24-26 September 2025-Windhoek; Namibia
Format: In-Person
Course Overview
In the management of a government department, or a government agency, a municipality or a private entity there is no substitute for sound corporate practices, accountability, sustainability and transparency
Professor of Corporate Governance, Justin O’Brien once talked of the need to shift from government to governance, to accountability, to responsibility, and finally to integrity, a process which requires inter-disciplinary collaboration and an application of behavioural economics. He argued that only by embedding integrity through design can the inevitable gaps in any new regulatory framework be adequately resolved.
It is not a fad but is here to stay and specifically deals with the ABC and fundamentals of sound business practices.
Conflict is a scary word in many circles and organisations. THIS SHOULD NOT BE THE CASE! The panacea lies in the effective management of conflict in an environment characterized by, among other things:
- Sharing of vital information by keeping people in the group up-to-date with current issues
- Expressing positive expectations about each other
- Empowering each other – publicly crediting colleagues who have performed well and encouraging each other to achieve results
- Team-building , promoting good morale and protecting the group’s reputation with outsiders
- Resolving potential conflict – by way of bringing differences of opinion into the open and facilitating resolution of conflicts
Workshop methodology
This is going to be a very interactive programme that will give the delegates a platform to learn, internalize, enjoy and appreciate through relevant case studies, simulations and concrete examples.
Workshop expectations and objectives
The delegates will gain an insight into the following:
- Promotion of a multi-faceted and strategic response to risk
- Companies Act and how Corporate Governance impacts pension fund management
- The promotion and espousing of stringent accounting and corporate governance standards
- Learning about the social needs facing the country
- The ultimate aim of ensuring longevity of the business, department or and sustain profitability within a strategic framework
- Dealing effectively with bloated, unfocused and complacent personalities and business environments
- Dealing effectively with conflict management in the workplace
- How to build teamwork and co-operation and therefore minimise the possibility of conflict
- How to manage and resolve conflict situations
Course Outline
Session 1: Definition of Corporate Governance
- It embodies effective asset management within the confines of regulatory, compliance and risk constraints and risk management principles
- Evidence of commitment by management to adhere to conduct that is universally recognised and accepted as sound and proper
- Promotion of commercial longevity and profitability
- Encompasses sound business processes, procedures and policies to mitigate risk and ensure optimum operational activities
- Business continuity and disaster recovery
- Non-financial aspects and socio-economic environmental factors
- Social responsibility and Economic Empowerment initiatives
- Internal audit monitoring and review of internal controls designed to mitigate real, potential and future risks
- Board responsibility for sound business practices and risk appetite
- Compliance and enforcement
Session 2: Setting policy
- Constraining legal risk and setting up sound practices
- Procedures to curtail and monitor business risk
- Sound business management and conformity without comprising professional flair
Session 3: An Overall Concept
- Compliance
- Risk Management
- Internal Audit
- Corporate and Company Law
- Company Secretarial
- Other areas of the business
Session 4: Corporate Governance Department
- Creation and sustenance of a culture of compliance
- Implementation of and adherence to risk management and compliance processes and procedures within the legal regulatory framework
Session 5: Corporate Governance in relation to:
- Stability
- Growth,
- A deep equity culture
- Forces for change
- Areas of poor performance
- Autonomy of executive office holders
- Corporate control
Session 6: Organizational Performance
- Barriers to improved Social Performance
- Changing views of the manager`s roles
- Values and ethics of managers
Session 7: Formal Strategic Planning Process
- 3 Levels of strategy
- Corporate level strategy
- Business unit strategy
- The values based approach
Session 8: Plans and Decision-making
- Flexibility, problem-solving and decision-making
- 4 Basic steps in planning
- Operations plans, Single-use plans
- Programmes, projects and budgets
- Standing plans, policies, standard procedures, rules
- The link between planning and controlling
- The case of PFMA and MFMA
Session 9: Overcoming Barriers to Effective planning
- Overcoming Resistance to change
- Management By Objectives
- MBO, System, process, strengths and weaknesses
Session 10: Corporate Culture
- Organizational culture, corporate-level strategy
- Corporate portfolio management
- Corporate social audit and social responsibility
- Business Unit Strategy
Session 11: Goal Formulation
- Identification of current objectives
- Environmental analysis, resource analysis
- Identification of strategies, opportunities and threats
- Gap analysis, strategic decision, strategic management
- Measurement and control of progress
Session 12: Organisational Conflict
The differences between “competition” and “conflict”
– Common causes of conflict
- Views of organizational conflict
- Functional and dysfunctional conflict
- Conflict within the individual
- Conflict between the individuals
- Conflict between individuals and groups
- Conflict between groups in the same organisation
- Conflict between organisations
Session 13: Sources of Organisational Conflict
- Shared sources, differences in goals
- Interdependence of work activities
- Differences in values and perceptions
- Individual styles and organisational ambiguities
- Signs of conflict between individuals
Session 14: Consequences of Organisational Conflict
- Increased cohesion and rise of leaders
- Distorted perceptions
- Negative stereotypes, development of blind spots
- Selection of strong representatives
- The conflict dynamic
- Functional and dysfunctional consequences
Session 15: Methods for Managing Conflict
- Conflict stimulation methods
- Conflict reduction methods
- Conflict resolution methods
- Line and staff conflict
- Labour conflict
- Minimizing negotiation conflict
Session 16: Managing Organisational Creativity
- Steps in the creative process
- Establishing a conducive climate for organizational
- Collective bargaining,
- Conciliation
- The difference between negotiation, mediation, and arbitration
- Creativity and Innovation
Course Brochure