1. Good management
2. Independence
3. Accountability
4. Integrity
5. Business organisation structure and strategy
5.1. Informal organisation
5.1.1. Benefits
5.1.1.1. Employee commitment
5.1.1.2. Knowledge sharing
5.1.1.3. Speed
5.1.1.4. Responsiveness
5.1.1.5. Co-operation
5.2. Organisational structure
5.2.1. Mintzberg's 5 components
5.2.1.1. Strategic apex
5.2.1.2. Operating core
5.2.1.3. Middle line
5.2.1.4. Technostructure
5.2.1.5. Support staff
5.3. Levels of strategy
5.3.1. Corporate
5.3.2. Business
5.3.3. Operational/Functuonal
6. Organisational culture and committees
6.1. Elements of culture
6.1.1. Observable
6.2. Types of culture
6.2.1. Power culture
6.2.2. Role culture
6.2.3. Task culture
6.2.4. Person culture
6.3. Committees
6.3.1. Purpose
6.3.1.1. Creating new ideas
6.3.1.2. Communication
6.3.1.3. Democratic
6.3.1.4. Combining abilities
6.3.1.5. Co-ordination
6.3.1.6. Representation
6.3.1.7. Recommendations
6.3.2. Types
6.3.2.1. Executive committee
6.3.2.2. Ad-hoc committee
6.3.2.3. Sub-committees
6.3.2.4. Joint committees
6.3.2.5. Management committees
6.3.2.6. Standing committees
7. Corporate governance and social responsibility
7.1. Poor corporate governance features
7.1.1. Domination by single individual
7.1.2. Lack of supervision
7.1.3. Emphasis on short-term profitability
7.2. Corporate social responsibility(CSR)
7.2.1. Strategies
7.2.1.1. Proactive strategy
7.2.1.2. Reactive strategy
7.2.1.3. Defense strategy
7.2.1.4. Accommodation strategy
7.3. Role of the board
7.3.1. Chairman
7.3.2. Chief executive
7.3.3. Company secretary
7.3.4. Non-executive directors
7.3.4.1. Strategy
7.3.4.2. Performance
7.3.4.3. Risk