Seminar or Course Number 32, Block 2 - Managing Individuals and Groups In Organisations (Organizations) Course,  Leading to Diploma – Postgraduate – in Management of Individual and Groups and Executive Management Block 2, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.

 

 Contents include High Performance Teams, High Performing Teams, Team solidarity, Team cohesion, Team or group  Team dynamics, Types of teams, Command teams, Temporary Committees, Standing Committees, Task Forces,  Board Members. Team formation, Forming in Teams, Storming in Teams, Norming or initial integration,   Performing Teams, Total integration, Team Disbandment, Team adjournment, Team in the work-place, Team characteristics,   Team role, norming stage, team development, Dysfunctional behaviour in teams, aggressiveness in Teams, Blocking  in Teams, Interfering in Teams, Competing in Teams, Seeking sympathy in Teams, Withdrawal in Teams, Special pleading in Teams, Inter-team conflict,  Sources of inter-team conflict,  dysfunctional conflict,  Team decision-making,  Social identity theory, Team building, Team maintenance role, improving team effectiveness, Encouraging members, Harmonising energies, Standard setting, Gatekeeping in Team, Gatekeeping at meetings, optimum team size, team incentives, Encouraging conflict, Averting groupthink, Avoiding risky shift, transactional analysis, diversity management, discouraging resonation, resonation in teams, Role Relationships, Role enactors,

 Course Co-ordinator:

Cost:  £5,000.00  Per Delegate

Executive Management Block 2 - Managing Individuals and Group

 Course Objectives

By the conclusion of the specified learning and development activities, delegates will:

v          Be aware that teams cannot perform effectively unless they understand team dynamics;

v          Demonstrate their understanding of the their role in the management of teams in organisation;

v          Exhibit a good knowledge of the finer-points of team-decision-making;

v          Demonstrate that their inter-personal skills are well developed;

v          Demonstrate their ability and willingness to contribute to the enhancement of a team’s ‘problem-solving capability’;

v          Exhibit an understanding ‘role relationships’ in organisation 

Conflict Management In Organisations

By the conclusion of the specified learning and Development activities, delegates will:

v          Demonstrate an understanding of the importance of understanding the perceptions of their role set;

v          Be able to identify the role segment5s of their role set

v          Distinguish between conflict and role conflict;

v          Distinguish between intra-role senders and intra-role senders;

v          Demonstrate an enhanced understanding of inter-role conflict and intra-role conflict;

v          Exhibit their ability to hypothese the existence of latent conflict;

v          Determine the positive effect of conflict in a given situation;

v          Demonstrate their ability to manage conflict effectively;

v          Demonstrate their ability to choose the most appropriate conflict resolution method for particular situations.

v          Employ role negotiation as a conflict management tool. 

Employee Development – incorporating Training needs Analysis

By the conclusion of the specified learning and development activities, delegates will:

v          Locate employee development in a strategic context;

v          Demonstrate their ability to analyse training needs;

v          Be able to evaluate the conventional and non-conventional methods of training needs analysis;

v          Demonstrate their ability to develop and manage a management succession chart;

v          Exhibit an understanding of the use of focus groups in training needs analysis;

v          Distinguish between demand-led and demand-led training needs;

v          Exhibit an understanding of the value of action learning in determining training needs.

v          Be able to relate the way in which action research can be used in determining training needs;

v          Demonstrate their understanding of the relationship between individual; team and organisational training needs.

v          Have developed a personnel deployment chart.
 

Executive Management

Block 2 - Managing Individuals and Group

CONTENTS, CONCEPTS and ISSUES

• Distinguishing groups from aggregations

• Group solidarity

• Group cohesion;

• Team or group: a distinction

• Types of teams

• Command teams;

• Committees (temporary & Standing);

• Task Forces;

• Boards.

• Team formation

• Forming;

• Storming;

• Norming/initial integration; 

• Performing/total integration

• Disbandment or adjournment

• Team characteristics;

• The role concept: an introduction

• How ‘true-to-life’ or realistic are the forming and norming stages of team development?

•  Dysfunctional behaviour in teams

• Aggressiveness-

• Blocking 

• Interfering

• Competing,

• Seeking sympathy

• Withdrawal and Special pleading

• Inter-team conflict;

• Sources of inter-team conflict;

• Consequences of dysfunctional conflict;

• Team decision-making;

• Social identity theory

•  Encouraging members

• Harmonising

• Standard setting

• Gatekeeping

• Determining the optimum team size

• Providing team incentives

• Encouraging conflict

• Averting groupthink

• Avoiding the risky shift syndrome

• Employing transactional analysis

• Employing effective diversity management and discouraging resonation

• Role: A contextual Definition

• Role enactors

• Roles in Organisational and non-organisational settings;

• The role set

• Role segments

• Role expectations

• Role sender

• Conflict and role conflict

• Interpersonal conflict

• Interrole conflict

• Intrarole conflict

• Conflict management: An introduction

• Latent conflict

• Manifest conflict

• Organisational value of conflict

• Introducing conflict

• Exploiting conflict

• Conflict Resolution Methods

• Mutual Resolution

• Collegial Intervention

• Hierarchical intervention

• Debriefing in Conflict situations

• Role negotiation: beyond worker-manager prerogative

• Rationale for and definition of training needs analysis

• Approaches, methods and techniques of training need analysis.

• The traditional approach to training needs analysis

• Job behaviour and task analysis

• Data is gathered from field observations using structured questionnaires and formal interviews

• Multi-skilling

• Knowledge skills, and attitudes development;

• Job, task and role analysis

• A strategic approach to competency assessment

• ‘supply-led’ or ‘pedagogical’ approach to training needs analysis

• Demand-led’ approach to training needs analysis

• Behavioural expectation scales

• Focus groups

• Action learning

• Action research,

• Process management,

• Assessment centres

• Human resource plan

• Succession plan

• Human resource audit

• Critical incident reports

• Individual performance appraisal reports

• Personnel deployment charts

• Business plans

• Strategic plans

• Job evaluation or job tasks and role analysis

• Client or customer feedback.

High Performance Teams, High Performing Teams, Team solidarity, Team cohesion, Team or group  Team dynamics, Types of teams, Command teams, Temporary Committees, Standing Committees, Task Forces,  Board Members. Team formation, Forming in Teams, Storming in Teams, Norming or initial integration,   Performing Teams, Total integration, Team Disbandment, Team adjournment, Team in the work-place, Team characteristics,   Team role, norming stage, team development, Dysfunctional behaviour in teams, ggressiveness in Teams, Blocking  in Teams, Interfering in Teams, Competing in Teams, Seeking sympathy in Teams, Withdrawal in Teams, Special pleading in Teams, Inter-team conflict,  Sources of inter-team conflict,  dysfunctional conflict,  Team decision-making,  Social identity theory, Team building, Team maintenance role, improving team effectiveness,

Encouraging members, Harmonising energies, Standard setting, Gatekeeping in Team, Gatekeeping at meetings, optimum team size, team incentives, Encouraging conflict, Averting groupthink, Avoiding risky shift, transactional analysis, diversity management, discouraging resonation, resonation in teams, Role Relationships, Role enactors, role actors, Roles in Organisations, organisational setting, role set, role segments, Role expectations, Role sender, Conflict and role conflict, Interpersonal conflict, Interrole conflict, Intrarole conflict, Conflict management, Latent conflict, Manifest conflict, Introducing conflict, Exploiting conflict, Conflict Resolution, Mutual Conflict Resolution, Collegial Conflict Intervention, Hierarchical Conflict intervention,

Debriefing in Conflict situations, Role negotiation, training needs analysis, approach to training needs analysis, Job behaviour, task analysis, Data is gathered, field observations, structured questionnaires, formal interviews, Multi-skilling, skill development, knowledge management, attitudes development,  task and role analysis, strategic approach, competency assessment, supply-led approach, pedagogical approach, supply led training needs analysis, Demand-led training needs analysis, Behavioural expectation, Focus groups, Action learning, Action research, Process management, Assessment centres, Human resource plan, Succession plan, Human resource audit, Critical incident reports, Individual performance, performance appraisal, appraisal report, Personnel deployment, Personnel deployment charts, Business plans, Strategic plans, Job evaluation, job tasks and role analysis, Client feedback, customer feedback