| | London UK - Dubai - MA HRM - Postgraduate Diploma in Human Resource Management (HRM) - Human Resource Management (HRM): A Practitioners Approach Seminar or Public Course. Human Resource Management: A Practitioners Approach Seminar or Public Course is a Human Resource Management Seminar (public course) - Leading To: HRODC Postgraduate Diploma in Human Resource Management (Pg-Dip. HRM) and Master of Arts in Human Resource Management (MA HRM): A 22 Day (Now 26 Days) Human Resource Management Public Course or Seminar. Human Resource Management Seminar (public course) is another Popular HRODC Postgraduate Human Resource Management Training Seminar. London and International locations. Human Resource and Personnel Management; Human Resource Planning; The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing; Employee Flexibility and Workforce Flexibility; . Job Design and Recruitment and Selection: The legal parameter; . People and Performance: A Behaviourist Approach; Employee Retention; Human Resource and Performance Management; Organisational Development; Dynamics of Organisational Change Management London UK - MA HRM - Postgraduate Diploma in Human Resource Management (HRM). Human Resource and Personnel Management, Human Resource Planning, The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing, Employee Flexibility and Workforce Flexibility, Job Design and Recruitment and Selection: The legal parameter, People and Performance: A Behaviourist Approach, Employee Retention, Human Resource and Performance Management, Organisational Development, Dynamics of Organisational Change Management, Diversity Management Seminar (public course) 'The Management of Workforce Diversity A Value Added Inclusion', Organisational Culture & Communication, Communication & the Organisations Cross Cultural Environment, Employee Resourcing: Recruitment and Selection, Trainer Training, Customer or Client Care, Motivating Workers: Intrinsic and Extrinsic Rewards, Human Resource Management: A Practitioners Approach Seminar or Public Course - Click To View List of Postgraduate Courses - Then Look on Right Navigation Bars Click To View Seminar Schedule Contents Human Resource Management: A Practitioners Approach Seminar or Course - London UK - Dubai - MA HRM - Postgraduate Diploma in Human Resource Management (HRM) - Human Resource Management (HRM): Part-Time On-Line Part Time - Human Resource Management: A Practitioners Approach Seminar or Public Course Leading To: HRODC Postgraduate Diploma in Human Resource Management MODULE TITLE | | | DURATION | 1. Human Resource and Personnel Management | By the conclusion of the established learning activities, delegate will be able to: Demonstrate understanding of distinction between personal management and human resource management. Indicate the significant aspects in development of human resource management and personal management. Demonstrate an appreciation of important of welfare in the development of personal management and human resource management.
| The Development Of HRM. Personnel and HRM: A Distinction. The advent of welfare management. The role of Rowntree in industrial welfare development. Welfare workers and recruitment and selection. The development of professional personnel and human resource management. Recruitment and Selection Workers Welfare and Benefits Industrial Relations Staff Appraisal Training
| 1 Day Ϊ | | Relate the part played by Cadburys Roundtree in the development of personal management and human resource management. Manage the strategic role. Illustrate the difference between the Hard approach to HRM and Soft approach to HRM.
| Recruitment Selection Motivation Human Resource Planning Workforce Management Strategy E.g. Workforce Flexibility Flexible Working Strategy
| | 2. Human Resource Planning | By the conclusion of the established learning activities, delegate will be able to: Suggest the importance of human resource planning in organisation management. Illustrate the significance of effective human resource. Determine the links between corporate planning and human resource planning. Indicate how human resource planning can support business systems.
| The rationale for human resource planning (HRP). The link between HRP and corporate planning. The investigation and forecasting processes-understanding contextual influences. Designing, implementing and reviewing the effectiveness of HRP.
| 1 Day Ϊ | | | | | | 3. The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing | By the conclusion of the established learning activities, delegate will be able to: Demonstrate their understanding of the importance of employee Resourcing in an organisational context Demonstrate their understanding of the different employee resourcing strategy Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy Draw a parallel between material and facilities Resourcing and people Resourcing, from the standpoint of organisational effectiveness Defend the strategic importance of employee Resourcing Link employee Resourcing with business and organisational development Devise an effective employee Resourcing strategy
| The role of employee resourcing in contributing to corporate strategies and goals The role of internal and stakeholders in the employee resourcing process Managing the potentially conflicting concerns of stakeholders in employee resourcing Dealing with stakeholders values and expectations Traditional approaches to employee resourcing Emergent and contingency approaches to employee resourcing The role of employee resourcing in business and subsystem strategy The role of employee resourcing in the development of organisational strategy Organisational strategy and employee resourcing strategy compatibility
| 1 Day | 4. Employee Flexibility and Workforce Flexibility | By the conclusion of the established learning activities, delegate will be able to: Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective. Suggest what Numerical Flexibility means. Indicate the benefits of functional flexibility of workers and managers Indicate the relationship between Temporal Flexibility and Financial Flexibility. Decide what workers or managers are likely to gain from Geographical Flexibility.
| Alternative patterns of work and the increase in the non-standard contracts: The different forms of worker flexibility Elements of Workforce Flexibility Numerical Flexibility Functional Flexibility Temporal Flexibility Financial Flexibility Geographical Flexibility Hard and Soft HRM The flexibility debate: The concept of the flexible firm The strategic use of flexible workers Flexibility strategies for economic development
| 1 Day Ϊ | 5. Job Design and Recruitment and Selection: The legal Parameter | By the conclusion of the established learning activities, delegate will be able to: Demonstrate their understanding of an effective job design system Relate the factors to be taken into account to ensure that job design tribute to organisational success Illustrate the legal bases of job design Distinguish between the different types of job design Demonstrate an understanding of ergonomics in job design Indicate the factors that contribute to fatigue and fatigue reduction Create a match between individual capabilities and orientation, on the one hand, and job design features, on the other Distinguish between the different types of job design Relate job design factors to the law Demonstrate an understanding of reasonable support Illustrate the balance that might be made between candidate immediate suitability and the possibility of Continuous Professional Development (CPD)
| Effective job design- HRP and job design; Difference approaches to job design; Mechanistic job design Biological job design Perceptual job design Motivational job design Linking job design with motivation theory The recruitment process and the law Job analysis as a basis for effective recruitment and selection Job description; Personnel specification and the law Measuring the effectiveness of recruitment and selection: Validating recruitment and selection methods, Recruitment Method reliability, Monitoring recruitment and selection Policy, Recruitment and selection and continuous professional development (CPD)
| 1 Day Ϊ | 6. The Newcomer: A Strategic View | | Managing entry into the organisation: Induction Programmes: A Strategic View; Transmitting corporate values; Enhancing the Probationary Experience; Valuing and Exploiting Intellectual Capital: A Strategic Perspective; Intellectual Property Rights: Intellectual Property Law Learning from Early Leavers Using Exit Interviews/ Questionnaires
| .5 Day | 7. Employee Retention | | Career management: career theory, career development, management and succession planning: Management succession charts Psychometric testing The psychological contract and the impact on employee retention
| .5 Day | 8. Human Resource and Performance Management | | Assessing the nature and causes of performance problems: Managing poor performance Managing absence Dealing with harassment The effective management of retirement, redundancy, dismissal and voluntary turnover. Evaluating the mechanisms available for preventing or alleviating poor performance.
| .5 Day Ϊ | 9. Organisational Development | | | .5 Day | 10. Dynamics of Organisational Change Management | By the conclusion of the specific learning & development activities, delegates will be able to: Demonstrate their awareness of the inevitability of organisational change. Demonstrate the need for a proactive stance in relation to Organisational change. Determine the factors, which contribute to workers resistance to change. Suggest the efforts, which an organisation might employ to reduce workers resistance to change.
| Change and Its Inevitability. Anticipating The Need For Change. Resistance To Change: Latent & Manifest. Change Management And Human Resources Implications. Pertinent Factors Associated With Change Implementation. Approaches To Change: Their Merits & Demerits. The Big Bang Approach. The Incremental Approach. Strategies For Effecting Change.
| 2 days Ϊ | | Demonstrate their awareness of change management and human resource implications. Distinguish between change strategies and approaches to change. Illustrate the advantages and disadvantages of each strategy. Manage latent and manifest resistance to change. Determine the situations when a particular approach might be appropriate. Determine the most effective ways of communicating change decisions to workers. Illustrate the advantages and drawbacks of group involvement in decisions related to change. Design measures, which will ensure change institutionalisation. Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
| Influence Change Strategies: When They Should Be Used Or Avoided. Control Change Strategies: When They Should Be Used Or Avoided. Communicating Organisational Change. (organizational change). Communication Media: Mass or Personalised Communication? Mode and Channels of Communication. Getting The Message Right. Timing of Communication. Who Should Communicate What, When? Use of Groups In Change Process. Managing latent and manifest resistance to change. Effective, overall, change leadership. Leading change implementation. Selecting the Appropriate Change Agent Internal or External. Speed of Change.
| Ϊ | | | Change Acceleration: Averting Organisational (organizational) and Individual casualties. Confidence. Change Tolerance and Individual Stress Levels. Managing the External Environment: Improving Perception and Instilling Stakeholders, generally. Shareholders and Funding Agents. Customers and Clients. Potential Customers and Clients. Change Institutionalisation: Returning To Normality.
| | 11. Diversity Management Seminar (public course) 'The Management of Workforce Diversity A Value Added Inclusion' | By the conclusion of the specific learning & development activities, delegates will be able to: Distinguish between equal opportunities and diversity management. Demonstrate their awareness of the bases for racial, ethnic and gender discrimination, focusing on the social identity perspective.
| The concepts of equal opportunities and diversity management. Exploring Workforce Diversity Cultural Diversity, generally Gender Diversity Racial Diversity Ethnic Diversity Age Diversity Perceptual and Mental Diversity
| 3 days Ϊ | | Be able to determine the organisational benefits of organisational diversity, on the bases of cost, resource acquisition, marketing, and creativity & system flexibility. Be aware of vital diversity factoids, useful to their organisations effective operation. Be able to design a system by which organisational diversity will be managed. Have devised a managed approach to organisational culture. Have devised a strategy for the creation of a bias-free human resource management. Have devised ways to encourage a gender friendly work environment - manifest in a bias-free career & promotion system and reduction in work-family conflict. Demonstrate their understanding of sentience as a basis for discrimination. Have devised a system by which gender, racial and ethnic heterogeneity are promoted.
| Physical Diversity Sexuality Diversity Sentience as a basis for racial, ethnic and gender discrimination. Racial, ethnic and gender discrimination: the social identity Perspective. Equal Opportunities in employment and the British Legislation. Gender and sex discrimination. Age Discrimination (ageism and reverse ageism). Disability discrimination. Racial discrimination. Discrimination as Social Identity. Understanding and dealing with Sentience. The effectiveness of the British Legislation in protecting the rights of the disadvantaged groups. Gender Disparity in Organisations: An Analysis of the status of women in the workplace Diversity Mismanagement and its consequence for organisational survival: Some case examples
| Ϊ | | Be aware of the de-moralising effect of resonation. Be able to recognise resonation, taking the necessary steps to avert or prevent its reoccurrence. Demonstrate their ability to manage complaints and disciplinary systems in such a way that all opportunities for discrimination are removed. Demonstrate their ability to apply their knowledge of organisational diversity to reducing the likelihood of sentience. Have applied their understanding of organisational diversity to promote a desirable level of cohesiveness, reducing the likelihood of groupthink. Have demonstrated competence in diversity counselling. Have demonstrated expertise in relationship management. Have exhibited the ability to detect tendencies towards sentience as a direct result of diversity.
| Beyond Equal Opportunities: Towards Diversity Management Diversity management and effective human resource utilization. Constitution of committees and task forces. Gate keeping: Avoiding resonation Utilizing marketing intelligence. Activities Necessary For An Effective Management of Organisational Diversity: Managing Organisational Culture Ensuring Human Resource Management System Is Bias Free. Managing Diversity through: Recruitment Training Education Development Managing Diversity in: Appraisal Compensation Benefits
| Ϊ | | Have demonstrated the ability to effectively manage in situations where sentience exists, progressing towards its elimination. Have demonstrated their ability to formulate, implement and monitor an effective diversity policy. Demonstrate exceptional leadership in the management of a diverse workforce.
| Promotion. Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes Managing Diversity through the Prevention of Subtle Sexual Harassment.
| | 12. Organisational Culture & Communication | | | .5 Day Ϊ | | | | | 13. Communication & the Organisations Cross Cultural Environment | | Filtering Selective perception Emotions Language Culture Miss-management of multiculturalism Gender differences Conflict between body language and spoken words Efforts to avert or eliminate communication barriers.
| .5 Day | 14. Employee Resourcing: Recruitment and Selection | By the conclusion of the specific learning & development activities, delegates will be able to: Exhibit an understanding of the desirability of a limited turnover of staff. Demonstrate their ability to determine the type of commitment that motivates particular individuals to join an organisation. Have designed ways of stabilizing staff turnover/high turnover. Be aware of how personnel demand forecast (PDF) is conducted. Demonstrate their ability to conduct a human resource audit. Be aware of the non-conventional selection methods. Be able to conduct periodic and exit interviews. Demonstrate their ability to conduct job analysis. Be able to design job description and personnel specification for particular roles. Be able to weight a candidate assessment form, on the basis of job description and personnel specification. Be able to use candidate assessment form in short listing and Interviews.
| Staff turnover and negative and positive impact on the organisation; Levels of Individual Commitment of potential and new recruits. Moral Commitment. Remunerative Commitment. Calculative Commitment. Recruitment and Selection as a Resourcing activity. Training, Education, Development as facilities for new recruits. The importance of Human resource Forecasts. Methods of forecasting human Resource needs of the Organisation. Strategic Operational Review (SOR) as prerequisite for Human resource forecasting. The legal bases of Recruitment and Selection. Importance of Human Resource Audit. Conducting Human Resource Audit. Periodic and Exit Interviews. Systematic Recruitment and Selection Process. Conducting Job Analysis. Designing Job Description. Designing Personnel Specification. Market Targeting. Designing and placing Advertisement. Weighting and Using Candidate Assessment Form (CAF).
| 3 days Ϊ Ϊ | | Be able to conduct individual and panel interviews. Be capable of arriving at objective decisions in personnel Selection. Be able to analyse education, training and development programmes. Be able to design an effective induction package. Demonstrate an understanding of the legal bases of Employee Resourcing. Relate specific recruitment, selection, retention and exit issues to UK and European legislation. Cite Specific legislation and related cases relevant particular job design issues. Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees. Demonstrate their ability to lead a recruitment and Selection team. Be able to manage recruitment and selection within a Resourcing context.
| Conducting Interviews. Non-conventional Personnel Selection. The value of Staff Induction. Organising an induction programme. Running an induction Programme. Short-listing candidates. Conducting Interviews. The value of and problems of e-recruitment. The different types and levels of e-recruitment. Conducting periodic interviews. Conducting exit interviews. Job design and the law.
| Ϊ | 15. Trainer Training | By the conclusion of the specific learning & development activities, delegates will be able to: Be conversant with the theories of learning and memory crucial to the development and implementation of training programmes. Be aware of the taxonomy of educational objectives and translate these into individual capability and achievements. Determine the most appropriate way to organise training and development courses. Be able to equip a training room for maximum impact and effectiveness, within organisational budget and other constraints. Design courses that account for individual training needs and learning curve. Design learning objectives, mindful of what can be realistically achieved in terms of the experience and motivation of delegates. Be able to design learning experiences that will ensure that learning objectives are met taking account of relevant factors associated with established principles of learning. Be able to design appropriate delegate activities relevant to the stated learning objectives. Demonstrate their ability to prepare for and make effective oral presentations. Demonstrate their ability to conduct individual, team and organisational training needs analysis. Be able to use different internal sources of information to assess individual, team and organisation-wide immediate and future training and development needs. Be capable of designing evaluation questionnaire for individual courses, training programmes, and presenters. Be able to determine when training intervention is necessary. Be able to link organisational and subsystem business strategy to training and development strategy.
| Learning And Memory. Conditions Conducive To Learning And Memory. The Taxonomy Of Educational Objectives. Establishing Learning Objectives. Value Of Varied Learning Experiences. Determining The Content Of Training Programmes. Designing Delegate Activities, In Line With Established Objectives. Effective Oral Presentations. Designing Training Courses. Designing Ice-Breaker And Closure Activities. Creating An Ideal Setting. Designing Course Evaluation Questionnaires.
| 3 days Ϊ Ϊ | | Be able to position the training department within organisational corporate structure. Be able to design appropriate in-course evaluation. Design appropriate assessments and assessment strategy of award-bearing components of training programmes. Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation. Be able to incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses. Demonstrate exceptional leadership in the management of the learning environment. Effectively manage commissioning relationships. Effectively manage a training department.
| | Ϊ | 16. Customer or Client Care | By the conclusion of the specific learning & development activities, delegates will be able to: Demonstrate an understanding of value of front-line staff to organisational effectiveness. Exhibit competence in fundamental aspects of customer/ client service - incorporating sensitivity to clients needs. Exhibit a functional level of interpersonal relationship. Communicate effectively with: Clients Colleagues Juniors Managers Demonstrate an understanding of the legal framework of client service. Recall fundamental elements of the Sale of Goods Act 1979. Recall the obligations of the retailer/ service provider under the Sale of Goods Act 1979. Recall the obligation of the producer of goods and service, under the Sale of Goods Act 1979. Demonstrate their ability to remain calm and courteous during unpleasant situations such as an encounter with an irate client. Exhibit an understanding of the functioning of a client-driven organisation. Exhibit an awareness of the high standard of service, which each client anticipates. Demonstrate their ability to initiate improvements in client service. Assist clients in solving their problems relating to products and service. Illustrate their ability to manage internal and external customer/client care environments. Demonstrate their expertise in leading a customer/client care team. An understanding of the fundamentals of leadership and management. Exhibit leadership in dealing with the irate customer/ client. Provide examples of the legal application of Fitness For Purpose. Demonstrate their ability to contribute to the maintenance of customer/ client loyalty. Illustrate their understanding of the need to Empower Front-line Staff to Redress Dissatisfactory Client/ Customer Situations. Exhibit a willingness to seek help and advice from colleagues and managers, when faced with difficult situations. Appreciate the need to maintain a generalised client/ customer information system. Recall the obligation of the service provider/ product retailer, and manufacturer under The Supply of Goods and Services Act 1982. Determine what constitutes a non-binding contract, under The Unfair Terms in Consumer Contracts Regulations 1999.
| Who is a front-line staff? Who has customer/ client-relation and customer/ client-relation responsibility? Value of front-line staff to organisational effectiveness: Features of a Client-Driven Organisation Internal & External Factors Influencing Client Behaviour Client Motivation Responsibility of the service provider/ goods retailer, and manufacturer under The Supply of Goods and Services Act 1982. How Can We Assure Clients That They Are Getting a Good Deal? Working Towards Clients Continued Accessing of Service The Sale of Goods Act Legal Interpretation of Fitness For Purpose Sensitisation & Client Needs: Role Transposition What To Know About Your Clients Maintaining a Generalised Client Information System Dealing With Sensitive Situations: Confidentiality VS Disclosure Dealing With an Irate Client: Understanding Clients Frustration Improving Worker-Client Relation Dealing with the irate customer/ client. Communication: Perfecting The Approach & Offering Assistance Contributing to the maintenance of customer/ client loyalty Empowering Front-line Staff to Redress Dissatisfactory Client/ Customer Situations Seeking help and advice from colleagues and managers, when faced with difficult situations Dealing with conflict between client/ customer and front-line staff. The responsibility of service provider/ goods retailer under The Sale and Supply of Goods to Consumers Regulations 2002. Client Service: The Legal Environment Obligations of the retailer/ service provider under the Sale of Goods Act 1979 The responsibility of service provider/ goods retailer under The Sale and Supply of Goods to Consumers Regulations 2002. The Unfair Terms in Consumer Contract Regulations 1999. What constitutes a non-binding contract, under The Unfair Terms in Consumer Contracts Regulations 1999. The role of the Office of Fair Trading (OFT), in dealing with consumers complaints under The Unfair Terms in Consumer Contracts Regulations 1999. The Powers of the Office of Fair Trading, under the Unfair Terms in Consumer Contract Regulations 1999s. The role of Trading Standards in dealing with consumer complaints.
| 2 days Ϊ Ϊ Ϊ | | Suggest the role of the Office of Fair Trading (OFT), in dealing with consumers complaints under The Unfair Terms in Consumer Contracts Regulations 1999. Indicate The Powers of the Office of Fair Trading, under the Unfair Terms in Consumer Contract Regulations 1999. Determine the role of Trading Standards in dealing with consumer complaints. Recall important points of law in the Unfair Terms in Consumer Contract Regulations 1999.
| | | 17. Motivating Workers: Intrinsic and Extrinsic Rewards | By the conclusion of the specific learning & development activities, delegates will be able to: Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness. Distinguish between the different sets of motivation theories, notably content, process and reinforcement.
| Directing Or Leading. The Concept of Motivation. Theories of Motivation. Content Theories & Some of Their Contributors. Maslows Hierarchy of Needs. Analysis of Maslows Claims. McClelland's Studies. Taylor: Money & Motivation.
| 1 day Ϊ | | Demonstrate their ability to translate motivation theory into practice. Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations. Demonstrate their ability to formulate a comprehensive motivation strategy. Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps. Formulate a workable motivation strategy. Follows the common trends in the popular motivation theories. Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation. Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
| Motivator-Hygiene Factor: Hertzbergs Contribution. Process Theories. Equity Theory. Goal-Setting Theory. Expectancy Theory. Equitable Reward Systems. Reinforcement Theories. Reinforcement Theory. Motivation & Contingency Theory. Designing An Effective Motivation Strategy. The collectivist Vs the individualist perspective of motivation. Common trends in Motivation theories. Intrinsic and extrinsic values of motivation. Motivation and worker behaviour. The extent to which salary or wages inducement motivate workers. Performance Related Pay (PRP). Productivity Bonuses. Efficiency Gains.
| Ϊ | | Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory. Illustrate how the contingency approach to motivation might be applied to different situations. Indicate the part that training and development play in worker motivation. Manage the process of motivation, taking account of socio cultural and economic differences. Manage the motivation process, taking account of the differences in preferences and expectation of workers. Apply the equity theory to work situation from a differentiation perspective, rather than and equality perspective. Demonstrate the need to balance the individualist and collectivist perspective to motivation.
| Profit Share. The contingency approach to motivation. Social differentiation in motivation. Culture differentiation in motivation. Wealth as a factor in motivation. Class as an issue in Motivation. Individual expectation and motivation. Individual preferences as a motivating factor.
| Ϊ |
Regulation For HRODC Postgraduate Degrees MBA, MA, MSc Programmes Summary of the Regulation For HRODC Postgraduate Degrees MBA, MA, MSc Programmes Delegates who have successfully completed the HRODC General Postgraduate Diploma, HRODC Specialist Postgraduate Diploma and HRODC Cumulative Postgraduate Diploma may proceed to register for the Postgraduate Degree (MBA, MA, MSc). HRODC Cumulative Postgraduate Diploma relates to a Diploma that is granted through the addition of courses taken at intervals over a 3-year period. This type of Postgraduate Diploma might include both General and Specialist groupings. The requirement incorporates the 180-Hour Rule, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study (Full details in separate document). After the Postgraduate Diploma Stage, delegates might register for a Masters Degree (MA, MBA, MSc as appropriate). They will then be required to study a research module Course #7 and present an externally assessed Dissertation of 15,000 to 20,000 words. They will receive supervision from 2 research tutors and will submit to an Oral Examination of their Thesis. Examples of Master Degree Titles include: MSc in Advanced Oil and Gas Accounting; MSc in Accounting and Finance MBA in Executive Management MBA in Finance MA in Human Resource Management MA in Information and Communication Management
HRODC Postgraduate Diploma and Diploma Postgraduate. HRODC Postgraduate Diploma and Diploma - Postgraduate: Distinction and Award Seminars & In-house Courses of 1 3 Months Duration, Lead To the HRODC Postgraduate Diploma. Seminars and In-house Courses of 2 Days & More But Less Than 1 Month Lead To HRODC Diploma - Postgraduate. Attainment requirement for HRODC Postgraduate Diploma & Diploma - Postgraduate - is 50% Minimum. HRODC Certificate of Attendance & Participation will be awarded to Delegates of Seminars & Courses of less than 2 days and those gaining less than 50% pass in the Postgraduate Diploma or Diploma - Postgraduate - Seminars and In-house Courses. Individual Modules and Blocks of HRODC Postgraduate Diploma can be taken studied over a 3-year period, anywhere in the world that they are offered. All modules or Blocks, in the case of the Postgraduate Diploma in Executive Management, must have been studied, with Delegates gaining 50% and above in at least 70% of the modules or blocks. To achieve the attainment level required for the Award of HRODC Postgraduate Diploma in Communication and Information Management, delegates should achieve a minimum of 50% pass in at least 70% of the modules. Module one will be treated as a double-unit and assessed in 2-parts, while module 3 will be regarded as 4 units, assessed in 4 distinct parts. There are, therefore 10 units, for assessment purpose, requiring at least a pass in 7 units, at 50% or higher. The assessment will be facilitated by the issuance of bound copies of course guides and course supplement (possibly combined), at the beginning of the training. Delegates who fail to achieve the requirement for HRODC Postgraduate Diploma, or Diploma - Postgraduate - will be given support for 2 re-submissions. Those delegates who fail to achieve the requirement for the Postgraduate Diploma or Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be awarded the Certificate of Attendance and Participation. All seminar guides and course guides will indicate which activities will count towards HRODC Diploma. Title Examples of HRODC Postgraduate Diploma and HRODC Diploma - Postgraduate HRODC Postgraduate Diploma Course or Seminar Titles include: HRODC Postgraduate Diploma in Human Resource Management; HRODC Postgraduate Diploma in Comprehensive Human Resource Management; HRODC Postgraduate Diploma in Executive Management; HRODC Postgraduate Diploma in Comprehensive Real Estate Management; HRODC Postgraduate Diploma in Women in Management; HRODC postgraduate Diploma in Comprehensive Project Management; HRODC Postgraduate Diploma in Communication and Information Management. HRODC Diploma Postgraduate - Course or Seminar Titles include: HRODC Diploma - Postgraduate - in Financial Risk Management; HRODC Diploma - Postgraduate - in Judging Economic and Financial Crimes; HRODC Diploma - Postgraduate - in UK Legal System: Court Organisation and Management; HRODC Diploma - Postgraduate - in Organisational Change Management; HRODC Diploma - Postgraduate - in Client Or Customer Care; Leading to HRODC Diploma - Postgraduate - in Trainer Training: Training for Trainers; HRODC Diploma - Postgraduate - in Worker Motivation; HRODC Diploma - Postgraduate - in Employee Resourcing: Recruitment and Selection; HRODC Diploma - Postgraduate - in Diversity Management; HRODC Diploma - Postgraduate - in Research Project Management; HRODC Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy; HRODC Diploma - Postgraduate - in Internal Audit; HRODC Diploma - Postgraduate - in Fundamentals of Automotive Industry; HRODC Diploma - Postgraduate - in Advanced Project Management; HRODC Diploma - Postgraduate - in Productivity Improvement; HRODC Diploma - Postgraduate - in Introduction to Real Estate Management; HRODC Diploma - Postgraduate - in Conveyancing and Property Valuation; HRODC Diploma - Postgraduate - in UK Employment Law; HRODC Diploma - Postgraduate - in UK Consumer Law; HRODC Diploma - Postgraduate - in ISO 9000 Quality Systems; HRODC Diploma - Postgraduate - in Modern Quality Systems; HRODC Diploma - Postgraduate - in Modern Quality Systems and ISO 9000; HRODC Diploma - Postgraduate - in Personnel and Occupational Testing; HRODC Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis; HRODC Diploma - Postgraduate - in Information, Risk and Security Management; HRODC Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; HRODC Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; HRODC Diploma - Postgraduate - in Investment Projects in Industrial Sector; HRODC Diploma - Postgraduate - in Industrial Investment Performance Evaluation; HRODC Diploma - Postgraduate - in Strategic Management and Project Management; HRODC Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting; HRODC Diploma - Postgraduate - in Advanced Financial Accounting; HRODC Diploma - Postgraduate - in Advanced Cost Management; HRODC Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; HRODC Diploma - Postgraduate - in Strategic Management Accounting; HRODC Postgraduate Diploma - Postgraduate - in Advanced Budgeting; HRODC Diploma in Fundamentals of Air Cargo. HRODC Postgraduate Diploma Typology HRODC would like to initiate and maintain a typology that will distinguish between its 3 main categories of Postgraduate Diploma: 1. HRODC General Postgraduate Diploma 2. HRODC Specialist Postgraduate Diploma 3. HRODC Cumulative Postgraduate Diploma
HRODC General Postgraduate Diploma refers to the Postgraduate Diploma, which consists of generic courses, taken within a three-year period. HRODC Specialist Postgraduate Diploma must be construed to mean a Postgraduate Diploma that consists of related courses. These include: HRODC Postgraduate Diploma in Human Resource Management; HRODC Postgraduate Diploma in Comprehensive Human Resource Management; HRODC Postgraduate Diploma in Executive Management; HRODC Postgraduate Diploma in Comprehensive Real Estate Management; HRODC Postgraduate Diploma in Women in Management; HRODC Postgraduate Diploma in Comprehensive Project Management; HRODC Postgraduate Diploma in Communication and Information Management. HRODC Cumulative Postgraduate Diploma relates to a Diploma that is granted through the addition of courses taken at intervals over a 3-year period. This type of Postgraduate Diploma might include both General and Specialist groupings. The requirement incorporates the 180-HourRule, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study. HRODCs Quality Assurance The 50% minimum attainment requirement for the HRODC Postgraduate Diploma and HRODC Diploma - Postgraduate - is an attestation to our concern for quality and exceptional performance. This standard is in line with most British Universities, some having recently moved away from their traditional 40% attainment requirement. One of the several ways in which HRODC assures academic and professional quality is to ensure that most of its consultants hold a PHD in the their areas of specialism. The lowest qualification of any consultant at HRODC is an MA and, or, MSc. These qualifications are in addition to relevant experience and continuous development. While most applicants to HRODC Postgraduate Diploma and HRODC Diploma - Postgraduate - Programmes are holders of Undergraduate and Postgraduate Degrees, some being Professors of internationally renowned Universities, others do not hold a degree but have substantial work and life experience to excel in the courses. In addition, HRODC has instituted the 180-HourRule, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study. Specialist Diploma such as the HRODC Postgraduate Diploma in Executive Management consists of 540 hours. In addition to the above, HRODC has incorporated the following additional Quality measures in its Postgraduate Degree Programme These can also be found in the document Regulation For HRODC Postgraduate Degrees MBA, MA, MSc Programmes1. The length of the Dissertation will be between 15,000 and 20,000 words. Higher or lower limits can only be accepted through special dispensation, tabled through their Dissertation Tutor; 2. Delegates will be assigned one Main Dissertation Supervisor, for formal tuition, and a Dissertation Mentor, who will provide them with informal advice, in conjunction with their Main Dissertation Supervisor; 3. Delegates Viva Voce, or Oral, Examination will be conducted within 3 months of the submission of their Dissertation; 4. The Dissertation Examination will be conducted by an External and an Internal Examiner; 5. The External Examiner will be drawn from a recognized University and will be an Academic in the Discipline, who is not otherwise associated with HRODC; 6. The Internal Supervisor will be an HRODC Tutor, who is neither Delegates Main Dissertation Supervisor or their Dissertation Mentor; 7. The submission date of a Masters Dissertation is expected to be within 12 calendar months of their initial registration for the Degree but can be extended, on application, to a period not exceeding 24 months; 8. In the event that Delegates were not successful on the first attempt, they will be given the opportunity to make minor amendment to, or revise, their Dissertation, with the guidance of their Dissertation Supervisors.
HRODCs New Central London Training Venue Many National and International Delegates attending HRODCs Seminars in London would also like to enjoy the Citys delights. It is for this reason that our London Training Centre is strategically located, in Central London. The relocation of HRODCs London Training Centre to Central London is specifically undertaken because of: Its easy access to public transport v Buses; v Trains; v London Underground (Tube); v Connection to Dockland Light Railway (DLR) v Connection to East London Line v Connection to British Rail v Its wide choice of accommodation v The great variety of: v Restaurants - a selection of Latin American, English, Tai and Chinese Restaurants, Cafes even a Starbucks (Coffee Cafι) and Fast-Foods such as McDonalds, Berger King and KFC Restaurant. v Shopping centres, v Places of entertainment, including a Multiplex Cinema v An Antique Market and v Choice of Souvenir shops v Its proximity to The Greenwich Observatory v Its central location, providing ease of access to: v Oxford Street for general Shopping v Bond Street - for general Shopping v Tottenham Court Road For Electronics v Marble Arch for Cinema and Shopping v Edgeware Road for Entertainment and Shopping Perfumes, Souvenirs v Piccadilly Circus and Leicester Square for Entertainment Cinemas, Wine Bars, Restaurants - and Souvenir Shopping v West End Theatres v Heathrow Airport v Gatwick Airport v City Airport v Stansted Airport v Leicester Square v Piccadilly Square v Its close proximity to major London attractions such as: v Madame Tussauds v London Eye v River Boat Rides v London Original Bus Tours v Harrods Superstore v Several Museums v Nightclubs v The popularity of the area as a tourist venue
Please note that HRODC Training Institute. is in the process of acquiring a new training centre in Central London. In the meantime, the Conference Facilities of a Central London Hotel is being utilised as a temporary venue for its training activities. Some Locations of HRODCs Seminars or Public Courses These seminars are scheduled to be delivered in international locations including Munich Germany, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Lagos Nigeria, Abuja Nigeria, Manila Philippines, Katmandu Nepal, Mumbai India, Damascus Syria, Port Louis Mauritius, Jeddah, Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Rome Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Kingston Jamaica, Tripoli Libya, Harare Zimbabwe, Brussels Belgium, Monrovia Liberia, Tamilnadu India, Nairobi, Kenya. Course Admission and Registration: As an Award-bearing Postgraduate Course, it is essential that we assess the aptitude of our potential participants. We, would, therefore appreciate if you might complete our standard Postgraduate Application Form, which is available on request (please see our contact details above), or downloadable from: http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm If your previous qualifications and experience are in line with our admission criteria, you will be sent an official notification of your admission to the course or courses for which you have applied, along with a Proforma invoice, for the payment of the relevant fees. You will then be duly registered for the course/s as soon as we have received your payment. Terms and Conditions Or Downloaded, at: http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm HRODC Public Courses or Seminars and In-house Courses. Seminars are Public Courses, scheduled for particular venue. HRODC Seminars or Public Courses Can be delivered as in-house courses or as public courses, where they are not currently scheduled, on popular request. Below is the schedule for HRODC Seminars or public courses that will take place in: London UK; Dublin, Northern Ireland; Birmingham UK; Manchester UK; Wolverhampton UK; Belfast. These seminars are also scheduled to be delivered internationally, including countries such as Munich Germany; Durban South Africa, Johannesburg South Africa, Malta, Kong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Lagos Nigeria, Abuja Nigeria, Manila Philippines, Kathmandu Nepal, Mumbai India, Damascus Syria, Port Louis Mauritius, Jeddah, Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Rome Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Kingston Jamaica, Tripoli Libya, Harare Zimbabwe, Brussels Belgium, Monrovia Liberia, Tamilnadu India, Nairobi, Kenya, during 2006-2007. Seminar Booking might be made by Phone, Fax, Post, e-mail, or online at: http://hrodc.com/SEMINAR.BOOKING.htm Free Public Service International .dialing Codes: International Country Codes - Access Numbers As a free service to our site visitors, we have provided an international directory of .dialing codes. We have also tried to provide explanation to a number of issues that pose problems on international communication. Click For International Country Codes As a free service to our site visitors, we have provided an international directory of .dialing codes. We have also tried to provide explanation to a number of issues that pose problems on international communication. Click For International Country Codes The countries covered include Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores)Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia),Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire, Zimbabwe. Other Public Service Information includes: UK Employment Law - Law relating to employment in the UK International Airports and Airport Codes - Codes and names of international airports, worldwide London Underground Map - A map showing the London UK Tube or Underground System, in colour UK Consumer Law - Consumer Protraction Legislation HRODC UK covering all United Kingdom (UK) Regions and Counties - East Midlands Region; The counties of Derbyshire, Leicestershire, Lincolnshire, Northamptonshire and Nottinghamshire The non-metropolitan districts of Derby, Leicester, Nottingham and Rutland; Eastern Region; The counties of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk The non-metropolitan districts of Luton, Peterborough, Southend-on-Sea and Thurrock; London Region; Greater London; North East Region; The counties of Durham and Northumberland The metropolitan districts of Gateshead, Newcastle upon Tyne, North Tyneside, South Tyneside and Sunderland The non-metropolitan districts of Darlington, Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton-on-Tees; North West Region; The counties of Cheshire, Cumbria and Lancashire The metropolitan districts of Bolton, Bury, Knowsley, Liverpool, Manchester, Oldham, Rochdale, St. Helens, Salford, Sefton, Stockport, Tameside, Trafford, Wigan and Wirral The non-metropolitan districts of Blackburn with Darwen, Blackpool, Halton and Warrington; South East Region; The counties of Buckinghamshire, East Sussex, Hampshire, Isle of Wight, Kent, Oxfordshire, Surrey and West Sussex The non-metropolitan districts of Bracknell Forest, Brighton and Hove, the Medway Towns, Milton Keynes, Portsmouth, Reading, Slough, Southampton, West Berkshire, Windsor and Maidenhead and Wokingham; South West Region; The counties of Cornwall, Devon, Dorset, Gloucestershire, Somerset and Wiltshire The non-metropolitan districts of Bath and North East Somerset, Bournemouth, Bristol, North Somerset, Plymouth, Poole, South Gloucestershire, Swindon and Torbay The Isles of Scilly; West Midlands Region; The counties of Shropshire, Staffordshire, Warwickshire and Worcestershire The metropolitan districts of Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton The non-metropolitan districts of Herefordshire, Stoke-on-Trent and Telford and Wrekin; Yorkshire and the Humber Region; The county of North Yorkshire The metropolitan districts of Barnsley, Bradford, Calderdale, Doncaster, Kirklees, Leeds, Rotherham, Sheffield and Wakefield The non-metropolitan districts of the East Riding of Yorkshire, Kingston upon Hull, North East Lincolnshire, North Lincolnshire and York The countries covered include Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores) Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia), Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire, International seminars include Dynamics Of Organisational Change Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Organisational Change Management; Client Or Customer Care Seminar, Leading to HRODC Diploma - Postgraduate - in Client Or Customer Care; Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Trainer Training: Training for Trainers; Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Worker Motivation; Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Employee Resourcing: Recruitment and Selection; Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Diversity Management; Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Research Project Management; Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy; Internal Audit Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Internal Audit; human resource management (HRM): A Practitioners Approach Seminar (public course), Leading to HRODC Postgraduate Diploma in human resource management (HRM); Financial Risk Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Financial Risk Management; Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Judging Economic and Financial Crimes; Judges Seminar (public course) 2: The UK Legal System Court Organisation, Management & Sentencing Seminar (public course), Leading to HRODC Diploma - Postgraduate - in UK Legal System: Court Organisation and Management; Fundamentals of The Automotive Industry Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Fundamentals of Automotive Industry; Advanced Project Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Advanced Project Management; Productivity Improvement Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Productivity Improvement; Comprehensive Real Estate Management Seminar (Public Course), Leading to HRODC Postgraduate Diploma in Comprehensive Real Estate Management; Real Estate Management: An Introduction Seminar, Leading to HRODC Diploma - Postgraduate - in Introduction to Real Estate Management; Conveyancing and Property Valuation Seminar, Leading to HRODC Diploma - Postgraduate - in Conveyancing and Property Valuation; human resource management (HRM): A Comprehensive View Seminar, Leading to HRODC Postgraduate Diploma in Comprehensive human resource management (HRM); Fundamentals of Aviation (Air) Cargo Seminar (Public Course), Leading to HRODC Diploma, in Fundamentals of Air Cargo; UK Employment Law Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in UK Employment Law; UK Consumer Protection Law Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in UK Consumer Law; ISO 9000 Quality Systems Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in ISO 9000 Quality Systems; Modern Quality Systems Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Modern Quality Systems; Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Modern Quality Systems and ISO 9000; Personnel and Occupational Testing Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis; Information, Risk, Security and Crisis Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Strategic Management and Project Management; Fundamentals of Oil and Gas Accounting Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting; Advanced Financial Accounting For Non-Accountants Seminar or Public Course, Incorporating Balanced Score card, Leading to HRODC Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Cost Management; Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; Strategic Management and Strategic Cost Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Communication and Information Management; Women In Management Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy; Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course, Leading to HRODC Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Business and Organisational Analysis; Employee Resourcing and Motivation, Leading to HRODC Diploma - Postgraduate - in Employee Resourcing and Worker Motivation. HRODC Postgraduate Diploma and HRODC Diploma Postgraduate - Click For Application Form for HRODC Postgraduate Courses. HRODC aims to deliver these and other courses to all world capitals, including Afghanistan Kabul; Albania Tirane; Algeria Algiers; Andorra - Andorra la Vella; Angola Luanda; Antigua and Barbuda - Saint John's; Argentina; - Buenos Aires; Armenia Yerevan; Australia Canberra; Austria Vienna; Azerbaijan Baku; The Bahamas Nassau; Bahrain Manama; Bangladesh Dhaka; Barbados Bridgetown; Belarus Minsk; Belgium Brussels; Belize Belmopan; Benin - Porto-Novo; Bhutan Thimphu; Bolivia - La Paz (administrative) Sucre (judicial); Bosnia and Herzegovina Sarajevo; Botswana Gaborone; Brazil Brasilia; Brunei - Bandar Seri Begawan; Bulgaria Sofia; Burkina Faso Ouagadougou; Burundi Bujumbura; Cambodia - Phnom Penh; Cameroon Yaounde; Canada Ottawa; Cape Verde Praia; Central African Republic Bangui; Chad - N'Djamena; Chile Santiago; China Beijing; Colombia Bogota; Comoros Moroni Congo, Republic of the Brazzaville; Congo, Democratic Republic of the Kinshasa; Costa Rica - San Jose; Cote d'Ivoire - Yamoussoukro (official) Abidjan (de facto); Croatia Zagreb; Cuba Havana; Cyprus Nicosia; Czech Republic Prague; Denmark Copenhagen; Djibouti Djibouti; Dominica Roseau; Dominican Republic - Santo Domingo; East Timor Dili; Ecuador Quito; Egypt Cairo; El Salvador - San Salvador; Equatorial Guinea Malabo; Eritrea Asmara; Estonia Tallinn; Ethiopia - Addis Ababa; Fiji Suva; Finland Helsinki; France Paris; Gabon Libreville; The Gambia Banjul; Georgia Tbilisi; Germany Berlin; Ghana Accra; Greece Athens; Grenada - Saint George's; Guatemala - Guatemala City; Guinea Conakry; Guinea-Bissau Bissau; Guyana Georgetown; Haiti - Port-au-Prince; Honduras Tegucigalpa; Hungary Budapest; Iceland Reykjavik; India - New Delhi; Indonesia Jakarta; Iran Tehran; Iraq Baghdad; Ireland Dublin; Israel Jerusalem; Italy Rome; Jamaica Kingston; Japan Tokyo; Jordan Amman; Kazakhstan Astana; Kenya Nairobi; Kiribati Tarawa; Korea, North Pyongyang; Korea, South Seoul; Kuwait - Kuwait City; Kyrgyzstan Bishkek; Laos Vientiane; Latvia Riga; Lebanon Beirut; Lesotho Maseru; Liberia Monrovia; Libya Tripoli; Liechtenstein Vaduz; Lithuania Vilnius; Luxembourg Luxembourg; Macedonia Skopje; Madagascar Antananarivo; Malawi Lilongwe; Malaysia - Kuala Lumpur; Maldives Male; Mali Bamako; Malta Valletta; Marshall Islands Majuro; Mauritania Nouakchott; Mauritius - Port Louis; Mexico - Mexico City; Federated States of Micronesia Palikir; Moldova Chisinau; Monaco Monaco; Mongolia Ulaanbaatar; Montenegro Podgorica; Morocco Rabat; Mozambique Maputo; Myanmar (Burma) - Rangoon but moving to Pyinmana; Namibia Windhoek, Nauru - no official capital, government offices in Yaren District; Nepal Kathmandu; Netherlands Amsterdam; New Zealand Wellington; Nicaragua Managua; Niger Niamey; Nigeria Abuja; Norway Oslo; Oman Muscat; Pakistan Islamabad; Palau Koror; Panama - Panama City; Papua New Guinea - Port Moresby; Paraguay Asuncion; Peru Lima; Philippines Manila; Poland Warsaw; Portugal Lisbon; Qatar Doha; Romania Bucharest; Russia Moscow; Rwanda Kigali; Saint Kitts and Nevis Basseterre; Saint Lucia Castries; Saint Vincent and the Grenadines Kingstown; Samoa Apia; San Marino - San Marino; Sao Tome and Principe - Sao Tome; Saudi Arabia Riyadh; Senegal Dakar; Serbia Belgrade; Seychelles Victoria; Sierra Leone Freetown; Singapore Singapore; Slovakia Bratislava; Slovenia Ljubljana; Solomon Islands Honiara; Somalia Mogadishu; South Africa - Pretoria (administrative) Cape Town (legislative) Bloemfontein (judiciary); Spain Madrid; Sri Lanka Colombo; Sudan Khartoum; Suriname Paramaribo; Swaziland Mbabana; Sweden Stockholm; Switzerland Bern; Syria Damascus; Tajikistan Dushanbe; Tanzania - Dar es alaam; Thailand Bangkok; Togo Lome; Tonga - Nuku'alofa; Trinidad and Tobago - Port-of-Spain; Tunisia Tunis; Turkey Ankara; Turkmenistan Ashgabat; Tuvalu Funafuti; Uganda Kampala; Ukraine Kyiv; United Arab Emirates - Abu Dhabi; United Kingdom London; United States - Washington D.C; Uruguay Montevideo; Uzbekistan Tashkent; Vanuatu - Port-Vila; Vatican City (Holy See) - Vatican City; Venezuela Caracas; Vietnam Hanoi; Yemen Sanaa; Zambia Lusaka; Zimbabwe Harare. Applications are invited for the position of National Representatives for These Countries. Click For Details of our National Representative Positions. | |
|
