On-line MA, MSc, MBA, Executive MBA, from HRODC Training Institute. On-line MBA, MA, MSc, Postgraduate Diploma Courses include Dynamics Of Organisational Change Management, ISO 9000 Quality Management, Strategic Management and Project Management , Planning, Costing and Budgeting for Executive Decision-Making, Client Or Customer Care, ,Modern Quality Systems, ,Fundamentals of Oil and Gas Accounting, HR Training and Development Management, Trainer Training: Training for Trainers, Modern Quality Systems and ISO 9000, Advanced Financial Accounting For Non-Accountants, Business and Organisational Analysis, Motivating Workers: Intrinsic and Extrinsic Rewards, Personnel and Occupational Testing, Advanced Cost Management for Business Competitiveness, Financial Accounting and Management Accounting, Employee Resourcing: Recruitment & Selection, Recruitment & Selection, Personnel and Occupational Test Questionnaire Design and Results Analysis, Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service, International Trade Promotion and Marketing, Diversity Management: A Value-Added Inclusion, Information, Risk, Security and Crisis Management, Strategic Management and Strategic Cost Management, Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return. Other On-line MA, MSc, MBA, Executive MBA, from HRODC Training Institute. On-line MBA, MA, MSc, Postgraduate Diploma Courses include Research Project: Design, Conduct & Report, Executive Leadership and High Performance Team Management, Strategic Management Accounting, Incorporating Balanced Score Card, Industrial Project Start-Up, Expansion and Management (1), Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance, Organisational Design: Structuring and Restructuring Organisations, Advanced Budgeting For Business Enhancement, Industrial Project Start-Up, Expansion and Management (2), Internal Audit; incorporating Corporate Governance & Financial Risk Management,  Executive Management, Communication, Information Gathering, Analysis and Report Writing, Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension, Human Resource Management: A Practitioner’s Approach, ,Organisation and Management: An Introduction, Women In Management, Advanced Media Production and Presentation,  Financial Risk Management, Managing Individuals and Groups In Organisations, Comprehensive Project Management, Telephone Billing & Financial Accounting, Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes, Organisational Improvement: Revitalising Organisations, Through Organisational Development and Change, Advanced Oil and Gas Accounting (1), Decision-making in Organisations: Structural Design Myths and Realities, Judge Seminar (public course) 2: The UK Legal System – Court Organisation, Management & Sentencing, Enhancing Managerial Effectiveness, Advanced Oil and Gas Accounting (2), MSc Human Resource Training and Development Management, Fundamentals of The Automotive Industry, The Management of Human Resource, Advanced Oil and Gas Accounting (3), Executive Leadership and Corporate Communication, Advanced Project Management, Managing Individual Performance, Leadership Styles, Corporate Governance: Principles and Practice, Productivity Improvement, Talent Management, Team Dynamics: Team Leadership, Community Management Skills, Comprehensive Real Estate Management. Other On-line MA, MSc, MBA, Executive MBA, from HRODC Training Institute. On-line MBA, MA, MSc, Postgraduate Diploma Courses include The Newcomer in an Organisation: A Strategic Approach, Modern Marketing in a Consumer-Lead Environment, Conflict and Role Conflict: Conflict Management In Organisations - Postgraduate Course, Real Estate Management: An Introduction, Managing Organisational Quality and Resources, The Management of Organisational Resources, Employee Resourcing and Worker Motivation, Conveyancing and Property Valuation, Managing Internal and External Cultural Diversity, Effective Time Management, Tourism and International Relations, Human Resource Management: A Comprehensive View, Enhancing Objective Accomplishment Through an Enthusiastic Workforce, Delegating For Role and Organisational Effectiveness, Communication Dynamics and Networking in Organisation, Fundamentals of Aviation (Air) Cargo. Other On-line MA, MSc, MBA, Executive MBA, from HRODC Training Institute. On-line MBA, MA, MSc, Postgraduate Diploma Courses include Organisational Structure and Control Systems, The Dynamic Functions of Management, Communication in Organisation (1), UK Employment Law, Creating Investment Projects In The Industrial Sector, Training Needs Analysis: Determining Training Needs, National  and  International  Economic  Competitiveness  Towards  Economic  Growth and  Sustainability, UK Consumer Protection Law, Evaluating the Performance of Industrial Investments, Economic and Financial Values of International Dumping and Subsidy, Organisational Development (OD) in Action: Improving Organisational Effectiveness, Mergers, Acquisitions and Joint Ventures: A Guide To Managers, Entrepreneurs, Private Equities and Corporate. Click to View Regulation for On-line Masters Degree – MA, MSc, MBA, Executive MBA, Postgraduate Diploma, Diploma – Postgraduate - Courses

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Organisational Design: Structuring and Restructuring Organisations Course or Seminar - Postgraduate - London UK – Contents of Organisational Design Postgraduate Course – London UK - Approaches to organisational design, Classical organisational design, Neo-classical organisational design, Classical Approach to organisational design, Scientific Management to organisational design, Humanistic Approach to organisational design, Mechanistic Approach to organisational design, Human Relations Movement and organisational design, Contingency approaches to organisational design, Organisational structure and internal and external relationships in organisational design, Levels Of Control And Role Specificity in organisational design, Mechanistic & Organismic Structures And Their Types Of Relationships in organisational design, Case Studies in organisational design, The Mechanistic Factory Setting in organisational design, Vertical relationships in organisational design, Horizontal relationships in organisational design, Lines of authority and accountability in organisational design, Types of organisational structure in organisational design, The simple structure in organisational design, The functional structure in organisational design, The divisional structure and its internal relationships in organisational design, Basis of divisionalisation in organisational design, Product Divisional structure in organisational design, Service Divisional structure in organisational design, Geographic or Regional Divisional structure in organisational design, The Matrix Structure in organisational design, Divisional Matrix Structure in organisational design, Functional Matrix Structure in organisational design, Customised Matrices in organisational design, The divisional structure compared with the functional structure in organisational design, Communication in organisational structure and design, Co-ordination in organisational structure and design,  Worker autonomy in organisational structure and design, Organisational control in organisational structure and design, Organisational Flexibility in organisational structure and design, The organisation of the matrix structure in organisational structure and design, Decision-making and communication patterns in functional structures in organisational structure and design, Decision-making and communication patterns in divisional structure in organisational structure and design, Decision-making and communication patterns in matrix structures in organisational structure and design, structural contingency in organisational structure and design, The Interrelationship Between Organisational Design And International Business in organisational structure and design, The Place Of The Divisional Structure In International Operations in organisational structure and design, Identifying & Designing Organisational Structures  in organisational structure and design. Click for more information on organisational structure and design course or seminar. London UK deliveries of organisational structure and design course are December 3-7, 2007; July 7-11, 2008; October 6-10, 2008. Click for course brochure for Organisational Design – Structuring and Restructuring Organisations. Click to Reserve a Place on Organisational Design – Structuring and Restructuring Organisations Course or Seminar in Dubai United Arab Emirates (UAE) June 22 – 26, 2008; October 12-16, 2008. Organisational Design – Structuring and Restructuring Organisations Course or Seminar is scheduled for Johannesburg South Africa on July 21-25, 2008; Organisational Design – Structuring and Restructuring Organisations Course Kuwait, Kuwait City from April 6-10, 2008; Organisational Design – Structuring and Restructuring Organisations Course Jeddah Saudi Arabia on May 18-22, 2008; Cairo Egypt on August 10-14, 2008; Kuala Lumpur Malaysia September 22-26, 2008; Organisational Design – Structuring and Restructuring Organisations Course Tripoli Libya November 23-27, 2008; Organisational Design – Structuring and Restructuring Organisations Course Caracas Venezuela December 15-19, 2008; Organisational Design – Structuring and Restructuring Organisations Course Brunei Darussalam November 3-7, 2008; Amman Jordan January 13-17, 2008; Paris France February 4-8, 2008; Organisational Design – Structuring and Restructuring Organisations Course Paris France on March 3-7, 2008; Organisational Design – Structuring and Restructuring Organisations Course Belgium Brussels December 8-12, 2008;  Organisational Design – Structuring and Restructuring Organisations Course for 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. Organisational Design – Structuring and Restructuring Organisations Course or Seminar for 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. Click to download a Course Brochure for Organisational Design – Structuring and Restructuring Organisations Course or Seminar Brochure for London UK and International Locations - Organisational Design – Structuring and Restructuring Organisations Course

Oil and Gas Accounting Course or Seminar. Oil and Gas Accounting Course or Seminar in Central London United Kingdom (UK). Our next Oil and Gas Accounting Course - Fundamentals of Oil and Gas Accounting Course, Advanced Oil and Gas Accounting (1, 2, 3, 4) Course, Leading to HRODC Diploma – Postgraduate – in Fundamentals of Oil and Gas Accounting and Advanced Oil and Gas Accounting are scheduled for Central London, United Kingdom (UK) and other international locations. Click to view the course schedule from our download centre. To reserve a place, please send us a completed application form, available from our download centre at: http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm send an e-ail to: consult@hrodc.com or reception@hrodc.com. Gain an HRODC Specialist Diploma: HRODC Postgraduate Diploma in Advanced Oil and Gas Accounting by studying and passing the following courses: Fundamentals of Oil and Gas Accounting Course, Leading to HRODC Diploma - Postgraduate - in Fundamentals of Oil and Gas Accounting, Advanced Oil and Gas Accounting (1) Course, Leading To HRODC Diploma - Postgraduate - In Advanced Oil and Gas Accounting (1), Advanced Oil and Gas Accounting (2) Course, Leading To HRODC Diploma - Postgraduate - In Advanced Oil and Gas Accounting (2), Advanced Oil and Gas Accounting (3) – Course, Leading To HRODC Diploma - Postgraduate - In Advanced Oil and Gas Accounting (3).  Coming soon: Dubai Course-Seminar – Advanced Oil and Gas Accounting (1) Course - Dubai, United Arab Emirates (UAE) Seminar or Course; Management training Courses; Postgraduate Training Courses – Advanced Oil and Gas Accounting (1) Course – Oil and Gas Contract - Postgraduate (Location Dubai UAE); Finance and Accounts Training Courses or Seminars - Postgraduate (Location London UK; Dubai UAE); Change Management Training Course - Postgraduate (Location London UK; Dubai UAE); Real Estate Management Training Course - Postgraduate (Location London UK; Dubai UAE); Occupational Testing Training Course - Postgraduate (Location Dubai UAE); Personnel Testing Training Course - Oil and Gas Accounting Course – Oil and Gas Contract - Postgraduate (Location London UK; Dubai UAE); Personnel and Occupational Test Questionnaire Design and Results Analysis Training Course - Oil and Gas Accounting Course - Postgraduate (Location Dubai UAE). HRODC Postgraduate Diploma Course or Seminar - Oil and Gas Accounting Course - Postgraduate (Location Dubai UAE); Personnel and Occupational Testing Course or Seminar - Postgraduate (Location Dubai UAE); HRODC Diploma, at Postgraduate Level, in Personnel and Occupational Testing; Diploma at Postgraduate Level Course - Oil and Gas Accounting Course - Postgraduate (Location Dubai UAE); HRODC Diploma, at Postgraduate Level in Dynamics Of Organisational Change Management. Dubai United Arab Emirates (UAE) Postgraduate Courses or Seminars include: Dynamics Of Organisational Change Management Seminar or Courser - Postgraduate (Location London UK; Dubai UAE); Real Estate Management: An Introduction - Postgraduate (Location London UK; Dubai UAE); Conveyancing and Property Valuation - Postgraduate (Location Dubai UAE); Personnel and Occupational Testing - Oil and Gas Accounting Course - Postgraduate (Location Dubai UAE); Personnel and Occupational Testing Seminar or Course; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Course - Postgraduate (Location Dubai UAE); Managing Individuals and Groups In Organisations Seminar or Course - Postgraduate (Location Dubai UAE); Managing Individual Performance - Oil and Gas Accounting Course - Postgraduate (Location Dubai UAE); Strategic Management and Project Management Seminar or Course - Postgraduate (Location Dubai UAE); Advanced Oil and Gas Accounting (1) Seminar or Course - Postgraduate (Location Dubai UAE); Assessing Parenting Capability and Children's Need  and Recording & Report Writing For Social Service Seminar or Course - Postgraduate (Location Dubai UAE). Advanced Oil and Gas Accounting (1) Course, new scheduled to be announced shortly, Dubai. United Arab Emirates. Few Places remain on the Advanced Oil and Gas Accounting (1) Course- incorporating Oil and Gas Contract, Dubai. United Arab Emirates. Oil and Gas Accounting: Advanced Oil and Gas Accounting (1), incorporating Oil and Gas Contract, incorporating Oil and Gas Contract, scheduled for September 10-14, 2006, in Dubai. United Arab Emirates. Click for details of Fundamentals of Oil and Gas Accounting Course, Leading to HRODC Diploma – Postgraduate – in Fundamentals of Oil and Gas Accounting scheduled for Dubai, United Arab Emirates (UAE). Click for Details of London UK; Dubai, United Arab Emirates (UAE) delivery and other locations of Fundamentals of Oil and Gas Accounting Course, Leading to HRODC Diploma – Postgraduate – in Fundamentals of Oil and Gas Accounting. Next delivery of  Fundamentals of Oil and Gas Accounting Course, Leading to HRODC Diploma – Postgraduate – in Fundamentals of Oil and Gas Accounting Course or Seminar will be April 9-13, 2007, in Greenwich London United Kingdom (UK). Book now for Next delivery of Fundamentals of Oil and Gas Accounting Course, Leading to HRODC Diploma – Postgraduate – in Fundamentals of Oil and Gas Accounting Course or Seminar will be April 9-13, 2007, in Greenwich London United Kingdom (UK). HRODC National Representatives – Click to Verify HRODC National Representatives. HRODC National Representative Authentication Page. Click To Verify HRODC National Representatives of 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. Click, to Verify HRODC National Representatives. HRODC National Representative Authentication Page. Click, For Verification of HRODC National Representatives.

HRODC Training Institute is Registered with the UK Register of Learning Providers (UKRLP). Its Registration Number is: 10019585 and can be Verified at: http://www.learning-directory.co.uk. It is Listed in Skills Active: http://www.skillsactive.com/careers; Careers Advice: http://careersadvice.direct.gov.uk; Direct Gov: http://careersadvice.direct.gov.uk; Hotcourses: www.hotcourses.com; Employer Guide to Training: www.educationuk.org; Learning Bank: http://www.learning-bank.co.uk/; Yorkshire & Humberside LSC Website: http://www.yhtap.com/;  WM Learning Directory: http://www.wmld.org and other Government Training and Learning Directories. HRODC Training Institute’s upcoming courses include Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension Course or Seminar, Leading to HRODC Diploma - Postgraduate - in Anti-Dumping Practices: Investigation, Management and Review, Progressing to a Masters Degree - MBA, MSc, MA, Central London UK, from October 06-11, 2008; Internal Audit: Corporate Governance Course, Leading to HRODC Diploma Postgraduate in Internal Audit, Progressing to a Masters Degree - MBA, MSc, MA, in Kuala Lumpur Malaysia, from November 10-15, 2008; Employee Resourcing: Recruitment and Selection Course,  Leading to Employee Resourcing: Recruitment and Selection, Progressing to a Masters Degree - MBA, MSc, MA, in Dubai United Arab Emirates (UAE) from November 16-20, 2008; Organisational Design: Structuring and Restructuring Organisations Course, Leading to HRODC Diploma - Postgraduate - in Organisational Design, Progressing to a Masters Degree - MBA, MSc, MA; , Employee Resourcing: Recruitment and Selection Course,  Leading to Employee Resourcing: Recruitment and Selection, Progressing to a Masters Degree - MBA, MSc, MA, in Durban South Africa, from December 1-5, 2008. Click to send an e-mail to HRODC Training Institute, London UK. Masters Degree Courses are available in different Modes: Full-Time Course  - 1 Year, incorporating Course # 7 on Research Methodology and Dissertation; Intensive Course - 1- 3 months, followed by Research Methods Course - Course #7 - and Dissertation; Part Time, Lecture Based - 2 years , incorporating Course # 7 on Research Methodology and Dissertation; Part-Time On-Line  Part Time - 2 years , incorporating Course # 7 on Research Methodology and Dissertation. Click to Book a Short Course, Full-Time, Part-Time, On-Line Course

HRODC Postgraduate Training Institute - London UK - MBA, Executive MBA, MSc, MA, Postgraduate Diploma Courses  in HRM, Finance, Financial Risk Management, Accounting, Management Accounting, Auditing, Judging Economic & Financial Crimes, Project Management, Trainer Training, Executive Leadership - in London, Dubai, Kuala Lumpur, Kuwait, Milan, Paris, Abuja, Jeddah,  Riyadh, Durban, Johannesburg, Abuja, etc.

It is Registered with the UK Register of Learning Providers (UKRLP) for the Provision of Postgraduate Courses – MA, MBA, BSc, Executive MBA, Postgraduate Diploma, Diploma - Postgraduate. Its Registration Number is: 10019585 (http://www.learning-directory.co.uk). It is listed in Hot Courses (http://www.hotcourses.com) and several UK Government Websites

Diversity Digest - HRODC Training Institute, London & Wolverhampton UK - HRODC Postgraduate Training Institute London UK

On-Line MA, MBA, MScJobsClick To Book CourseClick To View MA, MSc, MBA, Executive MBA, PG Dip. RegulationDiscount PolicyOn-Line Site - MA, MBAApplication Form

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Book Now!! For Personnel And Occupational Testing (Postgraduate Level) In-house Course, Leading To HRODC Diploma, at Postgraduate Level, in Personnel and Occupational Testing, And Personnel and Occupational Test Questionnaire Design and Results Analysis (Postgraduate Level) Seminar and In-house Course, Leading To HRODC Diploma, at Postgraduate level, in Personnel and Occupational Test Questionnaire Design and Results Analysis. Click To View Personnel And Occupational Testing (Postgraduate Level) In-house Course, Leading To HRODC Diploma, at Postgraduate Level, in Personnel and Occupational Testing. Trainer Training: Trainer Training Seminar and Dynamics of Organisational Change Management Seminar – Coming to Lagos and Abuja, Nigeria and Kuala Lumpur Malaysia.  Abuja Nigeria Seminar Dates: October 24, 25, 26, 2005  - Trainer Training Seminar: Training For Trainers Seminar (Cost: 148,00 N or £600.00); October 31 and November 1, 2005 - 'Dynamics Of Organisational Change Management Seminar (Cost: 100,00 N or £400.00). Lagos Nigeria Seminar Dates: November 2,3,4, 2005: Trainer Training Seminar: Training For Trainers Seminar (Cost: 148,00 N or £600.00; Kuala Lumpur Malaysia Seminar Dates: November 22, 23, 24, 2005 - Trainer Training Seminar: Training For Trainers Seminar; November 28 and 29, 2005 (Cost: 4,300.00 MYR or £600.00) - 'Dynamics Of Organisational Change Management Seminar' (Cost: 3,300 MYR or £450.00). Click To Book a place on any seminar. HRODC is a Member of the Durban Chamber of Commerce and Industry - Durban Za, South Africa. Personnel And Occupational Testing!! Book Now!! For Personnel And Occupational Testing (Postgraduate Level) In-house Course, Leading To HRODC Diploma, at Postgraduate Level, in Personnel and Occupational Testing, And Personnel and Occupational Test Questionnaire Design and Results Analysis (Postgraduate Level) Seminar and In-house Course, Leading To HRODC Diploma, at Postgraduate level, in Personnel and Occupational Test Questionnaire Design and Results Analysis. Click To View Personnel and Occupational Test Questionnaire Design and Results Analysis (Postgraduate Level) Seminar and In-house Course, Leading To HRODC Diploma, at Postgraduate level, in Personnel and Occupational Test Questionnaire Design and Results Analysis. HRODC UK – covering all KU 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 inude 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; 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Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Tripoli Libya, Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Brussels Belgium, Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Monrovia Liberia, Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Nairobi, Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Kenya, Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Bahrain, Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available in Amman Jordan; Gender diversity, gender diversity research, gender diversity research paper, gender diversity consultancy, gender & work-life balance, gender & ethnicity, gender &glass ceiling, gender & promotion, gender inclusiveness training course  available internationally.

Diversity Management Digest from Human Resource and Organisational Development Consultancy (HRODC) Training Institute
 

DIVERSITY MANAGEMENT DIGEST

New Change Seminar (public course) – ‘Dynamics of Ogranisational Change Management Seminar’: A Change Seminar (public course) with a difference. A change Seminar (public course) you will not forget but a change Seminar (public course) you will always remember. A change Seminar, like no other change Seminar, presented by Human Resource and Organisational Development Consultancy (HRODC). Product Differentiation - Like no other change Seminar, this change management Seminar (public course) addresses key issues that will ensure a successful change management process. This change Seminar, claims superiority over other change management Seminars. As a revolutionary change Seminar, it seeks to empower corporate and operational managers, and change agents, in particular, to manage the organisational change management process more effectively. While we are aware of their general popularity of change Seminars, this is not just another change management Seminar. It is a change management Seminar (public course) with major differences, the first of which is the fact that this change Seminar (public course) is research-driven. For example, the concept of 'change acceleration' is a new change management concept, emerging out of Dr. Crawford's empirical change management research. So as to ensure that the 'Dynamics of Organisational Change Management Seminar (public course) ' is the first change management Seminar (public course) in which 'change acceleration' is discussed, in relation to change management, the findings of the associated research will not be published until after the conclusion of this Seminar. The change Seminar (public course) advises on how to: manage organisational change effectively; formulate organisational change policy; formulate corporate change; implement corporate change; implement organisational change effectively; monitor organisational change; disseminate information on organisational change; overcome resistance to organisational change efforts.


This page contains Diversity News, Diversity Digest. Diversity Management Digest, Diversity Factoids, Diversity Management Factoids and Diversity Policy Guide. Diversity Digest: Diversity Management Digest is a Service To The Public, From Human Resource And Organisational Development Consultancy (HRODC). This Page Provides General Diversity Management Hints; Hints On: Diversity Policy, Generally; Diversity Policy Formulation; Diversity Policy Implementation; Diversity Monitoring; And Diversity Factoids. Diversity Factoids are diversity facts about often taken-for-granted diversity issues. Diversity factoids emerge from empirical diversity research findings – much of which form part of current practice but about most people will not be knowledgeable.

This page is designed to provide information relevant to diversity management, that will be of help to managers - in their drive to promote diversity in their organisations. It attempts to provide hints on diversity policy formulation; diversity policy implementation; diversity monitoring. It also provides diversity factoids, that are relevant to diversity management - dispelling some of the myths that are associated with stereotyping particular groups of people. Diversity factoids also provide vital diversity management information that might be exploited as marketing intelligence. This information is based on empirical research findings and established practice.

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Please Click the Links below, or scroll down, to view your selected diversity factoid or diversity policy guide

Diversity Factoid 1: Fact about Women ManagersDiversity Policy Guide 1: Gender-Friendly Organisations
 
Diversity Factoid 2:Women and  Humour
 
 
:Diversity Factoid 3: Profiling The Harasser Diversity Policy Guide 3: Making Diversity Policy Work
 
Diversity Factoid 4: Resonation Ruins MoraleDiversity Policy Guide 4: Creating Diverse and Effective Teams
 

Diversity Factoid 5: Complaints Against Minority Ethnic Workers

 Diversity Policy Guide 5: Protecting Minority Ethnic Workers

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DIVERSITY FACTOIDS               DIVERSITY POLICY GUIDE

Diversity Factoid 1: Women Managers and Management Styles

Empirical Meta Analysis indicates that, contrary to stereotypical beliefs, women enact their leadership roles comparable to, or more effectively than, their male counterparts. The leadership styles of women are on a similar range to those of their male counterparts.
 


Diversity Policy Guide 1: Making Organisations More Gender-friendly

One of the issues with which many researchers attempt to explain is that women managers, as a survival impeditive, behave in ways that they ensure that they meet the expectations of their male counterparts. This prevents them from being themselves,  suffocating some of their most valued attributes, such as their empathic and caring drives. They hide their emotions, in ways that they themselves find difficult to comprehend.

British legislation protects workers from being stripped from their gender and ethnicity (See Crawford, 2003). This means that the situations where women are forced to behave unnaturally, those who force this situation on them is breaking the law. Since Modern Diversity Management goes beyond legislation and focuses on organisational effectiveness (Crawford, 2003), organisations need to create an environment where freedom of 'behavioural expression' prevails.

Policy should ensure that women are not victimised, through the denial of promotion and reduced involvement in corporate affairs, where they prove to be different from their male counterparts. It is this variety that enriches organisational relationships, lending to organisational development and advancement.
 


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Diversity Factoid 2: Women's Use of Humour

Humour has recently become an important feature of management. Managers who use humour effectively, achieve better results than those who do not. It is generally suggested that women are not as effective at humour as their male counterparts. It is claimed that women use of humour in management more sparingly on male than they do on their female 'colleagues'. However, recent research indicates that, when given the chance to do so, women, in management,  use humour equally effectively on both gender.
 


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Diversity Factoid 3: Profiling The Harasser

When individual workers are accused of racial harassment or sexual harassment, you will probably say:

  • "I have known him/her for years and he would never do a thing like that"

  • "He/she is an excellent worker, who is extremely professional"

  • "He/she has always behaved in a dignified manner, and his/her relationship with his/her colleagues has been excellent"

  • "I cannot perceive that he/she would do anything like that"

However, you would be very surprised that these are the very people, whom you have describe, who are most likely to racially and sexually harass others. They are the people who are highly respected by their colleagues and who are least likely to be out of favour with them. They are aware of the implicit support that they receive from their colleagues, but will be vicious to their victims.
 

 

 

Diversity Policy Guide 3: Making Diversity Policy Work

 

 

Evidence from the empirical study of Hemphill and Haines (cited in Phomphakdy and Kleiner, 1999, pp. 44-45), on diversity training, with 500 senior executives, directors, managers and 100 internal and external consultants and trainers, is the prescription that organisations should institute a:

·         Zero tolerance policy for discrimination practices

·         Baseline workplace behaviour standards expected of all employees

·         Supportive workplace relationship skills programme.

 

Any strategy for managing diversity should consider employees as heterogeneous, rather than the traditional methods based around homogeneity. A diversity policy and procedure statements “will not prevent discrimination and harassment from occurring but will state the employer’s stance on such issues that hopefully will encourage employees to conduct themselves accordingly” (Egge, 1999, p.25). The resultant increased morale and motivation from an effective diversity management policy will boost retention rates – a contribution to direct and indirect costs, enhancing organisational effectiveness.

 

Organisations should adopt a two-stage approach to diversity management, the first of which is consciousness or awareness raising, in an effort to generate a better understanding, by attempting to change individuals’ attitudes and values – without expecting any lasting change.  The second stage should assume that meaningful change occurs through challenging organisational or institutional policies – advocating “the implementation of more appropriate recruitment and selection training and development, promotion rewards and performance management systems, which reinforce desired behaviours”. This stage requires that diversity is an inherent aspect of policy and strategy. It requires monitoring and control systems that surpass the idea of equal opportunities. Workers should be given clear directives to avert any claim of ignorance, necessitating the accurate and timely dissemination of information crucial to the continuance and enhancement of the process. Organisational design and redesign effort will take account of the ‘structure-culture symbiosis’ and its effect on race and gender issues. As is the practice in Levi Strauss (Egge, 1999), internalisation of diversity issues must be a prerequisite for any reward – incremental or large-scale. People should not be allowed to remain in, or appointed to, positions crucial to effective diversity management, where they are a snob to the process.

 

 
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Diversity Factoid 4: Resonation Ruins Morale

Resonation (Crawford, 2001-2003) is the situation whereby one member’s view is given little or no attention or completely dismissed, but is overwhelmingly received when another member represents it. In most cases, no credit is given to the originator of the idea. You might find this occurring frequently in meetings, and might be a factor of gender, age, disability, ethnicity etc.

Resonation can be very devastating to victims. They are usually disillusioned, setting the trigger for lowering morale, affecting the productivity of the team. The team suffers from the absence of the vital contribution that these victims withhold. The convenor is best placed to ensure that resonation does not occur and that gatekeeping is effective. Gatekeeping should ensure that all contributions are acknowledged and evaluated. These should be no occasion, when these are rebounded, to receive a rousing ovation. When resonation occurs, it means that the convenor and the resonator have conspired to steal the victim's ideas.
 

Diversity Policy Guide 4: Creating Diverse and Effective Teams

 

Not only is the constitution of committees, task forces and focus groups an integral aspect of effective diversity management but so also is the value that is placed on the views of the different diversity elements that are represented. It is, therefore, important that gate keeping (Moorhead and Griffin, 2001; Stoner, Freeman and Gilbert, 1995) – the monitoring of views and encouragement of participation - is  recognised as a crucial activity in the success of any discourse. This facility encourages the volunteering and evaluation of ideas, enriching the pool of available information. Gate keeping will also ensure that ‘resonation’ is promptly discouraged, averting the likelihood of ‘withdrawal’ of potentially effective contributors.

 


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Diversity Factoid 5: Complaints Against Minority Ethnic Workers

  • Statistically, it is several times more likely for managers to receive complaints against minority ethnic workers than their white counterparts.

  • Some complaints against minority ethnic workers emerge because their work is superior to their white counterparts and to other members of the same or different minority ethnic group.

  • Complaints are seldom received against a mediocre and submissive member of a minority ethnic group.

  • Members of minority ethnic groups, who are jealous of another member’s work, sometimes engineer complaints against that member, often soliciting the support of their white counterparts.

  • Members of different minority ethnic groups often rival each other and complaints emerging from opposing groups might be a manifestation of this rivalry.

 

Diversity Policy Guide 5: Protecting Minority Ethnic Workers

  • While all complaints against a worker should be taken seriously, policy and procedure should be in place to ensure that victimisation does not occur.

  • Workers, clients or customers making complaints against a worker should produce evidence that support the complaint before any attempt is made to ‘indict’ the defendant.

  • Procedure should be in place for mutual resolution of any conflict that exists between workers, and which involves minor misdemeanour, before any formal complaints are made.

  • In the event of minor misdemeanour, where formal complaints are made before any attempt at mutual resolution then the complaint should be disregarded and the complainant advised to attempt mutual resolution.

 

 

Diversity Factoid 6: Black Voice - Confused

  • Blacks are genetically, and hence physiologically different from their white counterparts. This means that they are behaviourally different from whites.

  • They find it difficult to meet the behavioural expectations of colleagues and managers. There is no wonder that some of them claim to be confused, constantly facing a dilemma.

  • They are accused of being un-co-operative    when they fail to present their views. Whenever they fail to react to intimidation and bullying from their white counterparts, they are accused of being unassertive.

  • It is often claimed that this unassertiveness is the main reason that they are the victim of bullying and harassment.

  • However, whenever they speak out and try to be assertive, they are  accused of being aggressive.

  • This claimed aggression becomes grounds for complaints and disciplinary action against them.

Diversity Policy Guide 6: Securing Diverse Views - Valuing marketing Intelligence

  • If management is to keep within the Race Relations Act, then it cannot support the attempts of others to strip Blacks of their identity, parts of which are their voice,  mood, emotion and mannerism.

  • They are  affected by particular stimuli in ways that are different from those of their White counterparts. They may be impelled to speak at different 'juncture' from their White colleagues. Blacks might not speak because of the fear of 'resonation' (Crawford, 2003).

  • Like other minority groups, Blacks possess valuable marketing intelligence that will, if tapped, be of exceptional value to the organisation.

  • Managers need to establish policy that will protect Blacks from discrimination, yet open the channel for them to be free to express their views, without the fear of being accused of being aggressive. They often need to be encouraged to speak. This might be achieved by effective gatekeeping at meetings.

  • There is a need to establish and monitor policy that will eliminate the vicious circle that   blacks face, where they face bullying and intimidation on a face-to-face level and conspiracy for the formulation of complaints against them when they fail to speak at times deemed by their White counterparts to be appropriate or to speak at other times that they presume to be inappropriate.

  • Because Blacks are likely to be provoked to respond in ways that their White colleagues deem to be aggressive, senior managers might be forced to institute a policy whereby there is either detailed minute-taking by an independent and unbiased party or the videoing of meetings in which Blacks are involved.

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Click to view diversity Research Papers (Research Articles) (HR Research Papers (Research Articles)) from HRODC         Click to view Diversity management Course from HRODC

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Click for Postgraduate International Business Management Course Schedule Part 2

 

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.