SBL Textbook Syllabus
SearchSyllabus A
Leadership
A1Qualities of Leadership
Effective Leadership And Key Leadership Traits
Introduction to Leadership Theories
Trait Theory
Behavioural Theory
Transformational Theory
Contingency Theory
Visionary Leadership
The Style Of Leadership And Strategic Change
Theory X and Y
Entrepreneurship
A2Leadership And Organisational Culture
Leadership In Defining & Managing Organisational Culture
Cultural web and organisational change
A3Professionalism, Ethical Codes & The Public Interest
Professions and the Public Interest
3:12
Ethical Codes
Ethical threats
5:18
Bribery and Corruption
Syllabus B
Governance
B2Stakeholder Analysis & Social Responsibility
The Mendelow Framework
Stakeholders Definitions and Influence
Corporate Social Responsibility
5:53
B3Governance Scope And Approaches
The Major Areas Of Organisational Life
Shareholders
3:53
Approaches to Corporate Governance
SMEs and stakeholder interests
International Codes of CG (OECD)
International Corporate Governance Network (ICGN)
B4Reporting To Stakeholders
<IR> overview
Purpose and content of an integrated report
Social and Environmental Issues
Environmental Reporting
Environmental Accounting Systems
B5The Board Of Directors
Board Of Directors
1:19
Role of CEO
1:44
Role of the Chairman
1:03
Conflicts of Interest
1:22
NEDs
1:50
Directors Service Contract
1:08
Frameworks for assessing the performance of boards
Diversity on boards of directors
Board Committees
3:29
Director's removal
Director's Remuneration
0:49
General principles of remuneration
Syllabus C
Strategy
C1Concept of Strategy
What is Strategy?
2:51
Vocabulary of Strategy
3:36
Strategic fit & Stretch
2:52
3 Levels of Strategy
2:06
Strategic Management
1:33
Strategic Analysis
2:14
Strategic Choice
2:46
Strategy implementation
1:14
Strategy in different contexts
The 3 Lenses of Strategy
2:49
C2Environmental Issues
PESTEL Analysis
4:24
Strategic Drift
Drivers of change
Porters Diamond
5:40
Scenario Planning
C3Competitive Forces
Porter's 5 Forces
4:59
Industry, Sector and Convergence
3:22
The Influence Of Strategic Groups & Market Segmentation
Value Chain
Value Chain Analysis
6:06
Value Network
Opportunities & Threats
Lifecycle and Competition
2:13
C4The Internal Resources, Capabilities & Competences Of An Organisation
Resources & Competencies
4:00
Effective cost management and control systems
Capabilities required to sustain competitive advantage
New product strategies
Corporate knowledge and Strategic Capability
Analysing Strengths and Weaknesses
Syllabus D
Risk
D1Identification, Assessment & Measurement Of Risk
Risk in the context of corporate governance
Risk Management Systems
Risk Management Process
2:50
Distinguish Between Strategic & Operational Risks
6:09
Risk Appetite
Changing risk assessments
Assess The Severity And Probability Of Risk
6:02
Related and correlated risks
1:31
Dynamic nature of risk
D2Managing, Monitoring And Mitigating Risk
Risk Manager
4:48
Heat Maps
Risk Registers
Embedded Risk
Diversification of Risks
TARA
4:31
Policies And Techniques To Mitigate Risks
Risk Attitudes
4 Lines of Defence
0:51
Syllabus E
Technology And Data Analytics
E1Cloud And Mobile Technology
The Need To Explore Opportunities For Adopting New Technologies
Discuss Key Benefits And Risks Of Cloud And Mobile Computing
Cloud As An Alternative To Owned Hardware And Software Technology
E2Big Data And Data Analytics
Information Technology & Data Analysis in Organisation Strategy
Big Data
Big data - The 5 V's
Data For Decisions About New Product Developments, Marketing And Pricing
E3Machine learning, AI and robotics
Robotics and Artificial Intelligence
3:20
Syllabus F
Organisational Control And Audit
F1Management And Internal Control Systems
Objectives of Internal Control
Internal Control Failure
2:35
Internal Controls Importance
3:15
Effective Systems of Internal Control
2:21
Important Components of control systems
Internal Controls & Risk Management
Need For Adequate Information
F2Audit and Compliance
Internal Audit - What and When
Importance of auditor’s independence
Nature and sources of risks to auditor independence
Importance of compliance
IA and Effective Internal Controls
5:10
Audit Committee & Internal Control
0:33
Audit Committee and External Audit
Audit Committee and Internal Audit
F3Internal Control And Management Reporting
Need to report on internal controls
Internal control and reporting
Internal controls and Information
Syllabus G
Finance In Planning And Decision-Making
G1Finance Function
Financial Objectives and Business Strategy
IT and the Finance Function & Alternative Structures
G2Financial Analysis & Decision-Making Techniques
Determine The Overall Investment Requirements Of The Organisation
Suitability, Feasibility And Acceptability Of Finance
Initial Coin Offerings
NPV
2:39
Internal Rate of Return
2:57
Accounting Rate of Return
13:11
Decision trees
Risk and Strategy
Make or Buy Decisions
Accept or Decline contracts
Close or Continue
G2Adjusting For Risk And Uncertainty In Investment Appraisal
Risk & Uncertainty basics
0:42
Sensitivity Analysis
Probability analysis
2:04
Simulation
Adjusted Payback
3:05
Financial Reporting & Tax Implications
Ratios and Strategy
Syllabus H
Innovation, Performance Excellence & Change Management
H1Enabling Success: Organising
Types of Structure
Span Of Control
Generic processes
Internal & External Relationships
The Virtual Organisation
Boundary-less Organisations
Mintzbergs 5 building Blocks
Contingency Theory for Structure
Offshoring, Shared & Global Business Services
H2Enabling Success: Disruptive Technology
Impact Of Disruptive Technologies Such As Fintech
Blockchain
2:05
H3Enabling Success: Talent Management
Talent Management
POPIT: people, organisation, processes, information technology
H4Enabling Success: Performance Excellence
The Baldrige Model
Empowering Organisations
H5Managing Strategic Change
Strategic Change
Blockages and levers of change
The style of leadership and strategic change
The basics of Processes
Evaluate The Effectiveness Of Current Organisational Processes
How should the process be changed?
Business Process Redesign
The Feasibility Of Possible Redesign Options
An Organisation Process Redesign Methodology
Lewin’s Three Stage Model
Contextual Features of Change
H6Leading And Managing Projects
What is a Project
The Implications Of The Triple Constraint Of Scope, Time And Cost
Identify And Plan To Manage Risks
The Structures And Information To Successfully Initiate A Project
Designing the Project
The Costs And Benefits Of A Business Case
The Role Of A Benefits Realisation Plan
Managing the Project
Addressing Typical Problems
Defining The Project
Monitoring the Project
Concluding a Project