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Corporate Governance Financial Risk Management and Investor Relations

By: HRODC Postgraduate Training Institute

United Arab Emirates

14 Aug - 08 Sep, 2017  26 days

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GBP 20,000

This is a 20-day course. At the end of the course, you will receive a Diploma-Postgraduate in Corporate Governance, Financial Risk Management and Investor Relations (Quad Credit).

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

  • Define corporate governance in relation to the processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled.
  • Relate corporate governance to the relationships that persists between internal and external stakeholders, particularly in relation to the establishment of organisational goals and objectives;
  • Demonstrate a heightened understanding of the organisation’s responsibility and accountability to its shareholders as primary stakeholders;
  • Exhibit a heightened awareness of the organisation’s accountability to its Board of Directors;
  • Accurately locate an organisation’s management and workers within the ‘internal-external-stakeholder-spectrum’;
  • Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration;
  • Demonstrate an understanding of the difference that exists between ordinary and preference shares;
  • Assess the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors;
  • Explain the order in which the proceeds of a company’s assets will be distributed among its creditors, in the event of it falling into ‘Receivership’;
  • Exhibit an understanding of what constitutes the rights and equitable treatment of shareholders;
  • Explain how the interests of secondary stakeholders can be preserved;
  • Outline the roles and responsibilities of the Board of Directors;
  • Outline salient steps that can be taken to preserve an organisation’s integrity;
  • Establish the array of issues that are enshrined in a company’s ethical behaviour;
  • Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence;
  • 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;
  • 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;
  • 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.

Course Contents, Concepts and Issues

Part 1: Functions of Management: Salient 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.

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

Part 4: Internal and External Organisational Analysis

  • Organisational typologies;
  • Social Organisations;
  • Business and Non-business organisations: A Distinction;
  • Social Objectives;
  • Business Objectives;
  • The objective hierarchy;
  • 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.

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.

Part 6: Risk Management and Corporate Governance: An Introduction

  • Risk: A Working Hypothesis;
  • Defining Risk – Generally;
  • Financial Risk: A Plausible Definition;
  • Financial Risk in an Organisational Setting;
  • Financial Risk and ‘Market Dynamics’;
  • Liquidity Risk;
  • Operating Risk;
  • Fraud Risk;
  • Settlement Risk;
  • Corporate Strategy and Risk Management;
  • The Currency Derivatives Market;
  • Financial Risk and Unpredictability: Uncontrollable Environmental Issues;
  • Asset Behaviour and Pricing Implications;
  • Credit and Counterparty Risk;
  • The Legal and Political Risk Environments;
  • Risk as an Economic Factor;
  • Technological Risk Factor;
  • Risk associated with Socio-Cultural Change;
  • Financial Risk Settings: A Meta-Analytical Exploration;
  • Risk in Financial Institutions;
  • Banking Risk;
  • Risk and the Currency Market;
  • Risk and the Equity Market;
  • Futures Market Risk;
  • Financial Exposure as Risk: An Introduction;
  • Economic Exposure;
  • Transaction Exposure;
  • Translation Exposure;
  • Calculating Risk in Financial Exposure.

Part 7: Introduction to Investor Relations

  • What Is Investor Relations?;
  • The Investor Relations Officers;
  • The Investor Relations Staff;
  • The Investor Relations Funding.

Part 8: The Value Proposition

  • Concept of the Value Proposition;
  • Background Research;
  • How to Formulate Value Proposition;
  • Too Much Market Share, Problems;
  • Seasonality, Problems;
  • Communication of Risk Mitigation;
  • Effects of a Negative Reputation;
  • Communication of the Value Proposition;
  • The Link between Value Proposition and Corporate Strategy.

Part 9: Communication

  • The Press Release:
    • Its Importance;
    • Timing of announcements;
    • Regulating the amount of information;
    • ‘Use of Language’;
    • Knowing which side to pay;
    • Gaining maximum positive impact.
  • The Earnings Press Release;
  • The Annual Report;
  • The Fact Sheet;
  • Conference Presentations and Discussions;
  • Newspapers and Related Media;
  • Other Forms of Communication;
  • The Communication Review Process;
  • The Communications Calendar;
  • The Communications Mailing List;
  • Dealing with Negative News.

Part 10: The Earnings Call

  • Earnings Call Attendees;
  • Earnings Call Logistics;
  • Structure of the Earnings Call;
  • The Question and Answer Session;
  • Variations of Earnings Call;
  • Earnings Call Bad Behavior.

Part 11: Guidance

  • The Case for Guidance;
  • Guidance Strategy;
  • Communicating Guidance;
  • The Preannouncement;
  • Guidance Schedule;
  • Aggressive Guidance;
  • The Consensus Earnings Estimate;
  • No Guidance Issuance.

Part 12: The Forward-Looking Statement

  • The Safe Harbor;
  • The Cautionary Statement.

Part 13: The Sell Side and the Buy Side

  • The Sell Side:
    • The Analyst;
    • The Stockbroker;
    • The Investment Banker.
  • The Buy Side:
    • The Institutional Investor;
    • The Buy Side Analyst;
    • The Hedge Fund;
    • Sovereign Wealth Funds;
    • The Individual Investor;
    • The Foreign Investor;
    • Investment Clubs.

Part 14: Stock Exchange

  • The Big Bang: A move from the Stock Market to the Stock Exchange;
  • The Operation of Stock Exchanges;
  • Trading on the Stock Exchange;
  • Win or Lose on the stock Exchange;
  • Investors’ Place on the Stock Exchange.
Dubai, UAE Aug 14 - 08 Sep, 2017
GBP 20,000.00(The course cost does not include living accommodation. However, delegates are treated with the following: Continuous snacks throughout the Event Days; Hot Lunch on Event Days; City Tour; Hand-outs; Stationery. We offer very attractive discount for groups)
(Convert Currency)

+44 7736147507; +44 1902 763607; +44 2071935906

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