Executive MBA Courses – London UK - Executive Master of Business Administration (Executive MBA) – Postgraduate Courses Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Executive MBA or Executive Master of Business Administration. Human Resource and Organisational Development Consultancy (HRODC) Training Institute London UK offers General MBA and Specialist MBA. It offers a 12-Week 12 Block Executive Master of Business Administration (Executive MBA) or Postgraduate Diploma in Executive Management. This 12-Blocks 3 Months Course – is held in Central London UK and International Locations. It can be taken over a 4-year period and requires the presentation of a 15,000 to 20,000 words supervised and externally examined Dissertation. Modules include Fundamentals of organisational analysis, The Functions of management: An Introduction, Delegating for organisational Effectiveness, Team Dynamics: Empowering High Performance Groups, Conflict Management in Organisation

BLOCK 1

Organisation and Management: An Introduction

Fundamentals of Organisational Analysis

By the end of the specified learning and development activities, participants will be able to:

v          Distinguish between formal & social organisations

v          Distinguish between business and non-business organisations

v          List at least three characteristics of a formal organisation

v          List the key features of a collegia

v          Distinguish between power and authority

v          Distinguish

v          Between social & business objectives

v          Distinguish between internal and external accountability

v          State at least three agencies to which an organisation is accountable

v          Introduction to formal organisations:

o       Definition; objectives – social and business;

o       Tasks;

o       Division Of Work/Labour;

o       Delegation;

o       Responsibility;

o       Accountability; Authority;

o       Power;

o       Roles; 

v          Informal organisations; 

v          Case study analysis

1 Day

The Functions of Management: An Introduction

By the end of the specific learning and development activities, delegates will:

v          Demonstrate an awareness of the difference between managing in stable and turbulent times

v          Be aware of the different elements, which constitute the role of a manager

v          Demonstrate a general understanding of how these fundamental elements of management are performed

v          Demonstrate their ability to establish an effective co-ordinating mechanism

v          Have designed a ‘leadership strategy’, which has a high probability of greatly enhancing worker motivation and improving their morale - factors crucial to organisational success

v          Be able to influence their leadership style in such a way that they develop the flexibility to manage their organisations and subsystems effectively, in stable and turbulent times.

v          Be aware of some key issues in designing effective organisations

v          Be aware of the importance of organisational design and communication effectiveness.

v     Be able to establish objectives, designing the mechanism for their accomplishment

v          Apply effective time management to competitive situations

v          The functions of management

v          The management process: its universality

v          Planning: the basis for the emanation of subsequent functions

v          The different types & levels of planning

v          Planning as objective establishment

v          Planning as a procedural issue

v          Organising process, people & subsystems

v          Fundamental issues in designing organisations

v          Management implications for tall & flat structures

v          An introduction to basic organisational forms:

v          Simple structure

v          Functional structure

v          Divisional structure

v          Matrix structure

v          Organisational design as a function of organisational dynamics

v          Important considerations in organisational design

v          Designing for effective product/service management

v          Designing for communication effectiveness

v          Designing for effective client/customer focus

v          Importance of vertical & horizontal relationships

v          Directing or leading

v          Directing or leading? : a question of leadership styles & administrative strategies

v          Directing or leading? : managerial control vs worker autonomy

v          The relationship between leadership & worker motivation

v          Co-ordinating - mintzberg’s bases of co-ordination

v          Mutual adjustment

v          Direct supervision

v          Output

v          Standardisation of input

v          Standardisation of work process

v          Managing organisations in a stable environment

v          Managing organisations in an unstable environment

v          Increased leisure time

v          Enhanced job satisfaction

v          Reduced stress

v          More opportunity to switch off after hours

v          More room for forward planning & long-term solutions

v          Higher creativity

v          Time management tips for managers

v          Reducing time spent on meetings

v          Meeting management

v          The trading game scenario

3 Days

Delegating For Organisational Effectiveness

By the conclusion of the specified learning activities, participants will:

v          Be aware of the importance of delegation in human resource & organisational development

v          Be aware of the benefits of delegation to delegates

v          Be aware of the benefits of delegation to delegates

v          Have exhibited confidence in delegating

v          Be aware of the importance of communication in the process of delegation

v          Be able to determine the factors that delegates should ascertain before delegating tasks

v          Be better able to determine the support that delegates should give to their delegates during their performance of the specified tasks

v          What is delegation?

v          Advantages of delegation to delegates

v          What might be delegated?

v          Benefits of delegation to delegates

v          Prerequisites for effective delegation

v          Support necessary during task performance

v          Importance of communication in delegation

v          Importance of power & authority in delegation

v          Problems of ineffective delegation

1 Day

Team Dynamics: Empowering High Performance Groups

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;

v          Groups: definition

v          Distinguishing groups from aggregations

v          Group solidarity

v          Group cohesion;

v          Team or group: a distinction

v          Team dynamics

v          Types of teams

v     Command teams;

v     Committees (temporary & Standing);

v     Task Forces;

v     Boards.

v          Team formation

vForming;

vStorming;

vNorming/initial integration; 

vPerforming/total integration

v          Disbandment or adjournment

v          Purpose of teams in the work-place

v          Team characteristics;

v          The role concept: an introduction

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

v           dysfunctional behaviour in teams

vAggressiveness-

vBlocking 

vInterfering

vCompeting,

vSeeking sympathy

vWithdrawal and

vSpecial pleading

v          Inter-team conflict;

v          Sources of inter-team conflict;

v          Consequences of dysfunctional conflict;

v          Team decision-making;

v          Social identity theory

v          Team building and maintenance roles: improving team effectiveness

vEncouraging members

vHarmonising

vStandard setting

vGatekeeping

v          Determining the optimum team size

v          Providing team incentives

v          Encouraging conflict

v          Averting groupthink

v          Avoiding the risky shift syndrome

v          Employing transactional analysis

v          Employing effective diversity management and discouraging resonation

v           

2 Days

Conflict Management In Organisation

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 intrarole senders and intrarole senders;

v          Demonstrate an enhanced understanding of interrole conflict and intrarole conflict;

v          Exhibit their ability to hypothise 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.

v          Role: A contextual Definition

v          Role enactors

v          Roles in Organisational and non-organisational settings;

v          The role set

v          Role segments

v          Role expectations

v          Role sender

v          Conflict and role conflict

v          Interpersonal conflict

v          Interrole conflict

v          Intrarole conflict

v          Conflict management: An introduction

o       Latent conflict

o       Manifest conflict

o       Organisational value of conflict

o       Introducing conflict

o       Exploiting conflict

v          Conflict Resolution Methods

o       Mutual Resolution

o       Collegial Intervention

o       Hierarchical intervention

o       Debriefing in Conflict situations

v          Role negotiation: beyond worker-manager prerogative

2 Day

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.

v          Rationale for and definition of training needs analysis

v          Approaches, methods and techniques of training needs analysis.

v          The traditional approach to training needs analysis

v          Job behaviour and task analysis

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

v          Multi-skilling

v          Knowledge skills, and attitudes development;

v          Job, task and role analysis

v          A strategic approach to competency assessment

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

v          Demand-led’ approach to training needs analysis

v          Behavioural expectation scales

v          Focus groups

v          Action learning

v          Action research,

v          Process management,

v          Assessment centres

v          Human resource plan

v          Succession plan

v          Human resource audit

v          Critical incident reports

v          Individual performance appraisal reports

v          Personnel deployment charts

v          Business plans

v          Strategic plans

v          Job evaluation or job tasks and role analysis

v          Client or customer feedback.

1 day

Block 3

Organisational Improvement: Revitalising Organisations, Through Organisational Development And Change

Organisational Development

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

v          Demonstrate an understanding of organisational development as a process;

v          Exhibit a heightened awareness of the constituents of organisational development;

v          Demonstrate an understanding of organisational climate and how it can be gauged;

v          Be able to strike a balance between macro organisational development and micro organisational development

v          Demonstrate their ability to incorporate specified elements of the quality of working life in the management of their subsystems and sections;

v          Exhibit their ability to use aspects of quality of working life to motivate workers

v          Have managed sensitivity training successfully

v          Be able to determine the different stages of process consultation

v           determine organisational success factors

v          What is organisational development (od)?

v          Od and organisational effectiveness:

v          Differing perspectives of organisational development

v          Organisational climate;

v          Organisational culture

v          Organisational norms;

v          Organisational values,

v          Organisational power structure;

v          Worker commitment;

v          Structure of roles in organisation;

v          Inter-group collaboration;

v          The combination of the authority based in roles with the authority based in knowledge and skills;

v          The creation of an open system of communication –vertically, horizontally, diagonally; management development

v          Micro organisational development

v          The quality of working life (qwl)

v          Aspects of quality of working life:

o       Adequate, and fair compensation.

o       Healthy and safe working conditions.

o       Development and growth of human capacities

o       Growth and security.

o       Social integration of people

o       Constitutionalism

o       Protection of total life space.

o       Social relevance of work;

v          Sensitivity training

v          Approach to organisational development

v          Organisational development interventions

v          Process consultation

v          Enhancing the effectiveness of programmes

v          Macro organisational development

v          Determination of success

2 days

Dynamics of Organisational Change Management

By the conclusion of the specific learning & development activities, delegates will be able to:

v          Demonstrate their awareness of the inevitability of organisational change.

v          Demonstrate their ability to conduct an internal environmental analysis—sw

v          Exhibit their ability to conduct an external environmental analysis—ot

v          Synthesize the relationship between internal and external environmental analyses—swot

v          Demonstrate the need for a proactive stance in relation to organisational change.

v          Determine the factors, which contribute to workers’ resistance to change.

v          Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change.

v          Demonstrate their awareness of the inevitability of organisational   change

v          Demonstrate the need for a proactive stance to organisational change

v          Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process.

v          Manage the relationship between the organisation and its internal and external stakeholders during the different stages of the change process

v          Determine the factors, which contribute to workers’ resistance to change

v          Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change

v          Distinguish between change strategies and approaches to change

v          Illustrate the advantages and disadvantages of each change strategy

v          Employ the correct change strategy that will create ‘winners’ even in a ‘most hopeless’ situation.

v          Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate

v          Determine the most effective ways of communicating change decisions to workers

v          Illustrate the advantages and drawbacks of group involvement in decisions related to change

v          Appreciate the importance of change institutionalisation

v          Design measures, which will ensure change institutionalisation

v          Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environments

v          Distinguish between strategic and operational change

v          Assess the impact of information and communications technologies (icts) on the change process

v          Exploit the benefits of information and communications technologies (icts) in the planning, communication and implementation of change, being mindful of their drawbacks

v          Match the mode, channel and method of communication with the nature and stage of the change process.

v          Determine the type, level and stage of change that might be best suited to the ‘employment’ of internal or external change agents, respectively, maintaining an effective working environment

v          Appreciate the difference between individual stress tolerance levels

v          Devise methods of reducing stress levels

v          Distinguish between the speed of change and ‘change acceleration’

v          Determine when change acceleration is necessary

v          Devise a strategy that will reduce the negative effects of ‘change acceleration’

v          Implement change, whilst avoiding human and organisational casualties

v          Demonstrate their awareness of change management and human resource implications.

v          Distinguish between change strategies and approaches to change.

v          Illustrate the advantages and disadvantages of each strategy.

v          Manage latent and manifest resistance to change.

v          Determine the situations when a particular approach might be appropriate.

v          Determine the most effective ways of communicating change decisions to workers.

v          Illustrate the advantages and drawbacks of group involvement in decisions related to change.

v          Design measures, which will ensure change institutionalisation.

v          Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.

v          Influence change strategies:

v          When they should be used or avoided.

v          Control change strategies:

v          When they should be used or avoided.

v          Communicating organisational change. (Organisational change).

v          Communication media:

v          Mass or personalised communication?

v          Mode and channels of communication.

v          Getting the message right.

v          Timing of communication.

v          Who should communicate what, when?

v          Use of groups in change process.

v          Managing latent and manifest resistance to change.

v          Effective, overall, change leadership.

v          Leading change implementation.

v          Selecting the appropriate change agent

v          Internal or external.

v          Speed of change.

v          Change acceleration:

v          Averting organisational (organisational) and individual casualties.

v          Confidence.

v          Change tolerance and individual stress levels.

v          Managing the external environment:

v          Improving perception and instilling

v          Stakeholders, generally.

v          Shareholders and funding agents.

v          Customers and clients.

v          Potential customers and clients.

v          Change institutionalisation:

v          Returning to normality.

3 Days

BLOCK 4

Enhancing Managerial Effectiveness

Time Management and Meeting Management

v          By the conclusion of the specific learning & development activities, delegates will be able to:

v          Appreciate the value of time in an organisational context

v          Regard time as an important resource

v          Apply the principle of throughput accounting to organisational

v          activities as a motivation towards effective time-management

v          Devise an effective time management strategy

v          Manage meetings more effectively as a time management device

v          Apply effective time management to competitive situations

v          Time in an organisation-wide context; its importance including:

v          Speeding up decision-making

v          Reducing research & development time

v          Reduction of operational cycle, e.g. Through the use of:

v          Computer aided design (cad)

v          Reduction of testing time

v          Throughput accounting

v          Time management & the manager

v          Benefits of effective time management, including:

v          Increased efficiency & effectiveness

v          Higher profitability

v          Increased leisure time

v          Enhanced job satisfaction

v          Reduced stress

v          More opportunity to switch off after hours

v          More room for forward planning & long-term solutions

v          Higher creativity

v          Time management tips for managers

v          Reducing time spent on meetings

v          Meeting management

v          The trading game scenario

2 Days

Managerial Leadership and Leader Behaviour In Organisations

By the conclusion of the specific learning & development activities, delegates will be able to:

v          Demonstrate their understanding of the intricacies that are involved in the process of leadership

v          Distinguish between a leader and a managerial leader

v          Relate the theories of leadership to empirical research

v          Demonstrate their understanding of the need to constantly re-evaluate the superior-subordinate that they encourage

v          Exhibit an understanding of the relationship between leader behaviour and leadership styles

v          Demonstrate their understanding of the different aspects of the contingency approaches to leadership

v          Leadership-: general definition

v          The difference between a leader and a managerial leader

v          Transactional leader behaviour

v          Charismatic or transformational leader

v          Leadership and authority

v          Management and power

v          Management and control

v          Leadership and interpersonal relationship

v          Qualities or traits approach to leadership

v          Task and person orientation

v          Contingency or situational approaches to leadership

v          Leadership and extroversion

v          Leadership and characteristics

v          Leadership and social needs

v          Leadership and power needs

v          Leadership sand achievement needs

v          Leader orientation

v          Person orientation

v          Employee cantered leaders

v          Participative leadership

v          Democratic leadership

v          Performance monitoring

v          Leadership and environmental variability

v          Leadership-superior subordinate relationship

v          Leadership and team development

v          Leadership and flexibility

v          Leadership and decision making

v          Leadership influence and reward

1.5 Days

Leadership Styles and Administrative Strategies: Improving Management Performance

By the conclusion of the specific developmental and learning activities, delegates will be able to:

v          Distinguish between control and influence administrative strategies

v          Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organisation

v          Demonstrate an understanding of the relationship, which exists between administrative strategy and leadership style

v          Assess the leadership style of a superior or colleague

v          Demonstrate an understanding of the relationship between a manager’s leadership style and the type of structure, which he or she is likely to implement

v          Demonstrate their ability to carefully select administrative strategies so as to promote leader and organisational flexibility

v          Propose ways of reducing cultural infringement in their choice of strategy

The ‘leader’ vs. The ‘managerial leader’

v          Superior-subordinate relationships

v          Leader behaviour

v          Administrative strategy & the concept of ‘puissance’

v          Control administrative strategy

v          Influence administrative strategy

v          Merits & demerits of control strategy

v          Advantages & disadvantages of influence administrative strategy

v          Characteristics of a ‘theory x’ leader

v          Characteristics of a ‘theory y’ leader

v          Relationship between leadership style & organisational structure

v          The implications of leadership style for organisational problem-solving & decision-making

v          Ascribing leadership styles

v          Influencing your leadership style

v          Leadership style vs. Leader & organisational flexibility

v          The concept of ‘flexion’

v          Leadership style & cultural infusion

1.5 Days

BLOCK 5

The Management of Human Resource

Human Resource and Personnel Management

By the conclusion of the established learning activities, delegate will be able to:

v          Demonstrate understanding of distinction between personal management and human resource management.

v          Indicate the significant aspects in development of human resource management and personal management.

v          Demonstrate an appreciation of important of welfare in the development of personal management and human resource management.

v          Relate the part played by Cadburys Rowntree in the development of personal management and human resource management.

v          Manage the strategic role.

v          Illustrate the difference between the Hard approach to HRM and Soft approach to HRM.

v          The Development Of HRM.

v          Personnel and HRM: A Distinction.

v          The advent of welfare management.

v          The role of Rowntree in industrial welfare development.

v          Welfare workers and recruitment and selection.

v          The development of professional personnel and human resource management.

v          Concerns of personnel management:

v          Recruitment and Selection

v          Workers’ Welfare and Benefits

v          Industrial Relations

v          Staff Appraisal

v          Training

v          The strategic significance of human resource management.

v          Concerns of human resource management:

v          Recruitment

v          Selection

v          Motivation

v          Human Resource Planning

v          Workforce Management Strategy

v          E.g. Workforce Flexibility

v          Flexible Working Strategy

1 Day

Human Resource Planning

By the conclusion of the established learning activities, delegate will be able to:

v          Suggest the importance of human resource planning in organisation management.

v          Illustrate the significance of effective human resource.

v          Determine the links between corporate planning and human resource planning.

v          Indicate how human resource planning can support business systems.

v          Determine when there is a need to review an organisation human resource plans.

v          Determine the factors influencing human resource planning.

v          The rationale for human resource planning (HRP).

v          The link between HRP and corporate planning.

v          The investigation and forecasting processes-understanding contextual influences.

v          Designing, implementing and reviewing the effectiveness of HRP.

1 Day

The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing

By the conclusion of the established learning activities, delegate will be able to:

v          Demonstrate their understanding of the importance of employee Resourcing in an organisational context

v          Demonstrate their understanding of the different employee resourcing strategy

v          Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy

v          Draw a parallel between material and facilities Resourcing  and people Resourcing, from the standpoint of organisational effectiveness

v          Defend the strategic importance of employee Resourcing

v          Link employee Resourcing with business and organisational development

v          Devise an effective employee Resourcing strategy

v          The role of employee resourcing in contributing to corporate strategies and goals

v          The role of internal and stakeholders in the employee resourcing process

v          Managing the potentially conflicting concerns of stakeholders in employee resourcing

v          Dealing with stakeholders’ values and expectations

v          Traditional approaches to employee resourcing

v          Emergent and contingency approaches to employee resourcing

v          The role of employee resourcing in business and subsystem strategy

v          The role of employee resourcing in the development of organisational strategy

v          Organisational strategy and employee resourcing strategy compatibility

2 Days

Employee Flexibility and Workforce Flexibility

By the conclusion of the established learning activities, delegates will be able to:

v          Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective.

v          Suggest what Numerical Flexibility means.

v          Indicate the benefits of functional flexibility of workers and managers

v          Indicate the relationship between Temporal Flexibility and Financial Flexibility.

v          Decide what workers or managers are likely to gain from Geographical Flexibility

v          Alternative patterns of work and the increase in the non-standard contracts:

v          The different forms of worker flexibility

v          Elements of Workforce Flexibility

v          Numerical Flexibility

v          Functional Flexibility

v          Temporal Flexibility

v          Financial Flexibility

v          Geographical Flexibility

v          Hard and Soft HRM

v          The flexibility debate:

v          The concept of the ‘flexible firm’

v          The strategic use of flexible workers

v          Flexibility strategies for economic development.

1 Day

BLOCK 6

 Managing Individual Performance

Human Resource and Performance Management

By the conclusion of the established learning activities, delegates will be able to:

v          Locate performance management in an appropriate context

v          Discuss the factors that are associated with poor performance

v          Exhibit their ability to take appropriate measures to improve individual and team performance

v          Establish and monitor targets

v          Determine the resources necessary to enhance individual and team performance

v          Determine the appropriate extrinsic reward that might contribute to improve performance

v          Develop a strategy manage poor performance

v          Assessing the nature and causes of performance problems:

v          Managing poor performance

v          Managing absence

v          Dealing with harassment

v          The effective management of retirement, redundancy, dismissal and voluntary turnover.

v          Evaluating the mechanisms available for preventing or alleviating poor performance

v          Working from corporate mission and strategy,

v          Performance targets 

v          Tactical performance targets

v          Operational performance targets

v          Linking performance management with operational processes and systems

v          Initiate appropriate reward systems

v          Individual development plans

v          Performance and reward cycle

2 Days

Staff Performance Appraisal

By the conclusion of the established learning activities, delegates will be able to:

v          Locate performance appraisal within performance management structure

v