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Certified Chief Executive Officer

5( 14368 REVIEWS )
5275 STUDENTS

Certified CEO programme aims at transforming senior executives into thoughtful business leaders. Berkeleyme’s world-class comprehensive general management programs are designed to accelerate your effectiveness not as a manager but as a leader, by value addition in strategic and management levels.

Certified CEO programme is designed and delivered by some of the world’s best faculty, you will gain the confidence to make the decisions needed to succeed, expand your thinking and learn what it takes to become an exceptional business & financial leader. A leader who takes the company into such circumstances where growth innovation and creativity transform on all levels of management. It acts on the belief that exercising judgment is neither art nor science, but a craft that can be honed with practice, reflection, feedback, and coaching. The program complements functional understanding with a holistic approach that helps leaders build judgment in their specific contexts.

Certified CEO programme in Strategic Leadership & Management is designed to develop the knowledge, understanding, and skills learners require to deal with the complexities of operations at the strategic level of the organisation and to develop their ability to lead change in organisations.

 

Entry Requirements

• First Degree or
• Any qualification equivalent to UK standard Level 6 certification
• For Special cases, candidates with experience without any formal qualification can be considered for admission.

Who should take this programme?

• Chief Executive Officer (CEO)
• Founder & Group CEO
• Chief Operating Officer (COO)
• Chief Financial Officer (CFO)
• Finance Manager
• Advisor, Strategy & Marketing
• Business Development Leader
• Chief Marketing Officer
• Director/ Managing Director

• General Manager
• Executive Vice President
• Executive Partner
• Senior Executives
• President
• Vice President
• Head Trader
• Heads of Departments
• Management level Officers

What are the Objectives?

• Provide strategic and managerial support to candidates
• Improve vision, thoughts, decision making, & ability to forecast and predict
• Develop personality and ability to question and find reasoning and leadership.

 

Our certifications will develop learner ability to:

• apply analytical tests and assessment techniques and methodologies.
• develop their strategic, managerial, and operational analysis skills
• demonstrate practices by adapting best practice concepts and methods.
• Effective learning for specific, measurable, attainable, reliabilities, and timely methodologies.
• Developing creative thinking and innovation to apply in real environments.
• Demonstrate the ability to lead from the front by preparing simulations
• Learn the ways to look forward and foresee the ever-changing business world.

 

Learning Outcomes:

• Understand the business leadership
• Thinking like a CEO
• Understanding the Business and financial innovation leadership
• Analysing Financial reports and the latest regulation impacting businesses.
• Analyse problem-solving techniques specific to business and industry
• Developing a coherent strategy to work in teamwork with motivation to lead the CEO affairs.
• focus on thinking skills by creating simulations which can be applied in real words

Course Outline:

Learners must complete the six mandatory units and choose two from the four optional units.

• Corporate governance, ethics, CSR and accountability
• Approaches to business strategy
• Old and new business models
• Strategy evolution
• Resource based approach to strategy
• Analysis of the environment
• Personal development and gap analysis including developing yourself
• Skills competences and know-hows including core and distinctive competences
• Intellectual capital and balance score card methods
• Development of a personal development plan (PDP)
• Developmental and Sponsorship Mentoring
• Formal and Informal Coaching
• Organisational & managerial perspectives
• Best Practice Models
• Performance management the planning, assessment and feedback model
• Future CEO’s

• Evaluate each component part of the chosen strategic plan
• Analyse the factors affecting the strategic plan of your choice
• Internal and external change drivers
• Structured evaluation of the organisation’s strategic position
• Strategic options to meet strategic aims and objectives
• Justifying strategic options
• Evaluating the expectations of all stakeholders
• Medelow – Johnson, Whittington and Scholes
• POSIWID and organisational purpose
• Organisational aims and objectives
• Alternative Strategic Options
• Strategic Tools and Techniques
• Other Tools and Techniques
• Stakeholder expectations
• Strategic options
• Risk Assessment
• Components of a Strategic plan
• How to evaluate, monitor and review a strategic plan

• Marketing mix and principles of marketing
• Marketing research
• International marketing planning
• Methods and Techniques for collecting Data and Information
• Basic / Traditional Approaches to Strategy
• Marketing methodologies
• Diffusion of Innovation, Product life cycle and experience curve
• Issues of risk within a marketing plan
• Components of a Strategic Marketing Plan
• Brand & Advertising including Global Brands
• Advertising to Children
• The Regulatory Frameworks
• Use Product/Service Branding
• Behaviours and Attitudes
• Behavioural Measures of Loyalty
• Customer Service
• Digital and Global marketing
• Globalization theories and cases in practice.
• The Regulatory Frameworks

• Financial Accounting and Management Accounting
• Basic accounting concepts, e.g. profit, cash, matching
• Difference between capital & revenue, sources of financial & cost data
• Financial Analysis
• Budgeting and cash flows
• Costing methods and overhead allocations
• Return on Investment calculations
• The role of depreciation
• Cost / profit centres and allocating costs
• Analysis of financial data, cost benefit analysis
• Lean Methods and Lean accounting
• The difference between data and information
• Sources of data and information

• Setting Scope and Boundaries
• Perspectives and relationships
• PSMs – problem structuring methods
• The importance of organisational change
• Change communications and communications strategies
• Organisational structures
• Organisational maturity and leadership styles
• Organisational change and the individual
• A 20 Year Look at Business and Organisational Change
• Organisational change and organisational theory
• Culture, Power, Politics and Change
• Approaches to organisational change – traditional models
• Change solutions v change options
• Change as an emergent, tropic, rhizomatic and spontaneous process
• The emergence and power of social media as a change process
• Supporting tools and techniques
• Organisational change and organisational choice
• Change in Practice – The Consultant’s View
• Setting the context for team performance
• IMPAQ Performance Management Approach
• Performance Management System & Performance Appraisal Context
• Elements of the Change Framework
• Adair – action centres leadership
• Scope & Objectives of change
• Motivation Models and Concepts
• Tuckman – Stages of team development
• Latham and Locke 1990
• The Performance Management Cycle
• Aligning Team Goals with Organisational Strategy
• The Performance Appraisal Cycle
• The GROW Model and Coaching
• Belbin – Team Size
• Blended Performance Measures
• Building Blocks for Highly Effective Teams
• Managing the Psychological Contract
• Adams 1965 Expectancy Theory
• Current issues in performance management
• Some Other Measurement Systems
• Employee Engagement

• The Knowledge Economy
• Knowledge Management Drivers
• Dimensions of Knowledge Management
• Knowledge is Carbon Not Silicon?
• Tacit and explicit knowledge
• Do You Know What You Know?
• The Ackoff Pyramid
• A Common K-M Misconception
• Organisational Knowledge and Individual Knowledge
• Four Modes of Knowledge Creation
• Data Protection and Information Security
• Communities of Practice
• Uses of IT and digital technologies
• Knowledge Sharing – or not!
• Ethics Information Cultures – Definition.
• Differences between data, information and knowledge
• Trade off models
• Earned Value Management formulation (EVM)

Ethics, Professional Responsibilities and General Principles
A. Nature and scope
B. Ethics, independence and professional conduct
C. Terms of engagement
D. Requirements for engagement documentation
E. Communication with management and those charged with governance
F. Communication with component auditors and parties other than management and those charged with governance
G. A firm’s system of quality control, including quality control at the engagement level

Assessing Risk and Developing a Planned Response
A. Planning an engagement
B. Understanding an entity and its environment
C. Understanding an entity’s internal control
D. Assessing risks due to fraud, including discussions among the engagement team about the risk of material misstatement due to fraud or error
E. Identifying and assessing the risk of material misstatement, whether due to error or fraud, and planning further procedures responsive to identified risks
F. Materiality
G. Planning for and using the work of others, including group audits, the internal audit function and the work of a specialist
H. Specific areas of engagement risk

Forming Conclusions and Reporting
A. Reports on auditing engagements
B. Reports on attestation engagements
C. Accounting and review service engagements
D. Reporting on compliance
E. Other reporting considerations

• The Digital Finance Ecosystem
• New Technologies- blockchain, IOT, & Digital Wallet
• Digital Payments and Remittances
• Digitalisation
• Strategic Management of Digital Finance
• Regulation and Supervision in Digital Finance
• Customer-Centric Digitalisation
• Challenges and opportunities

• Focus on Development
• Identify Linchpin Positions
• Make It Transparent
• Measure Progress Regularly
• Keep It Flexible

Assessment

These qualifications are vocational as they can support a learner’s career progression. To meet aim to provide an appropriate assessment method each unit will be assessed through tasks that will be written in a way to make them realistic ‘work-related’ tasks wherever possible. Learners will need to demonstrate knowledge, understanding and. Original thought, problem solving and recommendations on actions will also be asked for from learners where appropriate for the unit. Intellectual rigour will be expected appropriate to the level of the qualification.

Assignments will contain a question strand for each of the given unit’s learning outcomes. The assignment tasks will address the LO (learning outcome) and AC (assessment criteria) requirements. Within assignments there will always be requirements for learners to engage with important and relevant theory that underpins the subject area.

The assignment questions will require learners to draw on real organisations to illustrate their answers. To support this activity during the programme of learning, centres are required to make sure that they include case studies of relevant organisations and, wherever possible, facilitate in- company opportunities for learners to undertake research and investigation projects and/or support the organisation with various tasks. Mature and part-time learners will ideally be able to draw on their personal work experience too.

 

Delivery

Tuition and guidance should feature flexible approaches to delivering the unit. Formal tuition sessions, whether face to face or online, will identify some of the required, theoretical subject matter. This will help learners to work individually, or as part of a group, researching and gathering information about the subject.

Personal and group research, case studies, simulations, exercises and discussion are typical and engaging ways of learning about the subject. Learners will likely use tutor- and self- directed study and reflect on their experience and expertise.

Up-to-date information and materials are available from many sources such as businesses, the Worldwide web, television and radio broadcasts, broadsheet newspapers and advisory services.

 

Awards

Where a candidate has achieved an overall average mark of at least 70% from all the units, may award a Distinction, although offering such a grade to individual candidates is at the discretion, and is not normally given after any successful referral attempts.

Awarding Organisation

Berkeleyme School of Management & Sciences

Program Key Features

  • 100% distance learning.
  • Accepted and recognized all over the world.
  • Duration 6 to 12 months depending upon the course.
  • Cost Effective.
  • Opportunity to visit UK for a study tour.
  • Immigration options to Canada & Australia.
  • Job opportunities across the globe with higher salaries.

Progression

Successful completion of the Certified CEO programme, enables to a Postgraduate & Master’s Degree top-up from world class British Universities.

Postgraduate Diploma programme

» Postgraduate Diploma in Strategic Management and Leadership by submitting assignments only getting full exemptions for classes and get 120 Credit hours, approved from Ofqual – Globally recognised a UK regulated awarding organisation.

Master’s Degree (top-up) programme

» After completing Postgraduate, you are entitled to do Master’s Degree by writing a dissertation for additional 60 Credit hours.

» Master of Business Administration – MBA top-up Master by writing a dissertation for additional 60 Credit hours and get British Master degree in collaboration with Anglia Ruskin University.


Course Curriculum

CCEO-U1: CEO Present & Future Outlook 00:00:00
CCEO-U2: CEO’s Information & Data Analysis Management 00:00:00
CCEO-U3: CEO’s Organisational Change Strategies & Human Capital Leadership 00:00:00
CCEO-U4: CEO’s Strategic Direction & Planning 00:00:00
CCEO-U5: CEO’s Strategic Marketing Management 00:00:00
CCEO-U6: CEO’s Financial Planning and Analysis 00:00:00
CCEO-U7: CEO’s Audits, Risks, Frauds & Assurance 00:00:00
CCEO-U8: Digital CEO 00:00:00
CCEO-U9: CEO’s Succession Planning 00:00:00

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  • Number of Units9
  • 12 Months

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