Corporate Governance, Financial Risk Management

Mon Oct 19 2020 at 09:00 am to 04:30 pm
London, United Kingdom

London, United Kingdom

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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; promotes public events for free and helps event organizers connect with nonprofits to attract more participants like you.

Additionally, the iCause Global Foundation enables good people to fund great causes around the world. Together, our impacts are limitless!

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