Paper 16: Boardroom dynamics - Traction School of Governance and Business

About Course

The Professional courses are administered at Foundation, Intermediate and Advanced Levels. Each level requires an average of one year, though candidates are advised to provide for an additional one year to meet requirements for internship/ practical experience.

A student must book for a minimum of three papers in a level in any order unless is exempted or has credits.

This course is aimed at persons who wish to qualify and work or practice as corporate secretaries, policy formulators, and consultants in governance, governance and compliance auditors and administrators at county and national levels and in the private sector.

Course Content

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00:00

WEEK 1: The emergence of boardroom dynamics in corporate governance
1.1 Defining boardroom dynamics 1.2 The evolving focus on corporate governance 1.3 The three phases of board evolution 1.3.1 Ceremonial board 1.3.2 Liberated board 1.3.3 Progressive board 1.4 Building blocks of a progressive board 1.4.1 Group dynamics 1.4.2 Information Architecture 1.4.3 Focus on substantive issues 1.5 Impact of boardroom dynamics on organisational performance 1.6 Interest in human factors (human resources, management of talent, organisational culture, politics etc.) 1.7 Shifts in approaches to leadership 1.8 Focus on ethics 1.9 A broader model for corporate governance 1.10 Organisational failures and impacts on boardroom dynamics 1.11 Role of the corporate secretary in Board room dynamics

WEEK 2 Evolution of Codes of Corporate Governance
2.1 Evolution of codes - global trends 2.2 Incorporation of boardroom dynamics in codes of corporate governance 2.3 Impact of codes of governance on board culture, behaviors and effectiveness 2.4 Evaluating human capital 2.5 Self-regulation in corporate governance

WEEK 3 Governance Structures
3.1 Governance theories related to board structure 3.2 Board Structures: Unitary and two tier Boards 3.3 Components of governance structures 3.4 Board size 3.5 Committee structure 3.6 Director considerations 3.7 Best practices when creating and implementing governance structures 3.8 Evaluating governance structures in organisations

WEEK 4 Skills, Competencies and Diversity of the Board
4.1 Human capital aspects of the board 4.1.1 Director competencies 4.1.2 Director skills and experience 4.1.3 Evaluating individual board members 4.2 Personal characteristics of the board. 4.3 Defining and understanding the measuring of diversity 4.4 Types of diversity 4.5 Areas of diversity and their relationship to boards 4.6 Diversity thinking in a boardroom setting

WEEK 5 Understanding Boardroom Dynamics
5.1 Psychology of the board 5.1.1 The importance of board dynamics relative to board structure, demographics and attributes. 5.1.2 Psychological theories underpinning board dynamics 5.1.3 Characteristics of boards and board meetings 5.1.4 Board team processes 5.1.5 Board team outcomes 5.2 Individual and team resilience 5.3 Well- being and resilience of the board 5.4 Developing behavioral agility

WEEK 6 Board Decision Making
6.1 Decision making as a core competence of a board 6.2 Evidence-based decision making 6.3 Cognitive bias 6.4 Individual differences in relation to decision making 6.5 Decision making tools 6.6 Board team decision making: Key factors and tools

WEEK 7 Stakeholder Conversations
7.1 Developing dialogue over debate 7.2 Building trust through adult/adult conversations 7.3 The systems inside the board 7.4 The systems outside the board 7.5 Emotional intelligence as a core board competence 7.6 Managing conflict 7.7 Stakeholder communication

WEEK 8 Culture in the Boardroom
8.1 Governance and culture 8.2 Defining board culture 8.3 Board culture dynamics 8.4 Application of Schein’s Three Levels of Culture model 8.5 Company culture 8.6 Country culture - Hofstede’s Cultural Dimensions

WEEK 9 Board Diversity
OBJECTIVES 9.1 Understanding diversity 9.2 Types of Diversity 9.3 Influences of board diversity (culture, law 9.4 Promoting diversity within the board

WEEK 10 The Effect of Meeting Design on Boardroom Dynamics
OBJECTIVES 10.1 Introduction to meeting design 10.2 Design of board meetings 10.3 Physical characteristics 10.4 Attendee characteristics 10.5 Trends in technology 10.6 Use of virtual boards for remote teams 10.7 Face-to-face versus virtual/audio interaction

WEEK 11 The Role of the Governance Professional in Influencing the Boardroom Dynamics
OBJECTIVES 11.1 The 21st Century governance professional 11.2 The strategic role of the corporate secretary 11.3 Application of theory 11.4 Influencing dynamics in a positive way 11.5 Leadership influence 11.6 Ethical dilemmas

WEEK 12 Effective Talent Management
OBJECTIVES 12.1 Board talent management overview 12.2 Skills and competencies of board members 12.3 Recruitment of board members 12.4 Introduction of board members 12.5 Board learning and development 12.6 Performance management of board members 12.7 The role of the corporate secretary/ governance professional in effective talent management 12.8 Ethical dilemmas in relation to managing talent

WEEK 13 Board Evaluation
OBJECTIVES 13.1 Methods and processes options of board evaluation 13.2 Evaluating director personal characteristics 13.3 Evaluating board dynamics 13.4 The corporate secretary as a board consultant

WEEK 14 Power and Politics in Organisations
OBJECTIVES 14.1 The art and science of power in organisations 14.2 Sources of power in organiSations 14.3 Power and influence. 14.4 Managing change through power. 14.5 Leading with power.

WEEK 15 Contemporary Issues and Case Studies in Boardroom Dynamics

PAST PAPERS

PAST PAPERS
Revision 4 Aug 23

02:00:00
Revision 3 Aug 23

00:00
revision 28 July 23

02:00:00
Revision 27 Aug 23

02:00:00
Revision recording 10 Aug 23

02:00:00
UPDATED PAST PAPERS CHECK UNDER EXERCISE FILES
class revision recording 10 Nov 23

02:00:00
23 nov 23 class recording pastpapers

02:00:00
17 nov 23class recording pastpaper

02:00:00
16 nov 23 class recording pastpaper

02:00:00

online class name

CLASS RECORDINGS JAN – APR 2024

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About Course

Course Content

Class links Find class links here

ONLINE CLASS LINK

WEEK 1 Defining Boardroom Dynamics Part 1

Defining Boardroom Dynamics Part 2

CLASS RECORDING 11 MAY 23

class recording 14 sept 2023

Class recording 25.01.24

Evolution of Codes of Corporate Governance Part 1

CLASS RECORDING 12 MAY 23

class recording 19 /5/23

class recording 15 sept 2023

Governance Structures Part 1

class recording 25/5/23

CLASS RECORDING 26 MAY 23

class recording 22 sept 23

class recording 19 sept 23

Skills, Competencies and Diversity of the Board Part 1

class recording 2 June 23

class recording 8 June 23

CLASS RECORDING 9 JUNE23

class recording 29 sept 23

class recording 28 sept 23

Understanding Boardroom Dynamics Lesson

Understanding Boardroom Dynamics Part 2

class recording 15 June 23

CLASS RECORDING 16 JUNE23

class recording 6 oct 23

class recording 5 oct 23

class recording 5 oct 2023

WEEK 6 Board Decision Making 6.1 Decision making as a core competence of a board 6.2 Evidence-based decision making 6.3 Cognitive bias 6.4 Individual differences in relation to decision making 6.5 Decision making tools 6.6 Board team decision making: Key factors and tools

Board Decision Making Lesson

CLASS RECORDING 23 JUNE 23

CLASS RECORDING 22 JUNE 23

classs recording 12 oct 23

WEEK 7 Stakeholder Conversations 7.1 Developing dialogue over debate 7.2 Building trust through adult/adult conversations 7.3 The systems inside the board 7.4 The systems outside the board 7.5 Emotional intelligence as a core board competence 7.6 Managing conflict 7.7 Stakeholder communication

Stakeholder Conversations Lesson

class recording 29 June 23

class recording 13 oct 23

WEEK 8 Culture in the Boardroom 8.1 Governance and culture 8.2 Defining board culture 8.3 Board culture dynamics 8.4 Application of Schein’s Three Levels of Culture model 8.5 Company culture 8.6 Country culture - Hofstede’s Cultural Dimensions

Culture in the Boardroom Lesson

class recording 30 /6/23

class recording 19 oct 23

WEEK 9 Board Diversity OBJECTIVES 9.1 Understanding diversity 9.2 Types of Diversity 9.3 Influences of board diversity (culture, law 9.4 Promoting diversity within the board

Board Diversity Lesson

class recording 6/7/2023

class recording 26 oct 23

The Effect of Meeting Design on Boardroom Dynamics Lesson

The Effect of Meeting Design on Boardroom Dynamics Part 2

class recording 7/723

CLASS RECORDING 13 JULY 23

class recording 27 oct 23

The Role of the Governance Professional in Influencing the Boardroom Dynamics Lesson

CLASS RECORDING 14 JULY 23

Effective Talent Management Lesson

Effective Talent Management Part 2

class recording 2 nov 23

3rd nov 23 class recording

WEEK 13 Board Evaluation OBJECTIVES 13.1 Methods and processes options of board evaluation 13.2 Evaluating director personal characteristics 13.3 Evaluating board dynamics 13.4 The corporate secretary as a board consultant

Board Evaluation Lesson

class recording 20 July 23

WEEK 14 Power and Politics in Organisations OBJECTIVES 14.1 The art and science of power in organisations 14.2 Sources of power in organiSations 14.3 Power and influence. 14.4 Managing change through power. 14.5 Leading with power.

Power and Politics in Organizations Lesson

class recrding 21 July 23

class recording 9 Nov 23

WEEK 15 Contemporary Issues and Case Studies in Boardroom Dynamics

Contemporary Issues and Case Studies in Boardroom Dynamics Lesson

PAST PAPERS

PAST PAPERS

Revision 4 Aug 23

Revision 3 Aug 23

revision 28 July 23

Revision 27 Aug 23

Revision recording 10 Aug 23

UPDATED PAST PAPERS CHECK UNDER EXERCISE FILES

class revision recording 10 Nov 23

23 nov 23 class recording pastpapers

17 nov 23class recording pastpaper

16 nov 23 class recording pastpaper

Class links
Find class links here

WEEK 6 Board Decision Making
6.1 Decision making as a core competence of a board 6.2 Evidence-based decision making 6.3 Cognitive bias 6.4 Individual differences in relation to decision making 6.5 Decision making tools 6.6 Board team decision making: Key factors and tools

WEEK 7 Stakeholder Conversations
7.1 Developing dialogue over debate 7.2 Building trust through adult/adult conversations 7.3 The systems inside the board 7.4 The systems outside the board 7.5 Emotional intelligence as a core board competence 7.6 Managing conflict 7.7 Stakeholder communication

WEEK 8 Culture in the Boardroom
8.1 Governance and culture 8.2 Defining board culture 8.3 Board culture dynamics 8.4 Application of Schein’s Three Levels of Culture model 8.5 Company culture 8.6 Country culture - Hofstede’s Cultural Dimensions

WEEK 9 Board Diversity
OBJECTIVES 9.1 Understanding diversity 9.2 Types of Diversity 9.3 Influences of board diversity (culture, law 9.4 Promoting diversity within the board

WEEK 13 Board Evaluation
OBJECTIVES 13.1 Methods and processes options of board evaluation 13.2 Evaluating director personal characteristics 13.3 Evaluating board dynamics 13.4 The corporate secretary as a board consultant

WEEK 14 Power and Politics in Organisations
OBJECTIVES 14.1 The art and science of power in organisations 14.2 Sources of power in organiSations 14.3 Power and influence. 14.4 Managing change through power. 14.5 Leading with power.