Free-Hold Properties: Advantages and Disadvantages To Purchasers
Week 10 Conveyancing and Property Valuation Part 2
Who are Your Clients? Acting For the Seller Acting for the Buyer 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 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
Week 11 Client Care for Rear Estate Managers
Who is a ‘front-line staff’? Who has Customer/Client-Relation and Customer/Client-Relation Responsibility? Value of Front-Line Staff to Organisational Effectiveness Features of a Client-Driven Organisation Internal & External Factors Influencing Client Behaviour Client Motivation Responsibility of the service provider/ goods retailer, and manufacturer under The Supply of Goods and Services Act 1982 How Can We Assure Clients That They Are Getting a Good Deal? Working Towards Clients’ Continued Accessing of Service The ‘Sale of Goods Act’ Legal Interpretation of ‘Fitness For Purpose’ Sensitisation & Client Needs: Role Transposition What To Know About Your Clients Maintaining a Generalised Client Information System Dealing with Sensitive Situations: Confidentiality VS Disclosure Dealing with an Irate Client: Understanding Clients’ Frustration Improving Worker-Client Relation Dealing with ‘The Irate Customer/Client Communication: Perfecting ‘The Approach’ & Offering Assistance Contributing to the maintenance of customer/ client loyalty Empowering Front-line Staff to Redress ‘Dissatisfactory Client/ Customer Situations’ Seeking help and advice from colleagues and managers, when faced with difficult situations
Week 12 Client Care for Rear Estate Managers Part 2
Dealing with Conflict Between Client/Customer and Front-Line Staff The Responsibility of Service Provider/Goods Retailer Under the Sale and Supply of Goods to Consumers Regulations 2002 Client Service: The Legal Environment Obligations of the Service Provider under the ‘Sale of Goods Act 1979’ The Responsibility of Service Provider under the Sale and Supply of Goods to Consumers Regulations 2002 The Unfair Terms in Consumer Contract Regulations 1999 What Constitutes a ‘Non-binding’ Contract under The Unfair Terms in Consumer Contracts Regulations 1999 The Role of the Office of Fair Trading (OFT), in Dealing with Consumers’ Complaints under The Unfair Terms in Consumer Contracts Regulations 1999 The Powers of the Office of Fair Trading Under the Unfair Terms in Consumer Contract Regulations 1999s The Role of Trading Standards in Dealing with Consumer Complaint
Course Presenter Prof. Dr. R. B. Crawford PhD (London), MEd. M. (Bath), Adv. Dip. Ed. (Bristol), PGCIS (TVU), ITC (UWI), MSCOS Member of the Asian Academy of Management - MAAM, Member of the International Society of Gesture Studies - MISGS Member of the Academy of Management - MAOM, LESAN, Visiting Professor Polytechnic University of the Philippines – PUP
Course Duration: 62 Days Cost: £33,000.00 + V.A.T. (Tax) Per Delegate for UK Delivery £35,000.00 + V.A.T. (Tax) Per Delegate for Non-UK EU Delivery £35,000.00 for Non-EU Delivery (No VAT is Payable)
Cost includes: Continuous Servings of Tea/Coffee; Lunch; Seminar Guide; Seminar Supplement; Stationery HRODC Diploma - Postgraduate or Certificate of Attendance and Participation
Seminar runs from 9:30 to 4:30 pm. Registration is at 9:00 on Day 1 Location: Central London UK – Other International Locations at: http://www.hrodc.com/HRODC_Seminar_Schedule_06-07.International_Seminar_Schedule_UK_Seminars.htm
Click to Download the Mini-Schedule Comprehensive Real Estate Management - Intensive Full-Time
Schedule - Part 1: http://www.hrodc.com/HRODC_Seminar_Schedule_06-07.International_Seminar_Schedule_UK_Seminars.htm Schedule - Part 2: http://www.hrodc.com/London_Postgraduate_Courses_Postgraduate_Diploma_Postgraduate_Executive_MBA_Schedule_MBA_Diploma_London_UK.htm
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