Module Title

Course Content & Concepts

Objectives and Rationale

Duration

1. The Individual In A Dynamic Environment

·1 Individual Strengths and Weaknesses Analysis

 

·2 Work Pressure as a ‘Stressor’

 

·3 Dealing With Work Pressure

 

·4 Time Management and ‘Accounting Throughput’

 

·5 Pragmatic Assertiveness: Improving Your Ability To Question and Challenge

By the end of the specific learning activities delegates will be able to:

·1 develop an awareness for their own strengths and weaknesses

·2 Develop a strategy for maintaining their strengths while developing their weak areas.

·3 Determine factors within their work environments that are stressors

·4 Manage their workload in such a way that they reduce the negative effects of their associated stressor.

·5 Manage their time effectively, contributing to individual success and organisational improvement.

·6 Put forward their points without generating negative reaction from others

·7 Manage their interaction with colleagues and managers, in such a way that they get their desired results

2 days

2. Organisational Analysis An Internal View

·1 Definition of Organisation

·2 Organisational Objectives,

·3 The Collegium

·4 Organisational Tasks

·5 Division Of Work/Labour

·6 Delegation of Role, Task, Power, Authority in a project management and general organisational setting

·7 Responsibility for task performance in an organisation-wide context and project setting.

·8 Organisational Accountability: internal and External

·9 Internal accountability: Worker accountability to team managers and project leaders

·10 Authority

·11 Two facets of authority

·12 The second facet of authority

·13 Traditional authority

·14 Legitimate authority

·15 Professional authority

·16 Power

By the end of the specific learning activities delegates will be able to:

·1 Demonstrate an understanding of the organisation, as an entity, as opposed to other groups.

·2 Demonstrate an understanding of the different levels and types of organisations and objectives

·3 Formulate project objectives

·4 Demonstrate an understanding of the meaning of collegiality within a project management and general organisational setting

·5 Demonstrate an understanding of an organisation or its subsystem’s need to meet the expectations of the external environment

·6 Demonstrate an awareness of the consequences of failure to meet the organisations external accountability

·7 Demonstrate an understanding of the importance of delegation

·8 Demonstrate the competence in managing the delegation process effectively

1 Day

3. Organisational Analysis : A Strategic View

·1 External Organisational accountability

·2 Accountability to owners/sponsors

·3 Accountability to clients/users/customers

·4 Accountability to Creditors

·5 Accountability to Sector or Industry

·6 Accountability to the State – Government, generally; Regulatory Authorities (eg. Office of Fair Trading, Competition Commission, Trading Standards, Sector Regulators, City Regulators

By the end of the specific learning activities delegates will be able to:

·1 View external accountability as the expectations of the organisation by different agencies

·2 Demonstrate their understanding of the requirement of different external agents

·3 Assess the consequence to the organisation of its failure to meet the requirements of particular agencies

·4 Determine the ways in which an organisation might meet its varying accountability requirements.

1 day

4. Internal and External Organisational Analysis: A Strategic View

·7 Organisational Internal Analysis:

·8 Organisational Strengths and Weaknesses Analysis

·9 Organisational External Analysis: Opportunities and Threats Analysis

·10 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

·11 External Global Analysis; Local, National, Global Analyses of PEST Factors or LONGPEST Analysis

·12 Political, Economic, Social, Technological, European, Legal Analysis or PESTEL Analysis

By the end of the specific learning activities delegates will be able to:

·1 Assess the organisation’s strengths and weaknesses

·2 Determine the opportunities that are available to the organisation and how it might best take advantage of it

·3 Analyse the threats that the organisation faces and how they might be circumvented.

·4 Conduct an effective SWOT analysis, taking account of the political, economic, social, and technological factors into account

·5 Analyse their organisation using PEST, PESTEL and LONGPEST factors into account.

 

1 Day

5. Information Management: Data Gathering and Analysis

·13 Methods of Data Gathering

·14 Questionnaire, Interview and Scalar Checklist Design

·15 Information Gathering: Documentary Analysis, Conversation Analysis and Interviewing,

·16 Levels of Participant Observation

·17 The Complete Participant As Observer: Making ‘Detached Observations’

·18 Information Processing: Data Analysis and Interpretation

·19 Encouraging Lateral Thinking: Brainstorming, Forced Associations, Metaphors, Analogies

By the end of the specific learning activities delegates will be able to:

·1 Design a research project, taking account of important issues

·2 Choose sources of information appropriate for the type of research being conducted

·3 Assess the value of secondary sources of information as a prelude to the conduct of primary research

·4 Choose the methodology that best suits the type of investigation being conducted & appropriate to the research objectives

·5 Choose the most appropriate data elicitation techniques, in relation to the sampling frame, sampling unit, sample size & time span, among other factors.

·6 Advise others of the situations in which participant observation, conversation analysis, documentary analysis, focus groups, interviews & questionnaires, respectively, are appropriate.

·7 Design interviews & questionnaires that will elicit information appropriate to the research objectives

·8 Design structured & unstructured questions, determining the conditions under which they should be used

·9 Design questionnaires & interview schedules, with a mixture of open-ended & closed-ended questions, avoiding forced-choice in the latter

·10 Employ appropriate data analysis techniques, based on the type & volume of data available

·11 Use SPSS and, or, Excel software packages in analysing data

·12 Identifying ‘trends’ & ‘patterns’ in information, in an effort to arrive at conclusions

·13 Produce effective reports, adhering to conventional styles, presenting evidence from the data, & exploiting visual representations

·14 Make research proposals, taking pertinent factors into account

·15 Manage research projects, from inception to reporting

·16 Identify appropriate roles in research project management & produce realistic costing

·17 Design a research project that incorporates a high ethical standard

3 days

6. Project Totality: A Systems View of Project Management

PROJECT LIFE CYCLE

·1 Planning – conceptualisation, analysis, proposal, justification, agreement

·2 Doing – start-up, execution, completion, hand over

·3 Checking – review

·4 Acting – feedback

·5 Development of a Project Life Cycle, Project Brief and Proposal

·6 The Management of Change

·7 The Systems Approach to Project Management

·8 The requirements of successful Project Management

·9 Balancing Costs and Benefits

·10 Managing the Planning Process

·11 Critical Incident Analysis

·12 Project Control Mechanism

·13 The Value Chain: Adding Value To Processes, Products and Processes

·14 Project Decision-making

·15 Project Coordination: The 5 Bases of Co-ordination

·16 Developing a CATWOE Focus of project management

By the end of the specific learning activities delegates will be able to

·1 Determine and develop a project life cycle

·2 Determine the activities and problems associated with each stage of the project life cycle

·3 Be able to conduct an effective cost benefit analysis

·4 Determine the cost effectiveness of a project or a stage in its life cycle

·5 Demonstrate an understanding of the system’s approach to project management

·6 View project management in a holistic manner

·1 Draw on the concept of ‘equifinality’ in managing the different project stages

·2 Establish an effective planning mechanism that will facilitate effective project implementation

·3 Will determine the most effective control mechanism to employ in project management

·4 Solicit evaluate and communicate information effectively for the enhancement of project decision making

·5 Be aware of the five bases of coordination and determine which is appropriate for a particular situation

·1 Determine the factors, which contribute to workers’ resistance to change

·2 Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change

·3 Demonstrate their awareness of change management and human resource implications

·4 Distinguish between change strategies and approaches to change

·5 Illustrate the advantages and disadvantages of each strategy

·6 Manage latent and manifest resistance to change

·7 Determine the situations when a particular approach might be appropriate

·8 Determine the most effective ways of communicating change decisions to workers

·9 Illustrate the advantages and drawbacks of group involvement in decisions related to change

·10 Design measures, which will ensure change institutionalisation

·11 Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties

·6

4 days

7. Project Management: Approaches and Methodologies

· An introduction to Structured Systems Analysis and Design Method (SSADM)

· Feasibility Study

· Project Definition and Profile

· Deciding on analytical and Project Approach

· Analytical Toolkit

· Project methodologies – iterative through to Waterfall

· Joint Application Design (JAD)

· Process Re-Engineering

· RUP

· Rapid Application Development (RAD)

· Process Mapping/Modelling

· CASE

· Facilitation/Workshop

· Data Modelling

· Strategy

· Creativity Reviewing

· The bigger picture

· Objectivity

· Testing techniques

· Prototyping

· Cause and effect analysis

· Root cause analysis

·

By the end of the specific learning activities delegates will be able to:

·7 Determine the value of information in project methodology

·8 Demonstrate their understanding of different project methodologies, determining their benefits and pitfalls for particular types projects

·9 Determine the most appropriate methodology for individual situations

3 days

8. Motivating Workers in a project setting

·1 Directing Or Leading

·2 The Concept of Motivation

·3 Theories of Motivation

·4 Equitable Reward Systems

·5 Designing An Effective Motivation Strategy

·6 The collectivist Vs the individualist perspective of motivation

·7 Common trends in Motivation theories

·8

9 By the conclusion of the specific learning & development activities, delegates will be able to:

10 Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness

11 Distinguish between the different sets of motivation theories, notably content, process and reinforcement

12 Demonstrate their ability to translate motivation theory into practice

13 Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations

14 Demonstrate their ability to formulate a comprehensive motivation strategy

15 Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps

16 Formulate a workable motivation strategy

·17 Follows the common trends in the popular motivation theories.

·18 Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.

·19 Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.

·20 locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.

·21 Illustrate how the contingency approach to motivation might be applied to different situations.

·22 Indicate the part that training and development play in worker motivation.

·23 Manage the process of motivation, taking account of socio cultural and economic differences.

·24 Manage the motivation process, taking account of the differences in preferences and expectation of workers.

·25 Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’.

 

2 days

9. Organisational Design: Structuring and Restructuring Organisations 1

·1 An introduction to organisational design: Approaches to organisational design - classical, neo-classical and contingency approaches.

·2 Organisational structure: internal and external relationships. Vertical and horizontal relationships.

·3 Lines of authority and accountability. The functional structure.

·1 At the end of the specified learning activities, delegates will be able to:

·2 have an awareness of the fundamental issues associated with organisational design and their implications for effective organisational functioning;

·3 demonstrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors.

1 day

10. Organisational Design: Structuring and Restructuring Organisations 2

·1 The divisional structure and its internal relationships. Basis of divisionalisation. The divisional structure compared with the functional structure on the basis of communication, co-ordination, autonomy, control and flexibility.

·2 The organisation of the matrix structure Decision-making and communication patterns in functional, divisional and matrix structures compared.

·3 At the end of se specified learning activities, delegates will be able to demonstrate their appreciation and understanding of how organisations, and particularly managers, might control, modify or re-engineer their work environment through a study of management/leadership styles, control systems, organisational development and learning

 

1 day

11. REVIEW AND FINAL ASSESSMENT

·4

·5

1 day

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

MBA< MSc, MA - Executive MBA Courses – London UK - Executive Master of Business Administration (Executive MBA) – Postgraduate Courses Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Executive MBA or Executive Master of Business Administration, covering Organisation and Management: An Introduction  - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Delegates who have successfully completed the HRODC General Postgraduate Diploma, HRODC Specialist Postgraduate Diploma and HRODC Cumulative Postgraduate Diploma may proceed to register for the Postgraduate Degree (MBA, MA, MSc). HRODC Cumulative Postgraduate Diploma relates to a Diploma that is granted through the addition of courses taken at intervals over a 3-year period. This type of Postgraduate Diploma might include both General and Specialist groupings. The requirement incorporates the ‘180-Hour Rule’, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study. After the Postgraduate Diploma Stage, delegates might register for a Masters Degree (MA, MBA, MSc – as appropriate). They will then be required to study a research module – Course #7 and present an externally assessed Dissertation of 15,000 to 20,000 words. They will receive supervision from 2 research tutors and will submit to an Oral Examination of their Thesis. Specifics of the Regulation governing the HRODC Postgraduate Degrees – MBA, MA, MSc Programmes. On the successful completion of the HRODC Postgraduate Diploma, Delegates will receive the HRODC Postgraduate Diploma in their field of study and type attained (see below); Delegates might then register for the Masters Degree, based on one the 3 categories of Postgraduate Diploma described above and below and begin their preparation for the Masters Dissertation; Their registration will be guided by their assigned or chosen dissertation tutor; The Delegates’ choice of courses and category of Postgraduate Diploma will steer them towards the Postgraduate Degree of Master of Business Administration (MBA), Master of Arts (MA) and Master of Science (MSc); The specific Award Title of the Postgraduate Degree (MBA, MA, MSc) will be based on the defined specialism of their Postgraduate Diploma Study; Examples of Masters Degree Award Titles are: a. MSc in Advanced Oil and Gas Accounting; b. MSc in Accounting and Finance; c. MBA in Executive Management; d. MBA in Finance; e. MA in Human Resource Manement; f. MA in Information and Communication Management; g. MSc in Comprehensive Real Estate Management; h. MSc Human Resource Training and Development Management. Delegates’ choice of Dissertation area and topic must closely reflect their specialism and expected Award Title; The Postgraduate Degree Award Board, which will convene twice during each Academic year, will determine whether the rules have been complied with, in this regard, and will change a registered Award Title, to reflect the reality of programme choice; As part of Delegates’ preparation for their Dissertation, they will also need to study Course #7: Research Project: Design, Conduct & Report; The length of the Dissertation will be between 15,000 and 20,000 words. Higher or lower limits can only be accepted through special dispensation, tabled through their Dissertation Tutor; Delegates will be assigned one Main Dissertation Supervisor, for formal tuition, and a Dissertation Mentor, who will provide them with informal advice, in conjunction with their Main Dissertation Supervisor; Delegates’ Viva Voce, or Oral, Examination will be conducted within 3 months of the submission of their Dissertation; The Dissertation Examination will be conducted by an External and an Internal Examiner; The External Examiner will be drawn from a recognized University and will be an Academic in the Discipline, who is not otherwise associated with HRODC; The Internal Supervisor will be an HRODC Tutor, who is neither Delegates’ Main Dissertation Supervisor or their Dissertation Mentor; The submission date of a Masters Dissertation is expected to be within 12 calendar months of their initial registration for the Degree but can be extended, on application, to a period not exceeding 24 months; In the event that Delegates were not successful on the first attempt, they will be given the opportunity to make minor amendment to, or revise, their Dissertation, with the guidance of their Dissertation Supervisors. The maximum total submission and resubmission period should not exceed 36 calendar months from the date of first registration for a particular Masters Degree; Further details and general aspects of these regulations are contained in the document: Masters Degree - Dissertation Guidelines. *Note*: Please note that for each Postgraduate Diploma or Diploma – Postgraduate -Course, there are core and recommended Readings. These can be included in Delegates’ Invoice, on their request, which will enable them to receive them before the start of the course. Fundamentals of organisational analysis - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan;  The Functions of management: An Introduction- Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Delegating for organisational Effectiveness - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan;  Liberia, Nairobi, Kenya, Bahrain, Amman Jordan.