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HRODC Postgraduate Training Institute, A Postgraduate-Only Institution, is Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and it can be Verified at: http://www.ukrlp.co.uk/. It is also registered with the UK Government’s Skills Funding Agency’s (SFA) Register of Training Organisations. Established in 1996, it is a Division of Human Resource and Organisational Development Consultancy (HRODC) Limited, which is registered in England, UK, with Registration #6088763 and V.A.T. Registration No. 895 876 538. Professor Dr. Ronald B. Crawford, who is its Director, is a Doctor of Philosophy (PhD), from University of London; holding: MEd. Management from University of Bath; Advanced Diploma in Science Teacher Education, from University of Bristol; with a Diploma in Doctoral Research Supervision, from University of Wolverhampton; Postgraduate Certificate in Information Systems, from Thames Valley University. He is a: Fellow of the Institute of Management Specialists; Human Resources Specialist, of the Institute of Management Specialists; Member of Academy of Management (MAoM), within the following Management Disciplines: Human Resources; Organization and Management Theory; Organization Development and Change; Research Methods; Conflict Management; Organizational Behavior; Management Consulting; Gender & Diversity in Organizations; and Critical Management Studies; Member of the Asian Academy of Management (MAAM); Member of the International Society of Gesture Studies (MISGS); Member of the Standing Council for Organisational Symbolism (MSCOS); Life Member, Education Studies Association of Nigeria (LESAN); Life Member, Malaysian Institute of Human Resource Management (LMIHRM); Member of ResearchGate Community; Member of Convocation University of London; Professor HRODC Postgraduate Training Institute. His former University Roles include: Lecturer, London South Bank University; Research and Business Tutor, Royal Holloway, University of London; Senior Lecturer, University of Wolverhampton Business School; Senior Lecturer, University of Greenwich Business School. Click for Our YouTube Channel.

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Free Research Papers: Empirical Research Articles by Professor Dr. Ronald B. Crawford - Director of HRODC Postgraduate Training Institute, A Postgraduate- Only Institution. These Include Journal Articles, Conference Papers, Published International Conference Proceedings, Seminar Papers and Web-Based Publications. You are welcome to utilise them, providing you acknowledge him as the  source of the information contained in these articles. Click To Access Prof. Crawford Research Articles

Prof. Dr. R. B. Crawford – is the Director HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. His Qualifications and Affiliations include:

  • PhD (University of London);

  • MEd. M. (University of Bath);

  • Adv. Dip. Ed. (University of Bristol);

  • PGCIS (Thames Valley University);

  • Fellow of the Institute of Management Specialists;

  • Human Resources Specialist, of the Institute of Management Specialists;

  • Member of Academy of Management (MAoM), within the following Management Disciplines:

    • Human Resources;

    • Organization and Management Theory;

    • Organization Development and Change;

    • Research Methods;

    • Conflict Management;

    • Organizational Behavior;

    • Management Consulting;

    • Gender & Diversity in Organizations; and

    • Critical Management Studies.

  • Member of the Asian Academy of Management (MAAM);

  • Member of the International Society of Gesture Studies (MISGS);

  • Member of the Standing Council for Organisational Symbolism (MSCOS);

  • Life Member of Malaysian Institute of Human Resource Management (LMIHRM);

  • Member of ResearchGate Community;

  • Member of Convocation University of London;

  • Professor HRODC Postgraduate Training Institute.

Please Click on Your Choice of Article, below, to Download Free Research Papers, Compliments of Prof. Dr. R. B. Crawford - Director HRODC Postgraduate Training Institute

Free Research Paper - Article.- Recruitment and Selection: Personnel Recruitment

Free Research Paper - Gender Ethnic Diversity and Career Advancement in The Workplace: The Social Identity Perspective
 

Free Research Paper  - Frustration of Contract: An Illustrative Guide – A Free Research Paper. 'Frustration of contract' is possibly one of the least understood aspects of UK Employment Law, and has been misinterpreted by some Employment Tribunals. The first clarification of 'frustration of contract' is that it does not constitute dismissal (see e.g. Pitt, 1994). Before assuming frustration of contract, one needs to make an assessment of the situation based on the facts that are relevant to the situation. Your decision or assumption, in this regard, might be aided by the illustrative cases, in my article. Click to download article: Frustration of Contract: An Illustrative Guide – A Free Research Paper.

 

Triangulating Research Methods In Case Studies: An Empirical Representation - A Free Research Paper from Prof Dr Crawford HRODC Postgraduate Training Institute www.hrodc.com; http://www.hrodc-mobile.com/; http://www.hrodc-business-products-and-services.com/index.html

A Paper   Presented to, and Published Conference Proceedings of, European Conference on Research Methodology For Business and Management

ABSTRACT

Studies, UNIVERSITY Of READING, READING. UK, 29-39 April 2002

This paper presents convincing argument supporting the need for a combined approach to data elicitation, with illustration of how this can be achieved. Drawing on empirical evidence from recent research, it explores the different stages of the process, demonstrating how quantitative and qualitative data can enhance each other’s effectiveness. Locating ethnography in a historical context, it presents a variety of approaches, focusing on the value of the ‘complete participant as observer’ role in eliminating some inherent difficulties. Key Words: qualitative, quantitative, triangulation, research, participant, data.

 

Gender, Race and Ethnicity: Key Elements of Unexploited Workforce Diversity’ - A Free Research Paper – free Research Publication – free Empirical Research Article - from Prof Dr. Crawford HRODC Postgraduate Training Institute www.hrodc.com , http://www.hrodc-mobile.com/; http://www.hrodc-business-products-and-services.com/index.html

A Paper Presented At:

Rethinking Gender, Work and Organisation: Gender, Work and Organisation Conference - An International Interdisciplinary Conference’,

Keele University, Staffordshire, England, June 27-29, 2001

 ABSTRACT

 

‘Organisations are endowed with varying degrees of diversity but this variety is often unexploited’

 

Gender, Race and Ethnicity have become much of a cliché in relation to institutional discriminatory practices. However, socio-political and economic dynamics have propelled ‘inclusion’ to a ‘survival imperative’. It is a fact that modern organisations make constant effort to improve their effectiveness. This effort incorporates their search for new and innovative ways of operating, necessitating the efficient utilisation of their resources. Efficient utilisation of the workforce means that the organisation values the contribution that diversity can make to the accomplishment of their objectives. Despite the existence of elements of diversity in organisations, some have largely disregarded their importance. Recently, however, many practitioners, consultants and academics have agreed that the diversity within organisations can be exploited to the benefit of organisational effectiveness.

 

This paper, drawing on empirical evidence from qualitative and quantitative analyses, charts organisational failings, through under-capitalisation of vital resources, pointing to alternatives for enhanced effectiveness. While citing specific cases where effective diversity management could have spared organisations economic catastrophe, it presents evidence of establishments, internationally, that have succeeded, in this regard, thereby enhancing their effectiveness.

 

While existing empirical evidence of effective utilisation and under-utilisation of a diverse workforce is meta-analysed, new evidence is produced from a large UK organisation as a demonstration of the intensity of the problem. Data elicitation techniques include questionnaire administration and interviews. All quantitative data is comparatively analysed, chi-squared, with the level of significance taken at p < 0.05 (see Wisniewski and Stead, 1996; Kanji, 1993; Lapin, 1990; and Cass, 1973).

 

It finds that the case study organisation is inherently biased, with regard to gender, race and ethnicity. Consequently, it is deprived of the contribution that its diverse workforce can make to its effectiveness. Specifically, it fails to draw on the valuable marketing intelligence that diversity affords.

 

Mindful of the need for organisations to have ‘social conscience’ it reminds them of their legal obligation towards diversity, advising of the political, social and economic implications of their actions. It implores organisations to ‘exploit’ the opportunity that diversity presents, for the long-term effectiveness of the enterprise.

   

Some of Professor Dr. Crawford's Research Output is Detailed Below

 

 

Professor Crawford is ' research active' and has presented a number of Papers at International Conferences. Recent Conference Papers include:

**Please Note**

Click This Link to View the above Paper exceeds 90 pages in length and has been published as a book, which is available fromUniversity of Wolverhampton,

 

Click This Link to View the above Article at WorldCat

 

  • Crawford, R. B. (2001), ‘Structural flexibility and managerial choice: A comparative case study’, A Paper presented at: the 4th Asian Academy of Management Conference (Malaysia), November 10-13, 2001.

  • Crawford, R. B. (2001), ‘Industrial and commercial response to flexibility: The place of UK Universities in meeting the technological challenge’, A Paper presented at: “The Role of Universities in a Knowledge Driven Economy” - Conference of Association of South East Asian Institutions of Higher Learning, Philippines, December 2-4, 2001.

  • Crawford, R. B. (2002), 'The development & value of ethnomethodology: conceptual, contextual and empirical illustrations', A Paper presented at: ‘Ethnomethodology: A Critical Celebration’. A Conference Sponsored By The Sociological Review (Blackwell Publishers) and Culture And Organization (Routledge/ Taylor And Francis) and Organised In Conjunction With: The International Institute For Ethnomethodology And Conversation Analysis. University of Essex, United Kingdom, March 20 – 22, 2002

  • Crawford, R. B. (2002), ‘Triangulating research methods in case studies: an empirical representation’, A paper presented at the: European Conference On Research Methodology For Business and Management Studies, Reading University, Reading. UK, 29-30th April 2002

  • Crawford, R. B. (2002), The Cultural Significance Of Gestures And The Counterbalance Of Kinesics And Kinesiology. A Paper presented at: The First Congress of the International Society for Gesture Studies College of Communication University of Texas at Austin, June 5-8, 2002

  • Crawford, R. B. (2002), ‘On-line learning and lecturers’ intellectual property rights: A legal-empirical analysis of the European and Asian implications’. A Paper Presented At: The Association of South East Asian Institutions of Higher Learning (ASAIHL) Conference on: ‘Lifelong Learning’, Singapore, June 17 – 19, 2002.

  • Crawford, R. B.  (2002) ‘Gender Race and Ethnic Relations at Work: An Empirical Analysis’ A Paper presented at the XVth International Sociological Association World Congress of Sociology, Brisbane, Australia, July 7-13, 2002

  • Crawford, R. B. (2002), ‘The Myths And Realities Of Decision-Making In Matrix And Hierarchical Structures: A Comparative Case Analysis’. A Paper presented at the: XVth ISA World Congress of Sociology, The Social World in the Twenty First Century: Ambivalent Legacies and Rising Challenges, Research Committee on Participation and Self-Management RC10, Brisbane, Australia, July 7-13, 2002

  • Crawford, R. B.  And Chow, I. (2002) ‘‘Change Acceleration: Success With Individual And Organisational Casualties’, A Paper accepted for presentation at: The 20th International Conference of The Standing Conference on Organisational Symbolism, ‘Speed: Research and Representation in the Age of Instantaneous Organization’, 10th – 13th July, 2002, Budapest, Hungary

  • Crawford, R. B. (2003), ‘Gender disparity in organisation and the resultant human resource mismanagement: a case analysis A paper presented at the: European Conference On Research Methodology For Business and Management Studies’, Reading University, Reading. UK, 20-21st March, 2003

  • Crawford, R. B. (2003), ‘Workforce Flexibility, Flexible Working and Distance Education: Their Facilitation of Women’s Choice’, A Paper Presented At The International Employee Relations Conference - Regulation, deregulation and re-regulation: the scope of employment relations - University of Greenwich, UK, July 8 – 11, 2003.

  • Crawford, R. B. (2003), 'The Uk’s Growing Demand For Computer Mediated Distance Education And The Legal Basis Of Their Creators', A Paper Presented at the joint meeting of the International Conference on Education and Information Systems: Technologies and Applications (EISTA '03) and International Conference on Computer, Communication and Control Technologies (CCCT '03). Orlando USA, July 31-Aug 2, 2003.

  • Crawford, R. B. (2003), Contemporary Diversity Management: Beyond Legal Requirements; Towards Enhanced Organisational Effectiveness, Keynote Address to: Equality & Diversity Conference, National Probation Service - West Midlands, Novotel, Wolverhampton, October 17, 2003

  • Crawford, R. B. (2004), ‘Gender and family Responsibility’ A Paper Presented at the joint meeting of the International Conference on Education and Information Systems: Technologies and Applications (EISTA '04). Orlando USA, July 21-25, 2004.

  • Crawford, R. B. (2004), Gendered Perceptions Of Work-Life Balance and Expectations of Flexible Working?: An Empirical Analysis, A Paper Presented at The European Conference on Research Methodology for Business and Management Studies, University of Reading, UK, 29th – 30th March 2004

  • Crawford, R. B. (2005), ‘Gender relation at work’ and its morale implications: A Paper Presented at the 4th European Conference on Research Methods in Business and Management Université Paris-Dauphine, Paris, France, 21-22 April 2005.

 

  • Crawford, R. B. (June 2001), ‘Gender, race & ethnicity: Key elements of unexploited workforce diversity’, Gender, Work and Organisation (Published Abstract of Conference Proceedings), Keele University, Staffordshire, UK

  • Crawford, R. B. (Nov. 2001), ‘Structural flexibility and managerial choice: A comparative case study’, Asian Academy of Management Journal (Published Conference Proceedings).

  • Crawford, R. B. (December 2001.), ‘Industrial and commercial response to flexibility: The place of UK Universities in meeting the technological challenge’, Association of South East Asian Institutions of Higher Learning (Published Conference Proceedings), Philippines.

  • Crawford, R. B. (2002), ‘Triangulating research methods in case studies: an empirical representation’, European Conference on Research Methodology for Business and Management Studies, ECRM 2002 (ISBN: 0-9540488-3-0).

  • Crawford, R. B. (2002), ‘On-line learning and lecturers’ intellectual property rights: A legal-empirical analysis of the European and Asian implications, Proceedings of Association of South East Asian Institutes of Higher Learning 2002, Singapore, Nanyang Technological University (ISBN: 98 – 04 – 6756 – 7).

  • Crawford, R. B. (2003),Gender disparity in organisation and the resultant human resource mismanagement: A case analysis’, Electronic Journal of Business Research Methods, 2 (1)

  • Crawford, R. B. (2003), 'The Uk’s Growing Demand For Computer Mediated Distance Education And The Legal Basis Of Their Creators', Post-Conference Proceedings of the International Conference on Education and Information Systems: Technologies and Applications, Orlando, Florida, USA. 

  • Crawford, R. B. (2003), ‘Gender disparity in organisation and the resultant human resource mismanagement: a case analysis’, Electronic Journal of Business Research Methods

  • Crawford, R. B. (2003), ‘Gender disparity in organisation and the resultant human resource mismanagement: a case analysis’, European Conference on Research Methodology for Business and Management Studies, ECRM 2003 (ISBN:          0-9540488-9-X)

  • Crawford, R. B. (2003), ‘Workforce Flexibility, Flexible Working and Distance Education: Their Facilitation of Women’s Choice’, Refereed Conference Proceedings of The International Employee Relations Conference - Regulation, deregulation and re-regulation: the scope of employment relations - University of Greenwich, UK, July 8 – 11, 2003.

  • Crawford, R. B. (2004), with Professor Chow,  "Gender, Ethnic Diversity and Career Advancement in the Workplace: The Social Identity Perspective", Society for the Advancement (SAM) of Management - Advanced Management Journal,  69 (3): 22-31 – Summer, 2004.

  • Crawford, R. B. (2004), Gendered Perceptions Of Work-Life Balance and Expectations of Flexible Working?: An Empirical Analysis, Proceedings of the   3rd European Conference on Research Methods in Business and Management,  Reading University, UK, 29th – 30th March 2004

  • Crawford, R. B. (2004), Gender and Family Responsibility, International Conference on Education and Information Systems: Technologies and Applications, Proceedings Volume 4, USA, July 2004 (ISBN: 980-6560-11-6)

  • Crawford, R. B. (2005), ‘Gender relation at work’ and its morale implications: An empirical analysis of a Seychelles public sector organisation, Proceedings of the 4th European Conference on Research Methods in Business and Management Université Paris-Dauphine, Paris, France 21-22 April 2005.

 

 

Some Seminars Presented by Professor Dr. Crawford include:

  • The Relationship Between Management Styles and Organisational Structure, University of London, April 19, 1989.

  • The Matrix Structure In FE, University of London, February 24, 1992.

  • Swim! Do Not Just Keep Your Head Above The Water, A Paper presented at the 1st African Caribbean Graduation Awards, London, August 1997

  • Flexibility or Flexion? Organisational Design and Managerial Freedom, Wolverhampton Business School (Oct. 1998) & Management Research Centre (Feb. 1999)

  • Crawford, R. B. (2003), Gendered Expectations of Work-Life Balance, A Paper Presented to The Staff Seminar Series, University of Greenwich Business School, November 12, 2003.

  • Crawford, R. B. (2005), Kinesics and Kinesiology: Key Aspects of Conversational Analysis, A paper presented to Doctoral Students and Doctoral Supervisors, University of Kwa Zulu-Natal, Edgewood Campus, March 19, 2005.

 

 

 

External Contribution

  • Article Reviewer for the 3rd European Conference on Research Methods in Business and Management (ECRM), Reading University, UK, 29th – 30th March 2004

  • Article Reviewer for the Academy of Management (USA), in the area of ‘Gender and Diversity in Organisations’, 2003.

  • Article Reviewer for the Academy of Management (USA), in the area of ‘Gender and Diversity in Organisations’, 2004

 

Conference Papers

**Please Note**

**Please Note**

Click This Link to View the above Paper exceeds 90 pages in length and has been published as a book, which is available fromUniversity of Wolverhampton,

 

Click This Link to View the above Article at WorldCat

 

  • Crawford, R. B.  (2002) ‘Gender Race and Ethnic Relations at Work: An Empirical Analysis’ A Paper presented at the XVth International Sociological Association World Congress of Sociology, Brisbane, Australia, July 7-13, 2002

  • Crawford, R. B. (2003), ‘Gender disparity in organisation and the resultant human resource mismanagement: a case analysis A paper presented at the: European Conference On Research Methodology For Business and Management Studies’, Reading University, Reading. UK, 20-21st March, 2003

  • Crawford, R. B. (2003), ‘Workforce Flexibility, Flexible Working and Distance Education: Their Facilitation of Women’s Choice’, A Paper Presented At The International Employee Relations Conference - Regulation, deregulation and re-regulation: the scope of employment relations - University of Greenwich, UK, July 8 – 11, 2003.

  • Crawford, R. B. (2003), Contemporary Diversity Management: Beyond Legal Requirements;

  • Towards Enhanced Organisational Effectiveness, Keynote Address to: Equality & Diversity Conference, National Probation Service - West Midlands, Novotel, Wolverhampton, October 17, 2003

  • Crawford, R. B. (2004), ‘Gender and family Responsibility’ A Paper Presented at the joint meeting of the International Conference on Education and Information Systems: Technologies and Applications (EISTA '04). Orlando USA, July 21-25, 2004.

  • Crawford, R. B. (2004), Gendered Perceptions Of Work-Life Balance and Expectations of Flexible Working?: An Empirical Analysis, A Paper Presented at The European Conference on Research Methodology for Business and Management Studies, University of Reading, UK, 29th – 30th March 2004

  • Crawford, R. B. (2005), ‘Gender relation at work’ and its morale implications: A Paper Presented at the 4th European Conference on Research Methods in Business and Management Université Paris-Dauphine, Paris, France, 21-22 April 2005.

 

Seminar Presentation

Crawford, R. B. (2003), Gendered Expectations of Work-Life Balance, A Paper Presented to The Staff Seminar Series, University of Greenwich Business School, November 12, 2003.

 

Publications

  • Crawford, R. B. (June 2001), ‘Gender, race & ethnicity: Key elements of unexploited workforce diversity’, Gender, Work and Organisation (Published Abstract of Conference Proceedings), Keele University, Staffordshire, UK

  • Crawford, R. B. (2003),Gender disparity in organisation and the resultant

  • human resource mismanagement: A case analysis’, Electronic Journal of Business Research Methods, 2 (1)

  • Crawford, R. B. (2004), with Professor Chow,  "Gender, Ethnic Diversity and Career Advancement in the Workplace: The Social Identity Perspective", Society for the Advancement (SAM) of Management - Advanced Management Journal,  69 (3): 22-31 – Summer, 2004.

  • Crawford, R. B. (2004), Gendered Perceptions Of Work-Life Balance and Expectations of Flexible Working?: An Empirical Analysis, Proceedings of the   3rd European Conference on Research Methods in Business and Management,  Reading University, UK, 29th – 30th March 2004

  • Crawford, R. B. (2004), Gender and Family Responsibility, International Conference on Education and Information Systems: Technologies and Applications, Proceedings Volume 4, USA, July 2004 (ISBN: 980-6560-11-6)

  • Crawford, R. B. (2005), ‘Gender relation at work’ and its morale implications: An empirical analysis of a Seychelles public sector organisation, Proceedings of the 4th European Conference on Research Methods in Business and Management Université Paris-Dauphine, Paris, France 21-22 April 2005.

  • Crawford, R. B. (2003), ‘Gender disparity in organisation and the resultant human resource mismanagement: a case analysis’, Electronic Journal of Business Research Methods

  • Crawford, R. B. (2003), ‘Gender disparity in organisation and the resultant human resource mismanagement: a case analysis’, European Conference on Research Methodology for Business and Management Studies, ECRM 2003 (ISBN:          0-9540488-9-X)

  • Crawford, R. B. (2003), ‘Workforce Flexibility, Flexible Working and Distance Education: Their Facilitation of Women’s Choice’, Refereed Conference Proceedings of The International Employee Relations Conference - Regulation, deregulation and re-regulation: the scope of employment relations - University of Greenwich, UK, July 8 – 11, 2003.

 

Professor Crawford's Web Publications

 

1

Crawford, R.B. (2004 – 2016), The Management Of Organisational Change, London, http://www.hrodc.com/

2

Crawford, R.B. (2001 – 2016), Writing A Synopsis, London http://www.hrodc.com/Research.Paper2Writing.A.Synopsis.htm

3

Crawford, R.B. (2002 – 2016), Research Methodology (1): A Practical Approach, London, http://www.hrodc.com/ResearchPaper3.Research%20Methods1.A.PracticalApproach.htm

4

Crawford, R.B. (2002 – 2016), Research       Methodology (2): Data Analysis, Interpretation And Presentation, London

5

Crawford, R.B. (2004 – 2016), Crawford, R. B. (204-2016), Oral Presentations, London, http://www.hrodc.com/ResearchPaper5.htm

6

Crawford, R.B. (2001 – 2016), Gender, Race And Ethnicity: Key Elements Of Unexploited Workforce Diversity, London, http://www.hrodc.com/ResearchPaper6.htm

7

Crawford, R.B. (2003 – 2016), Organisational Control Systems, London, http://www.hrodc.com/ResearchPaper7.htm

8

Crawford, R.B. (2001 – 2016), Principles Of Organisational Analysis, London, http://www.hrodc.com/ResearchPaper8.htm

9

Crawford, R.B. (2003 – 2016), Organisational Roles & Role Relationships: Understanding Organisational Relationships, London, http://www.hrodc.com/Research_Paper9.htm

10

Crawford, R.B. (2001 – 2016), Organisational Structure And Design 1, London, http://www.hrodc.com/ResearchPaper10.htm

11

Crawford, R.B. (2005 – 2016), Leadership Style, London, http://www.hrodc.com/HR.research.Paper11Leadership.Style.htm

12

Crawford, R.B. (2003 – 2016), Time Management, London, http://www.hrodc.com/HR.Research.Paper12Time.Management.htm

13

Crawford, R.B. (2002 – 2016), Structural Flexibility And Managerial Choice: A Comparative Case Study, London, http://www.hrodc.com/ResearchPaper13.htm

14

Crawford, R.B. (2002 – 2016), Communication In Organisation, London, http://www.hrodc.com/ResearchPaper14.htm

15

Crawford, R.B. (2002 – 2016), Essay Writing, London, http://www.hrodc.com/ResearchPaper15.htm

16

Crawford, R.B. (2001 – 2016), Organisational Development, London, http://www.hrodc.com/Research.Paper16Organisational.Development.htm

17

Crawford, R.B. (2001 – 2016), Organisational Structure And Design 2, London, http://www.hrodc.com/ResearchPaper17.htm

18

Crawford, R.B. (2004 – 2016), Industrial And Commercial Response To Flexibility: The Place Of UK Universities In Meeting The Technological Challenge, London, http://www.hrodc.com/ResearchPaper18.htm

19

Crawford, R.B. (2004 – 2016), Information Systems Design, London, http://www.hrodc.com/ResearchPaper19.htm

20

Crawford, R.B. (2003 – 2016), The Functions Of Management, London, http://www.hrodc.com/ResearchPaper20.htm

21

Crawford, R.B. (2003 – 2016), Motivation As A Product Of Directing And Leading, London, http://www.hrodc.com/ResearchPaper21.Motivation.as.a.Product.or.Process.of.Leadin.htm

22

Crawford, R.B. (2002 – 2016), Triangulating       Research Methods In Case Studies: An Empirical Representation, London, http://www.hrodc.com/ResearchPaper22.htm

23

Crawford, R.B. (2000 – 2016), On-Line Learning And Lecturers' Intellectual Property Rights: A Legal-Empirical Analysis Of The European And Asian Implications, London, http://www.hrodc.com/ResearchPaper23.htm

24

Crawford, R.B. (2002 – 2016), Gender, Race And Ethnic Relations At Work: An Empirical Analysis, London, http://www.hrodc.com/RESEARCH.PAPER24.htm

25

Crawford, R.B. (2002 – 2016), 'The Myths And Realities Of Decision-Making In Matrix Organisation And Hierarchical Organisational Structures: A Comparative Case Analysis', London, http://www.hrodc.com/RESEARCH.PAPER25.htm

26

Crawford, R.B. (2002 – 2016), Gender Disparity In Organisation And The Resultant Human Resource Mismanagement: A Case Analysis, London, http://www.hrodc.com/ResearchPaper26.htm

27

Crawford, R.B. (2003 – 2016), Contemporary Diversity Management: Beyond Legal Requirements; Towards Enhanced Organisational Effectiveness, London, http://www.hrodc.com/ResearchPaper27.htm

28

Crawford, R.B. (2002 – 2016), The UK’s Growing Demand For Computer Mediated Distance Education And The Legal Basis Of Their Creators, London, http://www.hrodc.com/

29

Crawford, R.B. (2002 – 2016), Organisational Flexibility, Workforce Flexibility And Flexible Working: A Conceptual Distinction, London, http://www.hrodc.com/ResearchPaper29.htm

30

Crawford, R.B. (2001 – 2016), Recruitment And Selection: Personnel Selection, London, http://www.hrodc.com/Research.Paper30Recruitment.and.Selection.htm

31

Crawford, R.B. (2004 – 2016), Training Needs Analysis, London, http://www.hrodc.com/Research.Paper31Training.Needs.Analysis.htm

32

Crawford, R.B. (2004 – 2016), The Development And Value Of Crawford, R.B. (2004 – 2016), Ethnomethodology: Conceptual, Contextual And Empirical Illustrations, London, http://www.hrodc.com/Research.Paper32The.Development.And.Value.Of.Ethnomethodolo.htm

33

Crawford, R.B. (2003 – 2016), Education, Training and Development: A Distinction, London, http://www.hrodc.com/HR_Research_Paper_33.htm

34

Crawford, R.B. (2002 – 2016), Team Dynamics: Improving Team Performance, London, http://www.hrodc.com/HR_Research_Paper_34.htm

35

Crawford, R.B. (2001 – 2016), Cutting-Edge Themes IN Human Resource Management (HRM) & Human Resource Development (HRD), London, http://www.hrodc.com/HR_Research_Paper_35.Cutting_Edge_Themes_in_

Human_Resource_Management_and_Human_Resource_Development.htm

36

Crawford, R.B. (2002 – 2016), Gender, Ethnic Diversity and Career Advancement in the Workplace: The Social Identity Perspective, London, http://www.hrodc.com/Gender_Ethnic_Diversity_Career_

Advancement_Social_Identity_Gender_Race_Diversity.eu.co.uk.htm

 

 

 

 

 

 

 

 

 

Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis; Information, Risk, Security and Crisis Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Project Management; Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting; Advanced Financial Accounting For Non-Accountants Seminar or Public Course, Incorporating Balanced Score card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Cost Management; Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; Strategic Management and Strategic Cost Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy; Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Training Institute Postgraduate Diploma and HRODC Postgraduate Training Institute Diploma – Postgraduate - Click For Application Form for HRODC Postgraduate Training Institute Postgraduate Courses

Plead my cause, O Lord, with them that strive with me: fight against them that fight against me.

Gain a HRODC Postgraduate Training Institute Postgraduate Diploma and Diploma – Postgraduate - from its seminars and courses. From its in-course and in-seminar assessment, you can gain a Diploma in the specific area of study. HRODC Postgraduate Training Institute Postgraduate Diploma Course or Seminar, lead to HRODC Postgraduate Training Institute Postgraduate Diploma and Diploma – Postgraduate – as follows: International seminars include Dynamics Of Organisational Change Management Seminar (public course), Leading to  HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Change Management; Client Or Customer Care Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Client Or Customer Care; Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Trainer Training: Training for Trainers; Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Worker Motivation; Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in  Employee Resourcing: Recruitment and Selection; Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Diversity Management; Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Research Project Management; Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy; Internal Audit Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Internal Audit; Human Resource Management: A Practitioner’s Approach Seminar (public course), Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Human Resource Management; Financial Risk Management Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Financial Risk Management; Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Judging Economic and Financial Crimes; Judges Seminar (public course) 2: The UK Legal System – Court Organisation, Management & Sentencing Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Legal System: Court Organisation and Management; Fundamentals of The Automotive Industry Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Fundamentals of Automotive Industry; Advanced Project Management Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Project Management; Productivity Improvement Seminar (public course), Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Productivity Improvement; Comprehensive Real Estate Management Seminar (Public Course), Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Comprehensive Real Estate Management; Real Estate Management: An Introduction  Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Introduction to Real Estate Management; Conveyancing and Property Valuation Seminar, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Conveyancing and Property Valuation; Human Resource Management: A Comprehensive View Seminar, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Comprehensive Human Resource Management; Fundamentals of Aviation (Air) Cargo Seminar (Public Course), Leading to HRODC Postgraduate Training Institute Diploma, in Fundamentals of Air Cargo; UK Employment Law Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Employment Law; UK Consumer Protection Law Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in UK Consumer Law; ISO 9000 Quality Systems Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in ISO 9000 Quality Systems; Modern Quality Systems Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Modern Quality Systems; Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Modern Quality Systems and ISO 9000; Personnel and Occupational Testing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Testing; Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis; Information, Risk, Security and Crisis Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Information, Risk and Security Management; Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Executive Leadership and High Performance Team Management; Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations; Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Executive Management; Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Investment Projects in Industrial Sector; Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Industrial Investment Performance Evaluation; Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Project Management; Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting; Advanced Financial Accounting For Non-Accountants Seminar or Public Course, Incorporating Balanced Score card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Financial Accounting; Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Cost Management; Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; Strategic Management and Strategic Cost Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management and Strategic Cost Management; Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Strategic Management Accounting; Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Budgeting; Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Communication and Information Management; Women In Management  Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in Women in Management; Comprehensive Project Management Seminar or Public Course, Leading to HRODC Postgraduate Training Institute postgraduate Diploma in Comprehensive Project Management; Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1); Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2); Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3); Leadership Styles Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Leadership Styles; Team Dynamics Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Team Dynamics; Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Marketing Management; The Management of Organisational Resources Seminar or Course,  Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Resource Management; Effective Time Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Time Management; Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Organisational Delegation; The Dynamic Functions of Management Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Management Functions; Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy; Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Training Needs Analysis; HR Training and Development Management Seminar or course,  Leading to HRODC Postgraduate Training Institute Postgraduate Diploma in HR Training and Development Management; Business and Organisational Analysis Seminar or Course, Leading to HRODC Postgraduate Training Institute Diploma - Postgraduate - in Business and Organisational Analysis; HRODC Postgraduate Training Institute Postgraduate Diploma and HRODC Postgraduate Training Institute Diploma – Postgraduate. HRODC Postgraduate Training Institute 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; 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

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HRODC Postgraduate Training Institute Postgraduate Training Institute, A Postgraduate-Only Institution, is registered with the UK Register of Learning Providers (UKRLP) #10019585, verifiable at https://www.ukrlp.co.uk/ It also offers Diploma - Postgraduate - Short Courses of 5-35 Days. These are exemplified by: 5-9 Days (Diploma - Postgraduate - Single-Credit); 10 Days (Diploma - Postgraduate - Double-Credit); 15 Days (Diploma - Postgraduate - Triple-Credit); 20 Days (Diploma - Postgraduate - Quad-Credit). All Diploma – Postgraduate - Awards accumulate to a Postgraduate Diploma. Postgraduate Diploma Progress to a Postgraduate Degree – MA, MSc, or MBA. Diploma – Postgraduate Short Courses – might be studied via In-Classroom or Video-Enhanced Mode. In both modes, at least 30 Credit-Hours (represented as 5 days in-classroom (or approximately 10 days Video-Enhanced - based on 3 hours per day), are required for the Award of Diploma - Postgraduate.  Both In-classroom and Video-Enhanced modes are actually Face-To-Face ‘Direct Lecturer Interactive Contact’. As is indicated above, all Diploma – Postgraduate - Awards accumulate to a Postgraduate Diploma. Postgraduate Diploma Progress to a Postgraduate Degree – MA, MSc, or MBA. Courses include Change Management, Financial Risk Management, Trainer Training, Project Management, Real Estate Management, Advanced Oil and Gas Accounting, Executive Leadership and High Performance Team Management Dynamics Of Organisational Change Management, Client Or Customer Care, Trainer Training: Training for Trainers, Motivating Workers: Intrinsic and Extrinsic Rewards, Employee Resourcing: Recruitment and Selection,, Diversity Management: A Value-Added Inclusion, Research Project: Design, Conduct & Report, Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance, Internal Audit, Human Resource Management: A Practitioner’s Approach, Financial Risk Management, Judges Seminar 1: Dealing with Economic and Financial Crimes, Judge Seminar 2: The UK Legal System – Court Organisation, Management & Sentencing, Fundamentals of The Automotive Industry, Advanced Project Management, Productivity Improvement, MSc in Comprehensive Real Estate Management, Real Estate Management: An Introduction, Conveyancing and Property Valuation, Human Resource Management: A Comprehensive View, Fundamentals of Aviation (Air) Cargo, UK Employment Law, UK Consumer Protection Law, ISO 9000 Quality Management, Modern Quality Systems, Modern Quality Systems and ISO 9000, Personnel and Occupational Testing, Personnel and Occupational Test Questionnaire Design and Results Analysis, Information, Risk, Security and Crisis Management, Executive Leadership and High Performance Team Management, Organisational Design: Structuring and Restructuring Organisations, Postgraduate Diploma in Executive Management,  Creating Investment Projects In The Industrial Sector, Evaluating the Performance of Industrial Investments, Strategic Management and Project Management, Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting, Advanced Financial Accounting For Non-Accountants, Advanced Cost Management for Business Competitiveness, Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service, Strategic Management and Strategic Cost Management, Strategic Management Accounting, Incorporating Balanced Score Card, Advanced Budgeting For Business Enhancement, Communication, Information Gathering, Analysis and Report Writing, Women In Management, Comprehensive Project Management, Advanced Oil and Gas Accounting (1), Advanced Oil and Gas Accounting (2), Advanced Oil and Gas Accounting (3), Leadership Styles, Team Dynamics, Modern Marketing in a Consumer-Lead Environment, The Management of Organisational Resources, Effective Time Management, Delegating For Role and Organisational Effectiveness, The Dynamic Functions of Management, Training Needs Analysis: Determining Training Needs, Economic and Financial Values of International Dumping and Subsidy, Planning, Costing and Budgeting for Executive Decision-Making, HR Training and Development Management, Business and Organisational Analysis, Postgraduate Diploma in Financial Accounting and Management Accounting, International Trade Promotion and Marketing, Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return, Industrial Project Start-Up, Expansion and Management (1), Industrial Project Start-Up, Expansion and Management (2), Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension. Courses are held internationally e.g. in Johannesburg, Oman, Kuwait, Brunei, Dubai UAE, Bahrain, Paris, Milan,

The Headquarters of HRODC Postgraduate Training Institute Postgraduate Training Institute is in Wolverhampton, West Midlands, UK.

Wolverhampton is a new and vibrant city and centre of commerce, strategically located in the West Midlands, and the Black Country, so named because of its traditional mining and manufacturing base, providing easy access regional and central governments, regional and national sporting, cultural and exposition venues. The Wolverhampton Airport, slated for development, will provide an even faster link to European destinations and the rest of the world than Birmingham International Airport currently affords.  Wolverhampton is only about 30 minutes drive and 25 minutes by train, from Birmingham International Airport. 35 minutes by tram from Birmingham Snow Hill, Wolverhampton is also 15 minutes by train from Birmingham New Street Station. There is a frequent bus link from Birmingham. London Euston Station is also just a 2 hour train ride from Wolverhampton. A return ticket to London Euston costs as little as eighteen pounds (£18.00), if booked on-line 8 days in advance. Trains from Wolverhampton to London depart every 20 minutes. There is a frequent inexpensive coach service from Wolverhampton to London and all other major UK cities.  Wolverhampton is presumably one of the most popular entertainment centres in Europe. It certainly ranks in the top 5 entertainment venues in the UK.

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Last modified: 19-02-18