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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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Team Leadership – Time Management, Postgraduate Seminar or Course

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Seminar or Course Number 158 - Team Leadership, Team Dynamics and Time Management Seminar or Course, Leading to Diploma–Postgraduate - in Team Leadership, Team Dynamics and Time Management (Double-Credit), Accumulating to a Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, or MSc. Contents include Team Dynamics, Team Leadership, Course or Seminar, Team Dynamics, Team Leadership Seminar Or Course Includes Command Team, Committee Team Leadership, Temporary Committee Leadership, Standing Committee, Task Force Team Leadership, Team Gatekeeping, Team Formation, Team Forming, Team Storming, Team Development, Team Reward Management, Team Maintenance, Team Roles, Team Effectiveness, Team Incentives, Team Conflict, Groupthink, Teamthink, Risky Shift, Team Diversity Management, Team Performance Management, Task Performance, Team Goals, Team Communication, Goal Accomplishment, Performance Improvement, Team Competencies, Team Performance Indicators, Team Synergy, Team Participation. Transactional Analysis, Time Management, Time in an Organisational Wide Context, Acting in Time, Cost of Time, Time Management Tools, Maximising Personal Effectiveness, Busy vs. Productive, Time Wasters, Time Robbers, Time Stealer, Time Bandits, Managing Time, Bandits, Combating Procrastination, Impact of Others: Handling Interruptions, Asserting Yourself, Contextualising Time Management, Effective Delegation Techniques, How to Delegate, Managing Multiple Tasks, Work Related Stress, Personal and Professional Life, Avoiding Time Crunches, Handling Emergencies, Human Multitasking, Poor Time Management, Time Management Theories, Maslow’s Hierarchy of Needs, Pickle Jar Theory, Pareto Principle, Eisenhower Method, POSEC Method,  Setting Goals, Planning and Getting Organised, Setting Goals and Objectives, Importance of Goals, Realistic Goals, SMART Method, Achieving Goals, Planning Tools, Organising Your Workspace, Files and Folders, Retrieval Process, Information Overload, Schedule Management, Work-Life Balance, Mental Clutter, Time Gaps, Effective Follow-up System, Time Management Habit.

 

Course Co-ordinator:        

Prof. Dr. R. B. Crawford – Director HRODC Postgraduate Training Institute

    • 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

 

For Whom This Course is Designed

This Course is Designed For:

 

Duration: 10 Days

 

 Cost:  £10,000.00 Per Delegate                      

 

The course cost does not include living accommodation. However, delegates are treated with the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

 

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

Please Note:          

Ø  V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or Courses in any location - within or outside the UK.

Ø  It applies only to Individuals and Corporations based in the UK and to Non-UK Individual Residents taking courses in the UK.

Location:  Central London and International Locations

Daily Schedule: 9:30 to 4:30 pm.

  

Click to Book this Course

 

 

For Whom This Course is Designed

This Course is Designed For:

 

  • Business Development Experts;

  • Company Secretaries;

  • Corporate Directors;

  • Divisional Managers;

  • Entrepreneurs;

  • Executive Directors;

  • Human Resource Development Managers;

  • Human Resource Management Managers;

  • Line Managers;

  • Management Consultants;

  • Management Development Directors;

  • Organisational Leaders;

  • Performance Consultants;

  • Project Team Leaders;

  • Senior Executives and Managers;

  • Senior Leaders who oversee the activities of teams;

  • Specialist Team Leaders;

  • Talent Managers;

  • Team Development Personnel;

  • Team Leaders;

  • Team members themselves;

  • Team Supervisors;

  • Training and Development Managers;

  • Training Directors;

  • Transaction Analysts;

  • All others who are desirous in enhancing their expertise in meeting management, Multi-tasking, goal-setting, prioritising, team formation, team development, team behaviour, resonation control, transactional analysis and other salient aspects of time management, leadership and team dynamics.

 

 

Seminar or Course Objectives

 

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

 

 

  • Address the salient issues associated with Dysfunctional Behaviours;

  • Adopt an effective follow-up system in the workplace;

  • Adopt appropriate strategies for dealing with interruptions;

  • Adopt effective delegation techniques;

  • Adopt effective delegation techniques;

  • Apply appropriate rewards and, or, punishment that are applied to a given team situation – thereby promoting team ‘functionality’;

  • Apply group dynamics to organisational settings;

  • Apply the Pareto Principle (80/20 rule) to time management issues;

  • Demonstrate their appreciation of the importance of time management;

  • Ascertain how to work with disorganised colleagues;

  • Ascertain the possible causes and effects of meeting mismanagement; and

  • Ascertain their respective goals/objectives;

  • Beat work related stress;

  • Clarify roles in team settings;

  • Conduct an efficient workload analysis;

  • Create an effective agenda that will keep the meeting on the track;

  • Deal with information overload;

  • Decide which tasks can be delegated;

  • Demonstrate a heightened understanding of the type and permanence of the leadership of a team;

  • Demonstrate a high level of understanding of a team attempts to replace a situational leader, to enhance stability, acceptability or renewed or clarified mission or objectives;

  • Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that will improve team effectiveness;
  • Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours;

  • Demonstrate an understanding of the notion that societal socio-economic hierarchy might be informally represented in teams;

  • Demonstrate the effectiveness of the strategy that they have devised for dealing with intra-team competition;

  • Demonstrate their ability to deal with the psychological effect of disbandment;

  • Demonstrate their ability to employ transactional analysis in a team context;

  • Demonstrate their ability to manage conflict effectively, incorporating the occasions when it should be encouraged;

  • Demonstrate their appreciation of the fact that workers belong to different classes, in society;

  • Demonstrate their awareness of the value of team cohesiveness and team solidarity, and the dangers of over-cohesiveness.

  • Demonstrate their grasp of the fundamentals of performance management;

  • Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that they will take to avert them;

  • Demonstrate their understanding of the importance of Gatekeeping in team formal settings;

  • Demonstrate their understanding of the theoretical and practice bases of Team Dynamics;

  • Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group;

  • Describe the effort that they will make to enhance the ‘critical faculty’ of their team;

  • Detect Dysfunctional Behaviours in Team Settings;

  • Determine how efficient time management increases work effectiveness and productivity;

  • Determine how goal setting can lead to proper time management;

  • Determine the optimum team size for effective functioning;

  • Determine why a temporary team is likely to be more problematic to lead than a permanent team;

  • Develop a personal approach in using your time in the most productive way;

  • Develop and maintain a good time management habit;

  • Develop effective communication strategies that might be applied to team settings, minimising technical language;

  • Develop their personal “To-Do List;”

  • Develop their personal ABC123 prioritised planning;

  • Develop useful techniques for setting and achieving goals;

  • Develop ways to maximise their personal effectiveness;

  • Develop your own individualised plan of action.to maximise their use of time;

  • Devise an organized and systematic schedule and handle it properly;

  • Devise their personal planner;

  • Devise ways to avoiding time crunches;

  • Discuss POSEC Method in relation to time management;

  • Distinguish between command teams, boards, committees and task forces;

  • Distinguish between groups and mere aggregations;

  • Distinguish between task forces, committees, command groups and boards

  • Distinguish between Temporary Committees and Standing Committees;

  • Distinguish groupthink from teamthink;

  • Enumerate the benefits of effective time management;

  • Enumerate the different time management tips for managers;

  • Establish a basis for standard setting in their teams;

  • Evaluate the effectiveness of their strategy for addressing situations where team members seek sympathy;

  • Exhibit a knowledge of the intimidating effect that class might have on team members, and, hence, the leader’s responsibility to ensure that this informal hierarchy is dispensed with in the promotion of a ‘classless team’;

  • Exhibit tact in discouraging team member distracting behaviours;

  • Explain the bases for the feeling of  ‘Togetherness’ or ‘Awareness’ IN An Aggregation;

  • Explain the concept of batching technique and its relationship to time management;

  • Explain the concept of Eisenhower method;

  • Explain the occasions in which a situational leader is likely to emerge;

  • Explain the pickle jar theory;

  • Explain the Team Typological Bases;

  • Explain the Time Management Matrix;

  • Explain why a team’s disbandment might have a negative psychological effect on members and the team leader

  • Formulate strategies in handling unexpected job emergencies;

  • Gain a balance between professional goals and personal time;

  • Handle e-mails, task and calendar systematically;

  • Identify the different meeting menaces and learn how to deal with them;

  • Identify their professional goals and personal time;

  • Identify time bandits and devise strategies for dealing with them;

  • Identify time wasters and adopt strategies for eliminating them;

  • Illustrate how they might resolve interpersonal problems among team members;

  • Illustrate how they will determine the contribution of each team member to team goal accomplishment;

  • Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team members, in general, participate in team meetings, extending support to the weak, ensuring that introverted team members are not intimidated or ‘crushed’ by the extroverted;

  • Implement techniques for minimising disruptions;

  • Indicate how they will establish key competencies in teams;

  • Indicate how they will help team members to channel their energies into task performance, establishing realistic goals;

  • Indicate how they will recognise resonation in their teams, outline the steps that they will take to avert or reduce its occurrence, outlining how they will ‘cautioning’ resonators;

  • Indicate how they will reward exceptional performance in their teams;

  • Indicate how they would handle blocking, effectively;

  • Indicate the range of tangible rewards that might be utilised in a team;

  • Indicate the steps that they will take to harmonising their teams;

  • Information, who might, nevertheless, be able to perform evaluative role;

  • Internalise the dysfunctional effect of ‘resonation’ in a team context;

  • Demonstrate their understanding of the factors contributing to managers’ time-wasting activities;

  • Suggest the most effective ways of dealing with task delegation;

  • Suggest how one might address unreasonable requests from one’s manager;

  • Outline the difference between being “busy” and “productive;”

  • Illustrate how they will assert themselves politely and calmly, within their varying work contexts;

  • Illustrate how to diffuse the impact of others;

  • Indicate how they will address the issue of interruptions constructively;

  • Suggest how they will maintain their responsibility;

  • Illustrate how they will manage their workloads more effectively;

  • Exemplify how to utilize their gap times;

  • Demonstrate the step-by-step process in making effective schedule;

  • Indicate how they will utilise the different time management tools to increase their work effectiveness and productivity;

  • Manage information flow and retrieval process;

  • Manage projects in a systematic way;

  • Manage resources more efficiently;

  • Meet tight deadlines with time to spare;

  • Name the different planning tools;

  • Order the team formation stages, explaining the psychological issues that beset them and relate them to organisational functioning;

  • Outline the steps that they will take to avert groupthink and promote teamthink;

  • Plan to make the best use of the time available through the art of effective scheduling;

  • Prioritise ‘urgent’ and ‘important’ activities;

  • Propose an effective remedy to ‘member withdrawal’;

  • Propose an effective way of dealing with interfering behaviour;

  • Propose standards of measuring competence in teams;

  • Propose suitable intangible rewards that might be applied to a team situation;

  • Provide a basis for team standard setting - establishing standards and evaluating progress;

  • Provide an indication of their awareness of the fact that team members’ class consciousness might relate to the positions that they occupy in the organisation or society;

  • Provide an individually synthesized proposal for dealing with aggressiveness;

  • Provide examples of command teams, highlighting the situations in which a leader might belong to two Command Teams;

  • Provide examples of how a leader should encourage desirable behaviours in a team;

  • Put forward a satisfactory way of addressing ‘special pleading’;

  • Realise the importance of agenda;

  • Realise the importance of goals;

  • Recognise and acknowledge performance improvement in teams;

  • Recognise the ineloquent team members;

  • Recognise the variety of causes of procrastination and apply relevant techniques to overcome them;

  • Reduce time spent in meetings yet contribute more effectively;

  • Relate the concept of Maslow’s Hierarchy of Needs with effective time management;

  • Demonstrate their understanding of Resonation as an issue in team effectiveness;

  • Set realistic goals through SMART method;

  • Solve problems through the trading game scenario.

  • Specify and explain the four D’s in time management;

  • Specify the effects of poor time management;

  • Specify the steps for running productive and effective meeting;

  • Suggest how they might employ an effective diversity management that discourages resonation;

  • Suggest how to determine which individual members of a team can improve their performance – and subsequently, their contribution to the team as a way of harnessing team synergy;

  • Suggest how to establish acceptable performance levels in teams, noting performance indicators;

  • Suggest the difference in interpretation of groups and teams;

  • Suggest ways of improving team morale, while enhancing their effectiveness

  • Suggest ways to counteract the effect of the informal hierarchy - in teams other than command teams;

  • Suggest ways to manage multiple tasks;

  • Demonstrate their understanding of the concept of multitasking;

  • Demonstrate their understanding of the difference between important and urgent activities/works;

  • Demonstrate their understanding of the underlying concept of the prioritisation grid;

  • Demonstrate their understanding of the underlying principles of “time” in an organisational wide context;

  • Use effective delegation techniques in a workplace setting;

  • Use practical techniques for organising work;

 

Course Contents, Concepts and Issues

 

Part 1: Salient Team Dynamic Issues

 

  • Groups and Aggregations: Points of Distinction;

  • The Type and Permanence of the Leadership of a Team;

  • When Does a Situational Leader Emerge?

  • How Does the Team Attempts to Replace a Situational Leader, Enhance Stability, Acceptability or Renewed or Clarified Mission or Objectives?

  • Why Does a Temporary Team More Problematic to Lead Than a Permanent Team?

  • Why Does Team Disbandment Have a Negative Psychological Effect On Members and Leader?

  • An Aggregation - ‘Togetherness’ or ‘Awareness’?

  • Aggregation and Interaction;

  • Team or Group: A Definition and Distinction;

  • Team Dynamics.

 

Part 2: Team Typologies and Their Bases

 

  • Team Typologies;

  • Team Typological Bases;

  • Command Team;

  • Committees;

  • Temporary Committees;

  • Standing Committees;

  • Task Forces;

  • Boards;

  • Command Teams and the Organisational Hierarchy;

  • Command Teams and the Organisational Functioning.

 

 

 

 

 

Part 3: Team Formation, Stage Significance and Task Implications

 

  • Team Formation;

  • Team Formation Stage 1: Forming;

  • Team Formation Stage 2: Storming

  • How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team Development?

  • Team Formation Stage 3: Norming;

  • Team Formation Stage 4: Performing or Total Integration;

  • Team Formation Stage 5: Adjourning or Disbanding;

  • Deal with the Psychological Effect of Disbandment.

 

Part 4: Effective Team Leadership (1)

 

  • Dysfunctional Behaviours;

  • Addressing Dysfunctional Behaviours;

  • Dealing with Aggressiveness;

  • Handling Blocking;

  • Dealing with Interfering Behaviour;

  • Dealing With Intra-Team Competition;

  • Addressing Situations Where Team Members Seek Sympathy;

  • Dealing with Member Withdrawal;

  • Addressing Special Pleading;

  • Leader Behaviour in Dealing with Dysfunctional Behaviours;

  • Being Tactful in Discouraging Distracting Behaviours;

  • Encouraging Desirable Behaviours;

  • Using Tangible Rewards;

  • Using Intangible Rewards;

  • Being Mindful of Team Situation;

  • Applying Appropriate Rewards and, or, Punishment;

  • Promoting Team Functionality.

 

Part 5: Effective Team Leadership (2)

 

  • Team Building and Maintenance Roles: Improving Team Effectiveness;
  • Encouraging Members;

  • Harmonising;

  • Standard Setting;

  • Gatekeeping;

  • Determining the Optimum Team Size;

  • Providing Team Incentives;

  • Encouraging Conflict;

  • Averting Groupthink;

  • Avoiding the Risky Shift Syndrome;

  • Employing Transactional Analysis;

  • Employing Effective Diversity Management and Discouraging Resonation;

  • Encouraging Members;

  • Harmonising Team.

 

Part 6: Enhancing Team Performance (1)

 

  • Performance Management;

  • Solving Interpersonal Problems among Team Members;

  • Helping Team Members to Channel Their Energies Into Task Performance Establishing Realistic Goals;

  • Developing Effective Communication Strategies;

  • Minimising Technical Language

  • Clarifying Roles;

  • Standard Setting - Establishing Standards and Evaluating Progress;

  • A Determination of the Contribution of Each Team Member to Goal Accomplishment;

  • Recognising and Acknowledging Performance Improvement;

  • Rewarding Exceptional Performance;

  • Establishing Key Competencies.

 

Part 7: Enhancing Team Performance (2)

 

  • Establishing Acceptable Performance Levels;

  • Noting Performance Indicators;

  • Measuring Competence;

  • Which Individual Members Can Improve Their Performance – and Subsequently, Their Contribution to the Team as A Whole;

  • Harnessing Team Synergy;

  • Gatekeeping;

  • Making It Possible For Others to Participate;

  • Supporting the Weak;

  • Ensuring That Introverted Team Members Are Not Intimidated or ‘Crushed’ By the Extroverted;

  • Recognising the Ineloquent Team Members

  • Without Relevant Current

  • Information to Perform Evaluative Role.

 

Part 8: Addressing Resonation and Issues Associated with Transactional Analysis

 

  • Resonation as an Issue in Team Effectiveness;

  • Recognising Resonation;

  • Taking Steps to Avert or Reduce Resonation;

  • ‘Cautioning’ Resonators;

  • Determining the Optimum Team Size;

  • Numbers That Are Best For the Operational Effectiveness of a Team –

  • Team Constitutional Contingent Factors 

  • Team Numbers and Member Interaction;

  • Team Leader’s Direct Communication with Team

  • Members and the Intervening Factors;

  • Team Communication as Interaction;

  • Necessity of Communication Reciprocation within Teams

  • Team Transaction;

  • Team Transitional Analysis;

  • The ‘Child’ In the Team;

  • The ‘Adult’ In the Team;

  • The ‘Parent’ In the Team;

  • The Team Leader as a Transaction Analyst.

 

Part 9: Salient Time Management Conceptual Issues

 

  • Time Management Defined;

  • Time in an Organisational Wide Context: Acting in Time;

  • The Cost of Time;

  • Time Management Tools;

  • Maximising Personal Effectiveness;

  • Busy vs. Productive;

  • Time Wasters/Time Robbers/Time Stealers/Time Bandits;

  • Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits;

  • Combating Procrastination;

  • Diffusing the Impact of Others:

  • Handling Interruptions Constructively;

  • Asserting Yourself Politely and Calmly;

  • Conquering Over-commitment ( Learn to say, “No”).

 

Part 10:  Contextualising Time Management

 

  • The Four D’s of Time Management:

  • Do;

  • Delegate:

  • Tasks Which Should Be Delegated;

  • Effective Delegation Techniques;

  • How to Delegate.

  • Dump;

  • Defer.

  • Managing Multiple Task and Deadlines;

  • Combating Work Related Stress;

  • Balancing Personal and Professional Life;

  • Avoiding Time Crunches;

  • Handling Unexpected Job Emergencies;

  • Human Multitasking;

  • Benefits of Effective Time Management;

  • Effects of Poor Time Management;

  • Time Management Theories:

  • Maslow’s Hierarchy of Needs;

  • The Pickle Jar Theory;

  • Pareto Principle or 80/20 Rule;

  • Eisenhower Method;

  • POSEC Method.

 

Part 11:  Setting Goals/ Objectives, Planning and Getting Organised

 

  • Setting Goals and Objectives:

  • What You Want to Achieve;

  • Importance of Goal;

  • Setting Realistic Goals Through SMART Method;

  • Techniques for Setting and Achieving Goals.

  • Planning:

  • Management and Planning Tools;

  • Using a Planner;

  • Developing Action Plan.

  • Getting Organised:

  • Organising Your Workspace, Files and Folders;

  • E-mail, Task and Calendar Managing;

  • Information Flow and Retrieval Process;

  • Information Overload;

  • Schedule Management:

  • Scheduling to Create Work/Life Balance;

  • Creating Dynamic “To-Do List”;

  • Reducing Mental Clutter.

  • The Batching Technique;

  • Utilise Time Gaps;

  • Effective Follow-up System;

  • Developing Time Management Habit.

 

Part 12: Scheduling, Prioritising, and Time Management Applications

  • Scheduling:

  • Effective Scheduling;

  • Steps in Scheduling.

  • Prioritising:

  • The Prioritisation Grid;

  • Important vs. Urgent;

  • Time Management Matrix (Covey’s Four Quadrant Matrix);

  • To-Do List;

  • ABC123 Prioritised Planning;

  • Decision Matrix.

  • Time Management and Manager:

  • How Most Managers Apportioned Their Time;

  • Time Management Tips for Managers;

  • Effective Resource Management;

  • Workload Analysis;

  • Managing Workload;

  • Managing Disorganised Staffs.

 

Part 13: Achieving Effective Time Management Through Systematic Meeting Management

  • Meeting Management:

  • Creating an Effective Agenda;

  • Importance of Agenda;

  • Steps For Productive and Effective Meeting;

  • Groupthink;

  • Teamthink;

  • Reducing Time Spent on Meeting;

  • Meeting Menaces:

  • The Waffler;

  • The Turf Warrior;

  • The Assassin;

  • The Dominator;

  • The Interrupter.

  • Meeting Mismanagement.

  • Trading Game Scenario.

 

Team Development - Team Building; Enhancing Team-work or Group-work. High Performance Teams; Empowering High Performance Teams

Boost Your Team Development Effort, With Direct Intervention or Pre-Designed Courses from Human Resource and Organisational Development Consultancy (HRODC) Postgraduate Training Institute

Team development is an important issue in organisational development, not least because of the need to keep work teams constantly motivated and their mental capacity challenged and maintained. Team commitment is desirable and team morale paramount, in the organisation’s strive for effectiveness. Team commitment is based on several factors, stemming from a combination of moral commitment; calculative commitment; remunerative commitment. Team development activities are designed to ensure that work teams develop and function effectively. The team leader’s responsibility incorporates the following activities: ensuring that the team is kept highly motivated, through the use of both intrinsic and extrinsic motivation; that the team’s level of effectiveness is kept to its maximum, through averting groupthink, preventing over-cohesiveness and ‘resonation’; ensuring that, through effective gatekeeping, the skills, knowledge and expertise of the team, incorporating marketing intelligence, are effectively utilised in task planning, organising and performance; conflict is ‘managed’ to ensure that ‘teamthink’ occurs but its adverse effect is averted. This effort incorporates ‘team dynamics’ and diversity management.

 

Many organisations are now moving towards the creation of teams, with a view to improving workers' esteem and commitment. However, if the process is ineffectively managed, their development can be impaired, creating even greater problems for the organisation that before their creation. Without a clear understanding of team dynamics, an organisation might create a situation wherein a team might be ineffective of factors associated with it growth and development and current stage of operation. An organisation needs to recognise the stages of development of a team and the factors associate with their launch into the 'performing stage', taking cognisance of the psychological factors associated with the disbandment stage and efforts that can be made to address them in such a way that members' future performance in the organisation is not impaired. HRODC provides both direct intervention into team working and a pre-designed course for current and future team leaders, and management at different organisational levels. HRODC supports these service elements through qualified psychologists and occupational psychologists on its team of consultants.

Free Public Service

International .dialing Codes: International Country Codes - Access Numbers

As a free service to our site visitors, we have provided an international directory of .dialing codes. We have also tried to provide explanation to a number of issues that pose problems on international communication. Click For International Country Codes

The countries covered include Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores)Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia),Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire, Zimbabwe.

 

Other Public Service Information includes:

UK Employment Law - Law relating to employment in the UK

International Airports and Airport Codes - Codes and names of international airports, worldwide

London Underground Map - A map showing the London UK Tube or Underground System, in colour

UK Consumer Law - Consumer Protraction Legislation

HRODC UK – covering all United Kingdom (UK) Regions and Counties - East Midlands Region; The counties of Derbyshire, Leicestershire, Lincolnshire, Northamptonshire and Nottinghamshire The non-metropolitan districts of Derby, Leicester, Nottingham and Rutland; Eastern Region; The counties of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk The non-metropolitan districts of Luton, Peterborough, Southend-on-Sea and Thurrock; London Region; Greater London; North East Region; The counties of Durham and Northumberland The metropolitan districts of Gateshead, Newcastle upon Tyne, North Tyneside, South Tyneside and Sunderland The non-metropolitan districts of Darlington, Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton-on-Tees;  North West Region; The counties of Cheshire, Cumbria and Lancashire The metropolitan districts of Bolton, Bury, Knowsley, Liverpool, Manchester, Oldham, Rochdale, St. Helens, Salford, Sefton, Stockport, Tameside, Trafford, Wigan and Wirral The non-metropolitan districts of Blackburn with Darwen, Blackpool, Halton and Warrington; South East Region; The counties of Buckinghamshire, East Sussex, Hampshire, Isle of Wight, Kent, Oxfordshire, Surrey and West Sussex The non-metropolitan districts of Bracknell Forest, Brighton and Hove, the Medway Towns, Milton Keynes, Portsmouth, Reading, Slough, Southampton, West Berkshire, Windsor and Maidenhead and Wokingham; South West Region; The counties of Cornwall, Devon, Dorset, Gloucestershire, Somerset and Wiltshire The non-metropolitan districts of Bath and North East Somerset, Bournemouth, Bristol, North Somerset, Plymouth, Poole, South Gloucestershire, Swindon and Torbay The Isles of Scilly; West Midlands Region; The counties of Shropshire, Staffordshire, Warwickshire and Worcestershire The metropolitan districts of Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton The non-metropolitan districts of Herefordshire, Stoke-on-Trent and Telford and Wrekin; Yorkshire and the Humber Region; The county of North Yorkshire The metropolitan districts of Barnsley, Bradford, Calderdale, Doncaster, Kirklees, Leeds, Rotherham, Sheffield and Wakefield The non-metropolitan districts of the East Riding of Yorkshire, Kingston upon Hull, North East Lincolnshire, North Lincolnshire and York

 The countries covered include Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores) Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia), Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire,

 

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

 

HRODC Postgraduate Training Institute aims to deliver these and other courses to all world capitals, including Afghanistan – Kabul; Albania – Tirane; Algeria – Algiers; Andorra - Andorra la Vella; Angola – Luanda; Antigua and Barbuda - Saint John's; Argentina; - Buenos Aires; Armenia – Yerevan; Australia – Canberra; Austria – Vienna; Azerbaijan – Baku; The Bahamas – Nassau; Bahrain – Manama; Bangladesh – Dhaka; Barbados – Bridgetown; Belarus – Minsk; Belgium – Brussels; Belize – Belmopan; Benin - Porto-Novo; Bhutan – Thimphu; Bolivia - La Paz (administrative) Sucre (judicial); Bosnia and Herzegovina – Sarajevo; Botswana – Gaborone; Brazil – Brasilia; Brunei - Bandar Seri Begawan; Bulgaria – Sofia; Burkina Faso – Ouagadougou; Burundi – Bujumbura; Cambodia - Phnom Penh; Cameroon – Yaounde; Canada – Ottawa; Cape Verde – Praia; Central African Republic – Bangui; Chad - N'Djamena; Chile – Santiago; China – Beijing; Colombia – Bogota; Comoros – Moroni Congo, Republic of the – Brazzaville; Congo, Democratic Republic of the – Kinshasa; Costa Rica - San Jose; Cote d'Ivoire - Yamoussoukro (official) Abidjan (de facto); Croatia – Zagreb; Cuba – Havana; Cyprus – Nicosia; Czech Republic – Prague; Denmark – Copenhagen; Djibouti – Djibouti; Dominica – Roseau; Dominican Republic - Santo Domingo; East Timor – Dili; Ecuador – Quito; Egypt – Cairo; El Salvador - San Salvador; Equatorial Guinea – Malabo; Eritrea – Asmara; Estonia – Tallinn; Ethiopia - Addis Ababa; Fiji – Suva; Finland – Helsinki; France – Paris; Gabon – Libreville; The Gambia – Banjul; Georgia – Tbilisi; Germany – Berlin; Ghana – Accra; Greece – Athens; Grenada - Saint George's; Guatemala - Guatemala City; Guinea – Conakry; Guinea-Bissau – Bissau; Guyana – Georgetown; Haiti - Port-au-Prince; Honduras – Tegucigalpa; Hungary – Budapest; Iceland – Reykjavik; India - New Delhi; Indonesia – Jakarta; Iran – Tehran; Iraq – Baghdad; Ireland – Dublin; Israel – Jerusalem; Italy – Rome; Jamaica – Kingston; Japan – Tokyo; Jordan – Amman; Kazakhstan – Astana; Kenya – Nairobi; Kiribati – Tarawa; Korea, North – Pyongyang; Korea, South – Seoul; Kuwait - Kuwait City; Kyrgyzstan – Bishkek; Laos – Vientiane; Latvia – Riga; Lebanon – Beirut; Lesotho – Maseru; Liberia – Monrovia; Libya – Tripoli; Liechtenstein – Vaduz; Lithuania – Vilnius; Luxembourg – Luxembourg; Macedonia – Skopje; Madagascar – Antananarivo; Malawi – Lilongwe; Malaysia - Kuala Lumpur; Maldives – Male; Mali – Bamako; Malta – Valletta; Marshall Islands – Majuro; Mauritania – Nouakchott; Mauritius - Port Louis; Mexico - Mexico City; Federated States of Micronesia – Palikir; Moldova – Chisinau; Monaco – Monaco; Mongolia – Ulaanbaatar; Montenegro – Podgorica; Morocco – Rabat; Mozambique – Maputo; Myanmar (Burma) - Rangoon but moving to Pyinmana; Namibia – Windhoek, Nauru - no official capital, government offices in Yaren District; Nepal – Kathmandu; Netherlands – Amsterdam; New Zealand – Wellington; Nicaragua – Managua; Niger – Niamey; Nigeria – Abuja; Norway – Oslo; Oman – Muscat; Pakistan – Islamabad; Palau – Koror; Panama - Panama City; Papua New Guinea - Port Moresby; Paraguay – Asuncion; Peru – Lima; Philippines – Manila; Poland – Warsaw; Portugal – Lisbon; Qatar – Doha; Romania – Bucharest; Russia – Moscow; Rwanda – Kigali; Saint Kitts and Nevis – Basseterre; Saint Lucia – Castries; Saint Vincent and the Grenadines – Kingstown; Samoa – Apia; San Marino - San Marino; Sao Tome and Principe - Sao Tome; Saudi Arabia – Riyadh; Senegal – Dakar; Serbia – Belgrade; Seychelles – Victoria; Sierra Leone – Freetown; Singapore – Singapore; Slovakia – Bratislava; Slovenia – Ljubljana; Solomon Islands – Honiara; Somalia – Mogadishu; South Africa - Pretoria (administrative) Cape Town (legislative) Bloemfontein (judiciary); Spain – Madrid; Sri Lanka – Colombo; Sudan – Khartoum; Suriname – Paramaribo; Swaziland – Mbabana; Sweden – Stockholm; Switzerland – Bern; Syria – Damascus; Tajikistan – Dushanbe; Tanzania - Dar es alaam; Thailand – Bangkok; Togo – Lome; Tonga - Nuku'alofa; Trinidad and Tobago - Port-of-Spain; Tunisia – Tunis; Turkey – Ankara; Turkmenistan – Ashgabat; Tuvalu – Funafuti; Uganda – Kampala; Ukraine – Kyiv; United Arab Emirates - Abu Dhabi; United Kingdom – London; United States - Washington D.C; Uruguay – Montevideo; Uzbekistan – Tashkent; Vanuatu - Port-Vila; Vatican City (Holy See) - Vatican City; Venezuela – Caracas; Vietnam – Hanoi; Yemen – Sanaa; Zambia – Lusaka; Zimbabwe – Harare. Applications are invited for the position of National Representatives for These Countries. Click For Details of our National Representative Positions.

 

 

 

 

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