About being a director .
DIRECTOR ROLES & RESPONSIBILITIES
WHO SHOULD ATTEND TO THE FOLLOWING STUDY PROGRAM FOR SELF EDUCATION?
Directors and aspiring executive and non-executive directors whose of all companies, whether domestic or foreign-owned, or with foreign subsidiaries or joint ventures whether they are NGO’s, NPO’s or CBO.
The direction of organisations in the context of both privately and publicly owned companies encompasses a large amount of information you ultimately need to apply in practices too.
YOUR COURSE OBJECTIVES SHOULD BE TO KNOW THE FOLLOWING:
Participation in this course will provide you with:
· Knowledge of the law relating to directors liabilities and of the application of corporate governance to building an effective organisation
· A clear understanding of the concepts, principles and nature of the direction of organisations
· A clear understanding of the leadership and organizational issues involved in stakeholder management and performance delivery
· The basis of a review of professional competence and personal development as a director
COURSE CONTENT NEEDS TO INCLUDE:
· Directors Liabilities and Corporate Governance
o Legal basis of directors liabilities
o Corporate variety
o Corporate governance in public companies
o Corporate governance codes
o The governance of private companies and family business
· Corporate Accountability
o Ownership and shareholder management
o The shareholder agreements
o Relationships with venture capital
o Stakeholder accountability
o The wider governance debate
· Governance, Entrepreneurialism and Management
o Corporate governance in context
o Entrepreneurialism at the board
o Management for directors
· Director Competencies and Personal Development
o Logic and intuition at the board
o Competencies for direction
o Personal development planning
· Integrative case study
The International Director may need to know even more.
This is needed since implications for an international director of different legal and cultural systems may vary from region to region of the World.
Participation in a Internationally recognized course will provide you with:
· Knowledge of the basis of legal differences in company law in alternative jurisdictions
· A clear understanding of the role and responsibilities of foreign directors and overseas boards
· A clear understanding of how and why cultures vary and the consequences for board and business relationships
· The comparative basis of company law
o Comparing the basis of company law in the major jurisdictions
o Company law in emerging economies
o Procedures, practice, common problems and misunderstandings
· Corporate governance in different jurisdictions
o International comparative corporate governance
o Developments in the EU and the US (including Sarbanes Oxley overview)
o Role of the director, board structure and operation in different jurisdictions
· Cultural orientation
o Understanding cultural variation, socialisation, use of time and information
o How different cultures see each other
· Cross cultural leadership
o Culture and communication
o Leading across a cultural boundary
· Integrative case study
A practical workshop on the role and tasks of the non-executive director may be a good place to start your career.
OBJECTIVES may include.
Participation in this course will provide you with:
· Knowledge of the duties and liabilities of the non-executive director
· A clear understanding of the role and tasks of the non-executive director
· A clear understanding of the non-executive director’s relationships around the boardroom table
· A clear understanding of the work of the board and what and how to contribute to it
· Directors’ liabilities and corporate governance
o Legal basis of directors’ liabilities
o Corporate variety and corporate governance codes
o Corporate governance in public companies
o The governance of private companies and family businesses
o Variety in the role of the non-executive director
· The non-executive director and the board
o Board roles and relationships (Chairman, Finance Director, Executive and nonexecutive directors, advisors)
o Main boards, subsidiary boards and owner managed boards
o Board sub-committees (Audit Committee, Remuneration Committee)
o Boards in the public and social enterprise sectors
o Finding, appointment and removal of nonexecutive directors
· The work of the board
o Strategic thinking and setting policy
o Accountability and management oversight
o Decision making and dilemmas of the board
· Creating an effective board
o Process, procedure and rhythm at the board
o Managing policies and building the team
o Board appraisal and review
· Integrative case study
About being a director .
DIRECTOR ROLES & RESPONSIBILITIES
WHO SHOULD ATTEND TO THE FOLLOWING STUDY PROGRAM FOR SELF EDUCATION?
Directors and aspiring executive and non-executive directors whose of all companies, whether domestic or foreign-owned, or with foreign subsidiaries or joint ventures whether they are NGO’s, NPO’s or CBO.
The direction of organisations in the context of both privately and publicly owned companies encompasses a large amount of information you ultimately need to apply in practices too.
YOUR COURSE OBJECTIVES SHOULD BE TO KNOW THE FOLLOWING:
Participation in this course will provide you with:
· Knowledge of the law relating to directors liabilities and of the application of corporate governance to building an effective organisation
· A clear understanding of the concepts, principles and nature of the direction of organisations
· A clear understanding of the leadership and organisational issues involved in stakeholder management and performance delivery
· The basis of a review of professional competence and personal development as a director
COURSE CONTENT NEEDS TO INCLUDE:
· Directors Liabilities and Corporate Governance
o Legal basis of directors liabilities
o Corporate variety
o Corporate governance in public companies
o Corporate governance codes
o The governance of private companies and family business
· Corporate Accountability
o Ownership and shareholder management
o The shareholder agreements
o Relationships with venture capital
o Stakeholder accountability
o The wider governance debate
· Governance, Entrepreneurialism and Management
o Corporate governance in context
o Entrepreneurialism at the board
o Management for directors
· Director Competencies and Personal Development
o Logic and intuition at the board
o Competencies for direction
o Personal development planning
· Integrative case study
The International Director may need to know even more.
This is needed since implications for an international director of different legal and cultural systems may vary from region to region of the World.
Participation in a Internationally recognized course will provide you with:
· Knowledge of the basis of legal differences in company law in alternative jurisdictions
· A clear understanding of the role and responsibilities of foreign directors and overseas boards
· A clear understanding of how and why cultures vary and the consequences for board and business relationships
· The comparative basis of company law
o Comparing the basis of company law in the major jurisdictions
o Company law in emerging economies
o Procedures, practice, common problems and misunderstandings
· Corporate governance in different jurisdictions
o International comparative corporate governance
o Developments in the EU and the US (including Sarbanes Oxley overview)
o Role of the director, board structure and operation in different jurisdictions
· Cultural orientation
o Understanding cultural variation, socialisation, use of time and information
o How different cultures see each other
· Cross cultural leadership
o Culture and communication
o Leading across a cultural boundary
· Integrative case study
A practical workshop on the role and tasks of the non-executive director may be a good place to start your career.
OBJECTIVES may include.
Participation in this course will provide you with:
· Knowledge of the duties and liabilities of the non-executive director
· A clear understanding of the role and tasks of the non-executive director
· A clear understanding of the non-executive director’s relationships around the boardroom table
· A clear understanding of the work of the board and what and how to contribute to it
· Directors’ liabilities and corporate governance
o Legal basis of directors’ liabilities
o Corporate variety and corporate governance codes
o Corporate governance in public companies
o The governance of private companies and family businesses
o Variety in the role of the non-executive director
· The non-executive director and the board
o Board roles and relationships (Chairman, Finance Director, Executive and nonexecutive directors, advisors)
o Main boards, subsidiary boards and owner managed boards
o Board sub-committees (Audit Committee, Remuneration Committee)
o Boards in the public and social enterprise sectors
o Finding, appointment and removal of nonexecutive directors
· The work of the board
o Strategic thinking and setting policy
o Accountability and management oversight
o Decision making and dilemmas of the board
· Creating an effective board
o Process, procedure and rhythm at the board
o Managing policies and building the team
o Board appraisal and review
· Integrative case study
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