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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
# 017
Programme
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Programme
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
For Whom This Programme is Designed
This Programme is Designed For:
 Real Estate Agents
 Real Estate Managers
 Venture Capitalists
 Property Investors
 Real Estate Developers
 Mortgage Lenders;
 Fund holders;
 Bankers;
 Property Valuers,
 Mortgage Advisors
.
Programme Co-ordinator:
Prof. Dr. Crawford – Director HRODC Postgraduate Training Institute
 PhD (University of London),
 MEd. M. (University of Bath),
 Adv. Dip. Ed. (University of Bristol),
 PGCIS (Thames Valley University),
 ITC (UWI),
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Member of the Standing Council of Organisational Symbolism (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;
 Professor, HRODC Postgraduate Training Institute;
 Visiting Professor, Polytechnic University of the Philippines (PUP)
Duration:
3 Months Intensive Full-Time or
6 Months Full-Time
Cost:
 £38,000.00 Per Delegate for UK Delivery
 £45,000.00 Per Delegate for Delivery outside UK
Please Note:


V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or
Courses in any location - within or outside the UK.
It applies only to Individuals and Corporations based in the UK and to Non-UK Individual Residents
taking courses in the UK.
Cost includes:

Free Continuous snacks throughout the Event Days;

Free Hot Lunch on Event Days;

Free City Tour;

Free Stationery;

Free On-site Internet Access;

Postgraduate Diploma in Real Estate Management; or

Certificate of Attendance and Participation – if unsuccessful on resit.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
HRODC Postgraduate Training Institute’s Complimentary Products include:
1. HRODC Postgraduate Training Institute’s Leather Conference Folder;
2. HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/
Writing Pad;
3. HRODC Postgraduate Training Institute’s Key Ring/ Chain;
4. HRODC Postgraduate Training Institute’s Leather Conference (Computer –
Phone) Bag – Black or Brown;
5. HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with
Programme Material;
6. HRODC Postgraduate Training Institute’s Metal Pen;
7. HRODC Postgraduate Training Institute’s Polo Shirt, at Programme Start and
End.
**Please see product images, as a separate file - Complimentary Products For Students
and Delegates, from HRODC Postgraduate Training Institute.**
Daily Schedule: 9:30 to 4:30 pm.
Location: Central London and International Locations
Schedule - Part 1:
http://hrodc.com/HRODC_Seminar_Schedule_0607.International_Seminar_Schedule_UK_Seminars.htm
Click to book this course:
http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris
_Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Course Programme for Comprehensive Real Estate Management
Leading to Postgraduate Diploma and MSc
Real Estate Management
Current
Module #
Preexisting
Course #
017.M1
018
017.M2
019
017.M3
149
017.M4
150
017.M5
030
017.M6
002
Client or Customer Care
16
017.M7
005
Employee Resourcing:
Recruitment and Selection
19
017.M8
011
Financial Risk Management 1
21
017.M9
037
Advanced Financial Accounting
25
017.M10
072
017.M11
147
Corporate Governance:
Principles and Practice
Current and Recurrent Issues in
Human Resource Management
(HRM)
Module Title
Real Estate Management and
Pertinent Financial Issues
Conveyancing and Property
Valuation
Mortgage Strategy in Real
Estate Management
The Legal Parameter of Real
Estate Management
Real Estate Managing Agency
and Associated Health and
Safety Issues
Page
7
9
12
14
15
28
36
Duration
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
1 Week
(5 Days)
2 Weeks
(10 Days)
1 Week
(5 Days)
Credit
Value
Single
Single
Single
Single
Single
Single
Single
Single
Single
Double
Single
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Module 1
Real Estate Management and Pertinent Financial Issues
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Demonstrate their understanding of what real estate management entails;
 Exhibit an understanding of the factors that constitute an effective real estate
management;
 Establish the role that real estate plays in depressed economies;
 Suggest the effect that depressed economies have on real estate management;
 Indicate the part that real estate management plays and can play in expanding
economies;
 Demonstrate their understanding of the local money market;
 Indicate their understanding of the operations of the international money market;
 Decide whether the rise and fall of local currency value has an effect on real estate;
 Use available data to undertake basic financial analysis;
 Use given information to undertake a real-life financial analysis;
 Synthesize current or suggested information to make predictions on the extent to
which a particular economic trend is likely to affect, negatively or positively, real
estate value;
 Demonstrate a ‘working understanding’ of Mortgage and Mortgage Rates;
 Provide basic advice to clients on the suitability of mortgage type, based on
particular circumstances;
 Demonstrate their understanding of the phases of foreclosure or repossession;
 Indicate the phase of foreclosure or repossession that the mortgagee loses control
of the property;
 Relate the normal or standard percentage of market value that a property is sold at
the Real Estate Owned by Lender (REO) stage.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Real Estate Management: An Introduction;
 Deconstructing real estate management ;
 Factors constituting an effective real estate management;
 The Role of Real Estate Management In Depressed Economies;
 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.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Module 2
Conveyancing and Property Valuation
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Distinguish between a basic survey and a full structural survey;
 Determine when a full structural survey is necessary;
 Argue on the cost effectiveness of a structural survey;
 Detail the factors that should be taken into account when conducting a commercial
property valuation;
 Relate the pertinent factors in private property valuation;
 Accurately conduct an on-the spot commercial property valuation, taking pertinent
factors into account;
 Conduct a property valuation of a private property, with at least 80% accuracy;
 Incorporate the notion of ‘market value’ in property valuation;
 Uncover likely deceptive issues that influence property valuation;
 Take a scientific approach to property inspection;
 Provide an objective view of the result of a property inspection;
 Take a holistic approach to property marketing;
 Develop a general strategy towards property marketing;
 Devise tactics for marketing specific properties;
 Demonstrate their understanding of how a local Property Registry operates;
 Demonstrate their understanding of function of the National Land Information
Service;
 Obtain and evaluate documents from ‘Land Register Online’ ;
 Demonstrate a knowledge of Conveyancing in at least one other country;
 Demonstrate their knowledge of the property regulation of at least one Borough;
 Compare property registration in the UK with that of at least one other country;
 Demonstrate their understanding of merits and demerits of Freehold properties, on
the one hand, and leasehold on the other;
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Develop a strategy to manage the relationship between themselves and the
vendor, on the one hand, and themselves and the purchaser, on the other;
 Demonstrate an awareness of International Electronic Conveyancing (EConveyancing) Initiatives;
 Produce a Completion Statement for the Buyer;
 Construct a Completion Statement for the Seller;
 Exhibit an appreciation of the need for a professional and caring relationship
between the Conveyancer and his or her client, throughout the Conveyancing
process;
 Provide a non-technical explanation of pertinent clauses in Deeds and Covenants;
 Draw on cases of Deeds default and their resultant consequences;
 Outline the merits and demerits of Freehold and Leasehold property ownerships;
 Explain the requirements of HIPS, outlining their values and drawbacks;
 Demonstrate a heightened understanding of Property ‘Charges’ and the legal
bases of their registration;
 Draft a legally binding Conveyancing contract;
 Explain the entrenched practice regarding ‘fixtures and fittings’ or chattel, in
residential property sale;
 Provide relevant guidance to buyers and sellers, on Property Auctions;
 Demonstrate a working knowledge of the function and operation of a National
Property Registry;
 Suggest whether the Scottish ‘Blind-Bidding System’ averts the practise of
Gazumping.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
M2. Part 1: Conveyancing and Property Valuation: An Introduction
 Exploring The Context of Conveyancing;
 Property Title or Deed: Evidence of Property Ownership;
 Surface Rights, Mineral Rights and Fee Interest;
 The UK Land Registry:
Advice, Support And Consultancy;
Study Visits;
Training;
Business Partnerships;
Membership Of International Land Bodies.
 Conveyancing As A ‘Process’;
 Pre-Contract Stage:
Checklist For The Purchaser;
Details Vendor;
Finance;
Items Included In Sale;
Purchase Of Part;
Structure/Survey;
Planning;
Insurance.
Checklist For The Vendor:
Sale Of Premises: Pre-Contract Information
Boundaries;
Services;
Easements;
Forestry/Fishing/Sporting;
Tenancies/Vacant Possession;
Outgoings;
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Notices;
Encumbrances/Proceedings;
Voluntary Dispositions;
Taxation;
Body Corporate/Trustee;
Family Law;
Planning/Building Bye-Law;
Landlord And Tenant/Lease.
Fee Simple (Full Ownership) Acquired?;
Inventory;
Insurance.
 Contract Stage;
 Post-contract/pre-closing (Objections and Requisitions on Title);
 Closing;
 Post-closing;
 Joint Tenancy and Tenants In-Common;
 Property Value Determination;
 Property Location – International;
 Developmental Potential - Planning Rules;
 Conveyancing: Legal Parameters;
 Contractual Obligation;
 Completion Statements;
 Completion Statement For The Seller Prepared By Sellers Practitioner ;
 Completion Statement for the Buyer Prepared by Sellers Practitioners;
 Sale Validity;
 Licensed Conveyancer;
 Conveyancers and Their Role;
 UK Commercial Property Classifications:
Class A1. Shops;
Class A2. Financial And Professional Services;
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Class A3. Food and Drink;
Class B1. Business;
Class B2. General Industrial;
Class B3. Special Industrial Group A;
Class B4. Special Industrial Group B;
Class B5. Special Industrial Group C;
Class B6. Special Industrial Group D;
Class B7. Special Industrial Group E;
Class B8. Storage Or Distribution;
Class C1. Hotels and Hostels;
Class C2. Residential Institutions;
Class C3. Dwelling-houses;
Class D1. Non-Residential Institutions;
Class D2. Assembly And Leisure.
M2. Part 2: Salient Issues
 Joint Tenancy and Tenants In-Common;
 Property Value Determination;
 Property Location – International;
 Developmental Potential - Planning Rules;
 Conveyancing: Legal Parameters;
 Contractual Obligation;
 Completion Statements;
 Completion Statement For The Seller Prepared By Sellers Practitioner;
 Completion Statement for the Buyer Prepared by Sellers Practitioners;
 Sale Validity;
 Conveyancers and Their Role.
 UK Commercial Property Classifications:
Class A1. Shops;
Class A2. Financial And Professional Services;
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Class A3. Food and Drink;
Class B1. Business;
Class B2. General Industrial;
Class B3. Special Industrial Group A;
Class B4. Special Industrial Group B;
Class B5. Special Industrial Group C;
Class B6. Special Industrial Group D;
B7. Special Industrial Group E;
Class B8. Storage Or Distribution;
Class C1. Hotels and Hostels;
Class C2. Residential Institutions;
Class C3. Dwelling-houses;
Class D1. Non-Residential Institutions;
Class D2. Assembly And Leisure.
M2. Part 3: Property Surveys
 Why Surveys?;
 Types of Survey and Their Imperative;
 Basic Valuation Survey;
 Home Buyer’s Valuation and Survey Report;
 Full Structural Survey;
 In-Complex and Attached Property Survey.
M2. Part 4: Property Valuation
 Conveyancing Practices: An International Perspective;
 Factors Affecting Property Valuation:
Property location;
Age of property;
Aesthetic appeal;
Size of property;
Structural Soundness;
Internal Features;
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Welcoming appeal;
Price of surrounding properties.
 Age Property;
 Aesthetic Appeal;
 Size of Property;
 Structural Soundness;
 Internal Features;
 Welcoming Appeal;
 Price of Surroundings Properties;
 Property Inspection.
M2. Part 5: Property Registration, Deeds and Searches
 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.
M2. Part 6: Freehold Leasehold
 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;
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Vacant Property Sale: Pointers for Sellers and Buyers;
 Property Sale: Influencing Factors;
 Property Open Evenings: Pertinent Factors For Buyers and Sellers.
Module 3
Mortgage Strategy in Real Estate Management
 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;
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
 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.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Module 4
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.
Module 5
Real Estate Managing Agency and Associated Health and Safety Issues
M5. Part 1: 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;
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 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.
M5. Part 2: Health and Safety Issues
 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;
 Exemplifying 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.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Module 6
Client or Customer Care
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Demonstrate an understanding of value of front-line staff to organisational
effectiveness;
 Exhibit competence in fundamental aspects of customer/ client service - incorporating
sensitivity to clients’ needs;
 Exhibit a ‘functional’ level of interpersonal relationship;
 Communicate effectively with clients, colleagues, juniors and managers;
 Demonstrate an understanding of the legal framework of client service;
 Recall fundamental elements of the ‘Sale of Goods Act 1979’;
 Recall the obligations of the retailer/ service provider under the ‘Sale of Goods Act
1979’;
 Recall the obligation of the producer of goods and service, under the ‘Sale of Goods
Act 1979’;
 Demonstrate their ability to remain calm and courteous during unpleasant situations
such as an encounter with an irate client;
 Exhibit an understanding of the functioning of a ‘client-driven organisation’;
 Exhibit an awareness of the high standard of service, which each client anticipates;
 Demonstrate their ability to initiate improvements in client service;
 Assist clients in solving their problems relating to products and service;
 Illustrate their ability to manage internal and external customer/client care
environments;
 Demonstrate their expertise in leading a customer/client care team;
 An understanding of the fundamentals of leadership and management;
 Exhibit leadership in dealing with ‘the irate customer/ client’;
 Provide examples of the legal application of ‘Fitness For Purpose’;
 Demonstrate their ability to contribute to the maintenance of customer/ client loyalty;
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 Illustrate their understanding of the need to Empower Front-line Staff to Redress
‘Dissatisfactory Client/ Customer Situations’;
 Exhibit a willingness to seek help and advice from colleagues and managers, when
faced with difficult situations;
 Appreciate the need to maintain a ‘generalised client/ customer information system’;
 Recall the obligation of the service provider/ product retailer, and manufacturer under
The Supply of Goods and Services Act 1982;
 Determine what constitutes a ‘non-binding’ contract, under The Unfair Terms in
Consumer Contracts Regulations 1999;
 Suggest the role of the Office of Fair Trading (OFT), in dealing with consumers’
complaints under The Unfair Terms in Consumer Contracts Regulations 1999;
 Indicate The Powers of the Office of Fair Trading, under the Unfair Terms in Consumer
Contract Regulations 1999;
 Determine The role of Trading Standards in dealing with consumer complaints;
 Recall important points of law in the Unfair Terms in Consumer Contract Regulations
1999.
 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;
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 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;
 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 Retailer/ Service Provider under the ‘Sale of Goods Act 1979’;
 The Responsibility of Service Provider/ Goods Retailer 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 Complaints.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Module 7
Employee Resourcing: Recruitment and Selection
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Exhibit an understanding of the desirability of a limited turnover of staff;
 Demonstrate their ability to determine the type of commitment that motivate particular
individuals to join an organisation;
 Have designed ways of stabilizing staff turnover/high turnover;
 Be aware of how personnel demand forecast (PDF) is conducted;
 Demonstrate their ability to conduct a human resource audit;
 Be aware of the non-conventional selection methods;
 Be able to conduct periodic and exit interviews;
 Demonstrate their ability to conduct job analysis;
 Be able to design job description and personnel specification for particular roles;
 Be able to weight a candidate assessment form, on the basis of job description and
personnel specification;
 Be able to use candidate assessment form in short listing and Interviews;
 Be able to conduct individual and panel interviews;
 Be capable of arriving at objective decisions in personnel Selection;
 Be able to analyse education, training and development programmes;
 Be able to design an effective induction package;
 Demonstrate an understanding of the legal bases of Employee Resourcing;
 Relate specific recruitment, selection, retention and exit issues to UK and European
legislation;
 Cite Specific legislation and related cases relevant particular job design issues;
 Suggest the constraints that specific UK Protective Legislation place on the
recruitment, selection and management of employees;
 Demonstrate their ability to lead a recruitment and Selection team;
 Be able to manage recruitment and selection within a ‘resourcing context’.
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 Staff Turnover and 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;
 Job Design;
 Types of Job Design:
Mechanistic Job Design;
Biological Job Design;
Motivational Job Design;
Perceptual Job Design.
 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 Staff Induction;
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 Organising an Induction Programme;
 Running an Induction Programme;
 Short Listing Candidates;
 Conducting Selection Interviews;
 The Value of and Problems of E-Recruitment;
 The Different Types and Levels of E-Recruitment;
 Conducting Periodic Interviews;
 Conducting Exit Interviews.
Module 8
Financial Risk Management (1)
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Give the general definition of risk;
 Illustrate the models towards understanding risk;
 Explain the underlying principle of financial risk management;
 Describe financial risk in the organisational setting;
 Establish the link between financial risk and the market dynamics;
 Determine the situation in which liquidity risk arises;
 Enumerate some sources of operating risk;
 Specify what are involved in managing fraud risk;
 Determine why settlement risk has been historically a particular problem in the
foreign exchange markets;
 Determine how corporate strategy leads to effective risk management;
 Define derivatives;
 Determine an investor’s reason for investing in a derivative security;
 Describe asset behaviour and pricing implication;
 Know when credit risk arises;
 Determine how credit risks are calculated;
 Ascertain the importance of considering counterparty risk in evaluating contracts;
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 Describe the legal and political risk environment;
 Indicate the effects of risk in the economy;
 Establish the primary role of technology in risk management;
 Specify risks that are associated with socio-cultural change;
 Cite some risk within the financial institutions;
 Enumerate the different kinds of banking risk and explain each;
 Know the reason for the existence of foreign currency market?;
 Establish the link between risk and equity market;
 Discuss about future’s market risk;
 Know what determines the extent to which the company is affected by economic
exposure;
 Illustrate the channels of economic exposure;
 Know what type of company is susceptible to transaction exposure;
 Cite some strategies to manage transaction exposure;
 Indicate when translation exposure occurs;
 Calculate risk in financial exposure;
 Conduct a risk assessment;
 Learn how to manage risk with forward contracts;
 Identify some financial methods of measuring risk;
 Know how financial risks are quantified;
 Specify some qualitative approaches to financial risk assessment;
 Find out how the interest rate derivatives market are managed;
 Understand how to manage equity risk;
 Learn to identify and measure currency risk;
 Know how financial exposure risk are managed;
 Determine how to manage currency risk;
 Discuss about sensitivity analysis as risk management;
 Learn how to manage risk with SWAPS;
 Find out how statistical analysis is used as a risk management instrument;
 Learn how to interpret statistical data;
 Be knowledgeable about mean and statistical mean;
 Explain probability and normal distribution;
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 Calculate statistics from actual data ;
 Understand the significance of statistics;
 Explain the concept of Chi-Squared Distribution;
 Learn how to use PESTEL in risk management.
M8. Part 1: 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.
M8. Part 2: 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.
M8. Part 3: Financial Risk Settings: A Meta-Analytical Exploration
 Risk in Financial Institutions;
 Banking Risk;
 Risk and the Currency Market ;
 Risk and the Equity Market;
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 Futures Market Risk.
M8. Part 4: Financial Exposure as Risk
 Economic Exposure;
 Transaction Exposure;
 Translation Exposure;
 Calculating Risk in Financial Exposure.
M8. Part 5: Risk Management: A Conceptual and Statistical Meta-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 Mean;
 Probability and Normal Distribution;
 Calculating statistics from actual data ;
 Understanding Statistical Significance;
 Making Sense of Chi-squared Distribution;
 Using PESTEL as a Tool towards Risk Management.
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Comprehensive Real Estate Management - Leading to Postgraduate Diploma, Progressing to MA, MBA, MSc
Module 9
Advanced Financial Accounting
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Understand strategic planning and decision-making framework;
 Provide a strategic view of the business environment;
 Understand and explain the nature and role of financial statements and their
interpretation;
 Understand accounting and finance terminology and use the necessary accounting
and financial jargon to communicate effectively with the financial professionals;
 Review the financial performance and financial position of an organisation using the
appropriate financial means including trend analysis, industry and index analyses,
ratio and break-even analysis techniques;
 Develop operating and resource budgets;
 Develop profit and cash flow budgets using traditional and activity based methods;
 Assess the risk and uncertainty associated with alternative outcomes;
 Use budgetary control to compare actual against planned performance and to
identify corrective actions;
 Evaluate investments in capital and long-term projects using PB, ARR, NPV and IRR
appraisal methods;
 Identify the features of the alternative sources of business financing;
 Appreciate the important role of strategic accounting in business performance
improvement.
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M9. Part 1: A Strategic View of the Business Environment
 The accounting environment:
The uses and purpose of accounting ;
Users of accounting and financial information;
Various groups of stakeholders: internal and external users ;
Accounting language and terminology;
Cash versus profit, accruals and monetary concepts ;
Profit and profitability;
Accounting reports and statements.
 Statement 1: The balance sheet – the financial position:
The structure of the balance sheet ;
What does the balance sheet tell us about the company? ;
Limitations of the conventional balance sheet ;
 Statement 2: The profit and loss account (income statement) – financial performance:
What is profit? ;
The structure of the profit and loss account ;
What does the profit and loss account tell us about the company? ;
The links between the profit and loss account and balance sheet .
M9. Part 2: The Financial Statements and Financial Analysis
 Statement 3: The cash flow statement – financial flow :
Cash verses profit;
What is included in the cash flow statement? ;
Why is cash flow so important? ;
The structure of the cash flow statement ;
The links between three accounting statements: the cash flow statement,
profit and loss account and balance sheet .
 The annual report and financial analysis :
The key elements of published reports and accounts;
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Ratio analysis: profitability, efficiency and performance, liquidity,
investment, cash flow, the DuPont system ;
Cash versus profit as a measure of performance, EBITDA ;
Predicting business failure – the Altman Z-score ;
Sources of financial information;
The use of non-financial information together with financial information.
M9. Part 3: Budgeting and Short-Term Planning
 Break-even analysis: Cost/volume/profit analysis ;
Cost/volume/profit (CVP) relationships:
Break-even analysis:
Single and mixed products:
The impact of cost structure changes :
Limitations of CVP analysis .
 Budgeting :
Purposes of budgeting ;
The budget process, including activity based budgeting;
Uncertainty and risk – worst and best outcomes ;
Motivation and the behavioural aspects of budgeting ;
Problems in budgeting.
M9. Part 4: Budgetary Control and Long Term Planning DCF and Capital Investment
Appraisal
 Capital investment decisions:
What is an investment?;
Investment appraisal criteria and investment decisions;
Time value of money;
Free cash flows;
Capital rationing and control of capital investment projects;
Risk and uncertainty and decision-making – sensitivity analysis.
 Budgetary control:
Organisational and accounting control systems;
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Standard costing;
Flexed budgets and variance analysis;
Types of variances and the reasons they occur;
Planning and operational variances.
M9. Part 5: Financing the Business and Strategic Accounting
 Internal and External Sources of Finance:
Financing the business:
Sources of finance;
Gearing;
Weighted average cost of capital (WACC);
Cost of debt and equity capital;
Risk analysis and CAPM.
Strategic accounting:
Outline of strategic management accounting;
Competitor information and strategic positioning;
Competitive advantage;
Strategic accounting systems, and the balanced scorecard.
New role for managers and accountant.
Module 10
Corporate Governance: Principles and Practice
M10. Part 1: Key Principles of Corporate Governance
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;
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 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 ‘internalexternal-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.
M10. Part 2: The Business Plan: A Guide to Entrepreneurs and Investors
By the conclusion of the specified learning and development activities, 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’;
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 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.
M10. Part 3: Internal and External Organisational Analysis
By the conclusion of the specified learning and development activities, 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;
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 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;
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 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 ‘LegalProfessional 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.
M10. Part 4: Company Formation and Legal Status: Important Corporate Issues
By the conclusion of the specified learning and development activities, 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.
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M10. Part 1: Functions of Management: An Introduction
 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 coordinated;
 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.
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M10. 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.
M10. Part 3: The Business Plan: A Guide to Entrepreneurs and Investors
 The Business Plan: A Guide To Entrepreneurs and Investors;
 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.
M10. Part 4: Internal and External Organisational Analysis
 Organisation: A Definition;
 Organisational typologies;
 Social Organisations;
 Business and Non-business organisations: A Distinction;
 Organisational Objectives;
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 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.
M10. 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;
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 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.
Module 11
Current and Recurrent Issues in Human Resource Management (HRM)
By the conclusion of the specified learning and development activities, delegates will be
able to:
 Demonstrate understanding of distinction between personnel management and
human resource management;
 Indicate the significant aspects in development of human resource management and
personnel management;
 Demonstrate an appreciation of important of welfare in the development of personnel
management and human resource management;
 Relate the part played by Cadburys Rowntree in the development of personnel
management and human resource management;
 Manage the strategic role;
 Illustrate the difference between the Hard approach to HRM and Soft approach to
HRM;
 Suggest the importance of human resource planning in organisation management;
 Illustrate the significance of effective human resource;
 Determine the links between corporate planning and human resource planning;
 Indicate how human resource planning can support business systems;
 Determine when there is a need to review an organization human resource plans;
 Determine the factors influencing human resource planning;
 Demonstrate their understanding of the importance of employee Resourcing in an
organisational context;
 Demonstrate their understanding of the different employee resourcing strategy;
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 Demonstrate their understanding of the benefits and drawbacks of individual
employee Resourcing strategy;
 Draw a parallel between material and facilities Resourcing and people Resourcing,
from the standpoint of organisational effectiveness;
 Defend the strategic importance of employee Resourcing;
 Link employee Resourcing with business and organisational development;
 Devise an effective employee Resourcing strategy;
 Demonstrate understanding of different type and levels of organisational flexibility,
from an Industrial Relation or Employee Relations prospective;
 Suggest what Numerical Flexibility means;
 Indicate the benefits of functional flexibility of workers and managers;
 Indicate the relationship between Temporal Flexibility and Financial Flexibility;
 Decide what workers or managers are likely to gain from Geographical Flexibility;
 Demonstrate their understanding of an effective job design system;
 Relate the factors to be taken into account to ensure that job design tribute to
organisational success;
 Illustrate the legal bases of job design;
 Distinguish between the different types of job design;
 Demonstrate an understanding of ergonomics in job design;
 Indicate the factors that contribute to fatigue and fatigue reduction;
 Create a match between individual capabilities and orientation, on the one hand, and
job design features, on the other;
 Distinguish between the different types of job design;
 Relate job design factors to the law;
 Demonstrate an understanding of ‘reasonable support’;
 Illustrate the ‘balance’ that might be made between candidate immediate suitability
and the possibility of Continuous Professional Development (CPD).
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M11. Part 1: The Development of Human Resource Management Personnel and
Human Resource Management
 A Distinction;
 The advent of welfare management;
 The role of Row tree in industrial welfare development;
 Welfare workers, 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;
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;
 The role of employee resourcing in contributing to corporate strategies and goals;
 The role of internal and stakeholders in the employee resourcing process ;
 Managing the potentially conflicting concerns of stakeholders in employee resourcing;
 Dealing with stakeholders’ values and expectations;
 Traditional approaches to employee resourcing;
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 Emergent and contingency approaches to employee resourcing;
 The role of employee resourcing in business and subsystem strategy;
 The role of employee resourcing in the development of organisational strategy;
 Organisational strategy and employee resourcing strategy compatibility.
M11. Part 2: Alternative Patterns of Work and the Increase in the Non-Standard
Contracts
 The different forms of worker flexibility;
 Elements of Workforce Flexibility:
Numerical Flexibility;
Functional Flexibility;
Temporal Flexibility;
Financial Flexibility;
Geographical Flexibility.
 The concept of the ‘flexible firm’;
 The strategic use of flexible workers;
 Flexibility strategies for economic development;
 Effective job design;
 Difference approaches to job design;
Mechanistic job design;
Biological job design;
Perceptual job design;
Motivational job design.
 Linking job design with motivation theory;
 The recruitment process and the law;
 Job analysis as a basis for effective recruitment and selection;
 Job description;
 Personnel specification and the law ;
 Measuring the effectiveness of recruitment and selection: Validating recruitment and
selection methods,;
 Recruitment Method reliability;
 Monitoring recruitment and selection Policy;
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 Recruitment and selection and Continuous Professional Development (CPD).
M11. Part 3: Managing Entry into the Organisation
 Induction Programmes: A Strategic View;
 Transmitting corporate values;
 Enhancing the Probationary Experience;
 Valuing and Exploiting Intellectual Capital: A Strategic Perspective;
 Intellectual Property Rights: Intellectual Property Law;
 Learning from Early Leavers;
 Using Exit Interviews/ Questionnaires.
M11. Part 4: Career Management: Career Theory, Career Development, Management
and Succession Planning
 Management succession charts;
 The psychological contract and the impact on employee retention.
Synopsis of Diploma – Postgraduate, Postgraduate Diploma and
Postgraduate Degree Regulation
Delegates studying courses of 5-9 days duration, equivalent to 30-54 Credit Hours (direct
lecturer contact), will, on successful assessment, lead to the Diploma – Postgraduate. This
represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead
to a Diploma – Postgraduate, they accumulate 36 and 42 Credit Hours, respectively.
Delegates and students who fail to gain the required level of pass, at Postgraduate Level will
receive a Certificate of Attendance and Participation. The Certificate of Attendance and
Participation will not count, for cumulative purpose, towards the Postgraduate Diploma.
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Courses carry varying credit values; some being double credit, triple credit, quad credit and
5-credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later,
in this document, a Postgraduate Diploma is awarded to students and delegates who have
achieved the minimum of 360 Credit Hours, within the required level of attainment.
Credit Value and Credit Hours examples of Diploma – Postgraduate Courses are as
follows:
Single-Credit
30-36
Double-Credit
60-72
Triple-Credit
90-108
Quad-Credit
120-144
10-Credit (X36 Credit-Hours) to 12Credit (X30 Credit-Hours)
360
Other Credit Values are calculated proportionately.
Because of the intensive nature of our courses and programmes, assessment will largely be
in-course, adopting differing formats. These assessment formats include, but not limited to,
in-class tests, assignments, end of course examinations. Based on these assessments,
successful candidates will receive the Diploma – Postgraduate, or Postgraduate Diploma, as
appropriate.
In the case of Diploma – Postgraduate, a minimum of 70% overall pass is expected. In order
to receive the Award of Postgraduate Diploma, candidate must have accumulated at least
the required minimum ‘credit-hours’, with a pass (of 70% and above) in at least 70% of the
courses taken.
Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or
Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those
delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or
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Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be
awarded the Certificate of Attendance and Participation.
Applicants for Diploma – Postgraduate, Postgraduate Diploma and Postgraduate Degrees
are required to submit the following documents:
 Completed Postgraduate Application Form, including a passport sized picture
affixed to the form;
 A copy of Issue and Photo (bio data) page of the applicant’s current valid passport
or copy of his or her Photo-embedded National Identity Card;
 Copies of credentials mentioned in the application form.
 On receipt of all the above documents we will make an assessment of the
applicants’ suitability for the Programme for which they have applied;
 If they are accepted on their Programme of choice, they will be notified accordingly
and sent Admission Letters and Invoices;
 One week after the receipt of an applicant’s payment or official payment
notification, the relevant Programme Tutor will contact him or her, by e-mail or
telephone, welcoming him or her to HRODC Postgraduate Training Institute;
 Non-European Students will be sent immigration documentation, incorporating a
Visa Support Letter. This letter will bear the applicant’s photograph and passport
details;
 Applicants will be notified of the dates, location and venue of enrolment and
orientation;
 Non-UK students will be sent general information about ‘student life’ in the UK and
Accommodation details.
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There are three delivery formats for Postgraduate Diploma Courses, as follows:
1. Intensive Full-time Mode (3 months);
2. Full-time Mode (6 month);
3. Video-Enhanced On-Line Mode.
Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved.
All short courses can accumulate to the required number of hours, for the Postgraduate
Diploma, over a six-year period from the first registration and applies to both general and
specialist groupings. In this regard, it is important to note that short courses vary in length,
the minimum being 5 days (Diploma – Postgraduate) – equivalent to 30 Credit Hours,
representing one credit. Twelve 5-day short courses, representing twelve credits or the
equivalent of 360 Credit Hours are, therefore, required for the Award of Postgraduate
Diploma.
A six-day course (Diploma – Postgraduate) is, therefore, equivalent to 36 hours Credit Hours,
representing one credit. Therefore, ten short courses, of this duration, equates to the required
360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit
courses last between ten and fourteen days, triple-credit courses range from fifteen to
nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this
basis, the definitive calculation on the Award requirement is based on the number of hours
studied (aggregate credit-value), rather than merely the number of credits achieved. This
approach is particularly useful when a student or delegate studies a mixture of courses of
different credit-values.
For those delegates choosing the accumulative route, it is advisable that at least two credits
be attempted per year.
This will ensure that the required number of credit hours for the
Postgraduate diploma is achieved within the six-year time frame.
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
On the successful completion of the Postgraduate Diploma, delegates may register
for the Masters Degree, after their successful completion of Course #7: Research
Project: Design, Conduct & Report.

The Delegates’ Degree Registration Category will be dictated by the courses or
modules studied at Postgraduate Diploma Level. The categories relate to Master of
Business Administration (MBA); Master of Arts (MA) Master of Science (MSc);
Executive Master of Business Administration (Executive MBA). Additional details are
provided in the document entitled: regulation For HRODC Postgraduate Training
Institute Diploma – Postgraduate - Postgraduate Diploma and Masters Degree – MA,
MBA, MSc.
Terms and Conditions
HRODC Policy Terms and Conditions are Available for viewing at:
http://www.hrodc.com/COSTS.htm
Or Downloaded, at:
http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochu
res_Seminar_Schedule.htm
The submission of our application form or otherwise registration by of the submission of a
course booking form or e-mail booking request is an attestation of the candidate’s
subscription to our Policy Terms and Conditions, which are legally binding.
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