About this course:
- Corporate Governance: A Frontier Subject
- Governance and Management
- Theories, Philosophies, and Concepts of Corporate Governance
- The Governance Partnership: Investors, Companies, and Directors
- Models of Corporate Governance
- Functions of the Board
- The Governance of Corporate Risk
- Board and Business Ethics
- Governance of listed companies
- Governance of non-listed companies
- Board Membership: Directors’ Appointment, Roles, and Remuneration
- Board Leadership: The Reality oft he Boardroom
- Board Activities: Corporate Governance in Practice
- Board Effectiveness: Building Better Boards
- Board Evaluation: Reviewing Directors and Board
On successful completion of this course, the student will be able to:
- demonstrate a critical awareness and understanding of Corporate Governance at the master's level that provides a basis for developing and/or applying new ideas, often within a research context.
- apply knowledge, critical understanding, and problem-solving abilities in new or unfamiliar environments within broader (or multidisciplinary) contexts related to their field of study (Corporate Governance)
- assimilate knowledge and formulate opinions with incomplete or limited information, but that include a reflection on social and ethical responsibilities.
- communicate their assumptions, and knowledge regarding Corporate Governance and the rationale underpinning these, to specialist and non-specialist audiences clearly and unambiguously.
- use the acquired skills to allow them to continue to study in a manner that may be largely self-directed and autonomous.
- integrate knowledge from other courses of the master program and practical business and formulate critical judgments with incomplete data.
A FRONTIER SUBJECT, GOVERNANCE AND MANAGEMENT, THEORIES AND PHILOSOPHIES OF CORPORATE GOVERNANCE, THE GOVERNANCE PARTNERSHIP: INVESTORS, COMPANIES, AND DIRECTORS
FUNCTIONS OF THE BOARD, GOVERNANCE OF CORPORATE RISK, BOARD AND BUSINESS ETHICS, GOVERNANCE OF LISTED COMPANIES, GOVERNANCE OF NONLISTED COMPANIES, BOARD LEADERSHIP: THE REALITY OF THE BOARD ROOM
BOARD EFFECTIVENESS: CORPORATE GOVERNANCE IN PRACTICE, BOARD EFFECTIVENESS: BUILDING BETTER BOARDS, BOARD EVALUATION: REVIEWING DIRECTORS AND BOARD