Team Dynamics: Team Leadership Course or Seminar - HRODC Training Institute, London UK. Team Dynamics: Team Leadership 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.

Team Dynamics: Team Leadership Course,

Leading To

Team Dynamics: Team Leadership

Accumulating To a Postgraduate Degree –

MBA, MA, MSc

Duration: 5 Days

COST:

• £3,000.00 + VAT Per Delegate for UK Delivery

• £3,400.00 + VAT Per Delegate for Non-UK EU Delivery

• £3,400.00 Per Delegate for Non-EU Delivery

Dates: Schedule Attached or at:

http://www.hrodc.com/HRODC_Seminar_Schedule_06-07.International_Seminar_Schedule_UK_Seminars.htm

Cost includes:

• Servings of Tea/Coffee;

• Hot Lunch; 

• Seminar Guide;

• Seminar Supplement;

• Stationery

• HRODC Diploma - Postgraduate - or

• Certificate of Attendance and Participation

Seminar runs from 9:30 o 4:30 pm.

Registration is at 9:00 on Day 1

Local custom and delegate preferences taken into account

Location:   Central London UK – Other Locations Below

Course Booking at: http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm

Course Presenter:

Prof. Dr. R. B. Crawford

• PhD (London),

• MEd. M. (Bath),

• Adv. Dip. Ed. (Bristol),

• PGCIS TVU),

• MISGS

• MAAM,

• MAOM,

• LESAN,

• Visiting Professor PUP

• ITC (UWI),

Team Dynamics: Team Leadership;  Course, - Objectives

By the end ot this presentation and its related activities, you will be abe to:

1. Distinguish between groups and mere aggregations

2. Suggest the difference in interpretation of groups and teams

3. Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group

4. Distinguish between task forces, committees, command groups and  boards

5.  Apply group dynamics to organisational settings

6. Suggest ways of improving group morale, while enhancing their effectiveness

7.  Demonstrate a heightened understanding of the type and permanence of the leadership of a team

8. Explain the occasions in which a situational leader is likely to emerge

9. 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

10. Determine why a temporary team is likely to be more problematic to lead than a permanent team

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

12.  Explain the bases for the feeling of  ‘Togetherness’ or ‘Awareness’ IN An Aggregation

13. Demonstrate their understanding of the theoretical and practice bases of Team Dynamics

14. Explain the Team Typological Bases

15. Distinguish between command teams, boards, committees and task forces

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

17. Distinguish between Temporary Committees and Standing Committees

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

19. Demonstrate their ability to deal with the psychological effect of disbandment

20. Detect Dysfunctional Behaviours

21. Address the salient issues associated with Dysfunctional Behaviours

22. Provide an individually synthesized proposal for dealing with aggressiveness

23. Indicate how they would handle blocking, effectively 

24. Propose an effective way of dealing with interfering behaviour

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

26. Evaluate the effectiveness of their strategy for addressing situations where team members seek sympathy

27. Propose an effective remedy to ‘member withdrawal’

28. Put forward a satisfactory way of addressing ‘special pleading’

29. Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours

30. Exhibit tact in discouraging team member distracting behaviours

31. Provide examples of how a leader should encourage desirable behaviours in a team

32. Indicate the range of tangible rewards that might be utilised in a team

33. Propose suitable intangible rewards that might be applied to a team situation

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

35. Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that will improve team effectiveness

36. Indicate the steps that they will take to harmonising their teams

37. Establish a basis for standard setting in their teams

38. Demonstrate their understanding of the importance of Gatekeeping in team formal settings

39. Determine the optimum team size for effective functioning

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

41. Outline the steps that they will take to avert groupthink and promote teamthink

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

43. Demonstrate their ability to employ transactional analysis in a team context

44. Internalise the dysfunctional effect of ‘resonation’ in a team context

45. Suggest how they might employ an effective diversity management that discourages resonation

46. Demonstrate their grasp of the fundamentals of performance management

47. Illustrate how they might resolve interpersonal problems among team members.

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

49. Develop effective communication strategies that might be applied to team settings, minimising technical language

50. Clarify roles in team settings

51. Provide a basis for team standard setting - establishing standards and evaluating progress

52. Illustrate how they will determine the contribution of each team member to team goal accomplishment

53. Recognise and acknowledge performance improvement in teams

54. Indicate how they will reward exceptional performance in their teams

55. Indicate how they will establishing key competencies in teams

56. Suggest how to establish acceptable performance levels in teams, noting performance indicators

57. Propose standards of measuring competence in teams

58. 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

59. 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

60. Recognise the ineloquent team members without relevant current information, who  might, nevertheless, be able to perform an evaluative role

61. Internalise the dysfunctional effect of ‘resonation’ in a team context

62. 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

63.  Suggest ways to counteract the effect of the informal hierarchy - in teams other than command teams

64. Demonstrate their appreciation of the fact that workers belong to different classes, in society

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

66. 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

67. Exhibit a knowledge of the intimidating effect that class might have on team members, and, hence,

68.  the leader’s responsibility to ensure that this informal hierarchy is dispensed with in the promotion of a ‘classless team’

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

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

1. Groups and Aggregations: Points of Distinction

2. The type and permanence of the leadership of a team

3. When does a situational leader emerge

4. How does the team attempts to replace a situational leader, enhance stability, acceptability or renewed or clarified mission or objectives?

5. Why does a temporary team more problematic to lead than a permanent team?

6. Why does team disbandment have a negative psychological effect on members and leader?

7.  An Aggregation - ‘Togetherness’ or ‘Awareness’?

8. Aggregation and Interaction

9. Team or Group: A Definition and Distinction

10. Team Dynamics

11. Team Typologies

12. Team Typological Bases

13. Command Team

14. Committees

15. Temporary Committees

16. Standing Committees

17. Task Forces;

18. Boards.

19. Command Teams and The Organisational Hierarchy

20. Command Teams and The Organisational Functioning

21. Team Formation

22. Team Formation Stage 1: Forming

23. Team Formation Stage 2: Storming

24.  How ‘True-To-Life’ Or Realistic Are The Forming And Norming Stages OF Team Development?

25. Team Formation Stage 3: Norming

26. Team Formation Stage 4: Performing or Total Integration

27. Team Formation Stage 5: Adjourning or Disbanding

28. Deal With The Psychological Effect of Disbandment

29. Dysfunctional Behaviours

30. Addressing Dysfunctional Behaviours

31. Dealing With Aggressiveness

32. Handling Blocking 

33. Dealing With Interfering Behaviour

34. Dealing With Intra-Team Competition

35. Addressing Situations Where Team Members Seek Sympathy

36. Dealing With Member Withdrawal

37. Addressing Special Pleading

38. Leader Behaviour in Dealing with Dysfunctional Behaviours

39. Being Tactful In Discouraging Distracting Behaviours

40. Encouraging Desirable Behaviours

41. Using Tangible Rewards,

42. Using Intangible Rewards

43. Bearing Mindful of Team Situation

44. Applying Appropriate Rewards and, or, Punishment

45. Promoting Team Functionality

46. Team Building and Maintenance Roles: Improving Team Effectiveness

47. Encouraging members

48. Harmonising

49. Standard setting

50. Gatekeeping

51. Determining the optimum team size

52. Providing team incentives

53. Encouraging conflict

54. Averting Groupthink

55. Avoiding the risky shift syndrome

56. Employing transactional analysis

57. Employing effective diversity management and discouraging resonation

58. Encouraging members

59. Harmonising team

60. Performance Management

61. Solving Interpersonal Problems Among Team Members.

62. Helping Team Members To Channel Their Energies Into task performance Establishing Realistic Goals

63. Developing Effective Communication Strategies

64. Minimising Technical Language

65.  Clarifying Roles

66. Standard Setting - Establishing Standards And Evaluating Progress.

67. A Determination Of The Contribution Of Each Team Member To Goal Accomplishment

68. Recognising and Acknowledging Performance Improvement

69. Rewarding Exceptional Performance

70. Establishing Key Competencies

71. Establishing Acceptable Performance Levels

72. Noting Performance Indicators

73. Measuring Competence

74. Which Individual Members Can Improve Their Performance –

75. And Subsequently, Their Contribution To The Team As A Who

76. Harnessing Team Synergy

77. Gatekeeping

78. Making It Possible For Others To Participate,

79. Supporting The Weak

80. Ensuring That Introverted Team Members are not Intimidated Or ‘Crushed’ by The Extroverted

81. Recognising the Ineloquent Team Members without Relevant Current

82.  Information to perform evaluative role

83. Resonation as an issue in team effectiveness

84. Recognising Resonation

85. Taking Steps To Avert or Reduce Resonation

86. ‘Cautioning’ Resonators

87.  Determining The Optimum Team Size.

88. Numbers That Are Best For The Operational Effectiveness Of A Team –

89. Team constitutional contingent factors

90. Team numbers and member interaction

91. Team Leader’s Direct Communication With Them

92. members and the intervening factors

93. Team communication as Interaction

94. Necessity of communication reciprocation within teams

95. Team transaction

96. Team transitional analysis

97. The ‘Child’ in the team

98. The ‘Adult’ in the team

99. The ‘Parent’ in the team

100. The Team leader as a transaction analyst 

The 50% minimum attainment requirement for the HRODC Postgraduate Diploma and HRODC Diploma - Postgraduate - is an attestation to our concern for quality and exceptional performance. This ‘standard’ is in line with most British Universities, some having recently moved away from their traditional 40% attainment requirement. One of the several ways in which HRODC assures academic and professional quality is to ensure that most of its consultants hold a PHD in the their areas of specialism. The lowest qualification of any consultant at HRODC is an MA and, or, MSc. These qualifications are in addition to relevant experience and continuous development. While most applicants to HRODC Postgraduate Diploma and HRODC Diploma - Postgraduate - Programmes are holders of Undergraduate and Postgraduate Degrees, some being Professors of internationally renowned Universities, others do not hold a degree but have substantial work and life experience to excel in the courses. In addition, HRODC has instituted the ‘180-HourRule’, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study. Specialist Diploma such as the HRODC ‘Postgraduate Diploma in Executive Management’ consists of 540 hours.

 In addition to the above, HRODC has incorporated the following additional Quality measures in its Postgraduate Degree Programme – These can also be found in the document Regulation For HRODC Postgraduate Degrees – MBA, MA, MSc Programmes

1.      The length of the Dissertation will be between 15,000 and 20,000 words. Higher or lower limits can only be accepted through special dispensation, tabled through their Dissertation Tutor;

2.      Delegates will be assigned one Main Dissertation Supervisor, for formal tuition, and a Dissertation Mentor, who will provide them with informal advice, in conjunction with their Main Dissertation Supervisor;

3.      Delegates’ Viva Voce, or Oral, Examination will be conducted within 3 months of the submission of their Dissertation;

4.      The Dissertation Examination will be conducted by an External and an Internal Examiner;

5.      The External Examiner will be drawn from a recognized University and will be an Academic in the Discipline, who is not otherwise associated with HRODC;

6.      The Internal Supervisor will be an HRODC Tutor, who is neither Delegates’ Main Dissertation Supervisor or their Dissertation Mentor;

7.      The submission date of a Masters Dissertation is expected to be within 12 calendar months of their initial registration for the Degree but can be extended, on application, to a period not exceeding 24 months;

8.      In the event that Delegates were not successful on the first attempt, they will be given the opportunity to make minor amendment to, or revise, their Dissertation, with the guidance of their Dissertation Supervisors.

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HRODC Postgraduate Training Institute is registered with the UK Register of Learning Providers (UKRLP) #10019585 (http://www.learning-directory.co.uk), with listing in Hot Courses (http://www.hotcourses.com). HRODC Training Institute UK offers MSc, MA, MBA, Postgraduate Diploma Courses e.g. 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 eg. in Johannesburg, Oman, Kuwait, Brunei, Dubai UAE, Paris, Milan,

Postgraduate Diploma Courses or Seminars and Diploma – Postgraduate Courses or Seminars. HRODC Postgraduate Diploma Course or Seminar Titles include: HRODC Postgraduate Diploma in Human Resource Management; HRODC Postgraduate Diploma in Comprehensive Human Resource Management; HRODC Postgraduate Diploma in Executive Management; HRODC Postgraduate Diploma in Comprehensive Real Estate Management; HRODC Postgraduate Diploma in Women in Management; HRODC postgraduate Diploma in Comprehensive Project Management; HRODC Diploma - Postgraduate -in Communication and Information Management. HRODC Diploma - Postgraduate -Course or Seminar Titles include: HRODC Diploma - Postgraduate -in Financial Risk Management; HRODC Diploma - Postgraduate -in Judging Economic and Financial Crimes; HRODC Diploma - Postgraduate -in UK Legal System: Court Organisation and Management; HRODC Diploma - Postgraduate -in Organisational Change Management; HRODC Diploma - Postgraduate -in Client Or Customer Care; Leading to HRODC Diploma - Postgraduate -in Trainer Training: Training for Trainers; HRODC Diploma - Postgraduate -in Worker Motivation; HRODC Diploma - Postgraduate -in  Employee Resourcing: Recruitment and Selection; HRODC Diploma - Postgraduate -in Diversity Management; HRODC Diploma - Postgraduate -in Research Project Management; HRODC Diploma - Postgraduate -in Anti-Dumping and Anti-Subsidy; HRODC Diploma - Postgraduate -in Internal Audit; HRODC Diploma - Postgraduate -in Fundamentals of Automotive Industry;  HRODC Diploma - Postgraduate -in Advanced Project Management; HRODC Diploma - Postgraduate -in Productivity Improvement; HRODC Diploma - Postgraduate -in Introduction to Real Estate Management; HRODC Diploma - Postgraduate -in Conveyancing and Property Valuation; HRODC Diploma - Postgraduate -in UK Employment Law; HRODC Diploma - Postgraduate -in UK Consumer Law;  HRODC Diploma - Postgraduate -in ISO 9000 Quality Systems; HRODC Diploma - Postgraduate -in Modern Quality Systems; HRODC Diploma - Postgraduate -in Modern Quality Systems and ISO 9000; HRODC Diploma - Postgraduate -in Personnel and Occupational Testing; HRODC Diploma - Postgraduate -in Personnel and Occupational Test Questionnaire Design and Results Analysis; HRODC Diploma - Postgraduate -in Information, Risk and Security Management; HRODC Diploma - Postgraduate -in Executive Leadership and High Performance Team Management; HRODC Diploma - Postgraduate -in Organisational Design: Structuring and Restructuring Organisations; HRODC Diploma - Postgraduate -in Investment Projects in Industrial Sector; HRODC Diploma - Postgraduate -in Industrial Investment Performance Evaluation; HRODC Diploma - Postgraduate -in Strategic Management and Project Management; HRODC Diploma - Postgraduate -in Fundamentals in Oil and Gas Accounting; HRODC Diploma - Postgraduate -in Advanced Financial Accounting; HRODC Diploma - Postgraduate -in Advanced Cost Management; HRODC Diploma - Postgraduate -in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service; HRODC Diploma - Postgraduate -in Strategic Management and Strategic Cost Management; HRODC Diploma - Postgraduate -in Strategic Management Accounting; HRODC Diploma - Postgraduate -in Advanced Budgeting; HRODC Diploma in Fundamentals of Air Cargo. Human Resource & Organisational Development Consultancy (HRODC) - An International Human Resource (HR) Training Provider - is a Human Resource, Business Management and Organisational (Organizational) Development (OD) consultancy, based in London and Wolverhampton, West Midlands UK, Delivering Human Resource, Research Training, Social Care Solutions, Human Resource (HR) Solutions, HR Outsourcing Facilitation, Social are, Human Resource Management Training Courses, Employee development, Change management, Diversity management, Diversity Management Training,  Research Coaching,  Research Project Management, Research Consultancy; Research Support; Research Supervision, Business analysis; System Analysis and Design; Web Design; Organisational (Organizational) Development (OD); Systems and Process Design and Implementation; Project Management and related services,  Team development - establishment of Autonomous Work Teams or High-performing Teams; Reward Schemes; Workforce Flexibility; Organisational (Organizational) Design - Structuring Organisations, Restructuring organisations (organizations);  Problem Resolution; Conflict Management, Work-Life Balance, incorporating  Organisational (Organizational) Flexibility; Flexible Working Practices; and High-Performance Teams. Seminar locations include Munich Germany; Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Lagos Nigeria, Abuja Nigeria, Manila Philippines, Kathmandu Nepal, Mumbai India, Damascus Syria, Port Louis Mauritius, Jeddah, Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Rome Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Kingston Jamaica, Tripoli Libya, Harare Zimbabwe, Brussels Belgium, Monrovia Liberia, Tamilnadu India, Nairobi, Kenya, Croatia, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Austria. London UK Postgraduate Diploma Courses & Seminars – HRODC Postgraduate Diploma Courses & Seminars, in London, United Kingdom (UK), Europe (EU). Postgraduate Courses – Postgraduate Diploma and Diploma - Postgraduate -Courses or Seminars held in Greenwich London United Kingdom (UK) – Greenwich London Venue South East London (SE) Courses from HRODC, Leading to HRODC Postgraduate Diploma, Diploma - Postgraduate -or HRODC Certificate of Attendance and Participation for Postgraduate Courses or Diploma - Postgraduate -Courses. Location of HRODC Postgraduate Diploma Courses or Diploma - Postgraduate -Courses or Seminars are walking distance from Cutty Sark DLR Station, Greenwich DLR Station, Greenwich Rail Station – Close to Central London, Marble Arch Station, Edgware Road Station, North Greenwich Underground Train (Jubilee Line) Station, Canary Warf Station, Bank Tube – Underground - Station (Northern Line), Euston Mainline and Underground (Tube) Station – Click for London Underground  (Tube Train) Map, for directions to HRODC Greenwich London (UK)  Postgraduate Diploma Courses and Seminars, and HRODC Diploma - Postgraduate - Courses and Seminars. HRODC Postgraduate Diploma Courses and Seminars and Diploma - Postgraduate - Courses and Seminars, in the Heart of Historic Greenwich London. 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: A Practitioner’s Approach Seminar (public course), Leading to HRODC Postgraduate Diploma in Human Resource Management; 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: A Comprehensive View Seminar, Leading to HRODC Postgraduate Diploma in Comprehensive Human Resource Management; 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; HRODC Postgraduate Diploma and HRODC Diploma – Postgraduate - Click For Application Form for HRODC Postgraduate Courses or Seminars

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