Business and Organizational Analysis, Postgraduate Course.
Information Graphics for HRODC Postgraduate Training Institute.
Clickable YouTube Button Link LinkedIn Button Link Instagram Button Link Facebook Logo Button Link Tumblr Logo Button Link Reddit Button Link Picture on a black background, representing the Social Media ’X’ (formerly known as Twitter). TikTok Button Link Google Blog Button Link Google My Business Button Link Pinterest Logo Button Link
Course Finder Button Link Chat Link Button Home Button Link Past Delegates’ Link Button Email Link Button

Seminar or Course Number 060 - Business and Organisational Analysis Course, Leading to Diploma - Postgraduate - in Business and Organisational Analysis, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and  a Postgraduate Diploma, with 330 additional Credit-Hours.

 Click to download the PDF Brochure for this Course.

 

 
For Whom This Course is Designed Graphics, below which are the list of professionals for whom HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com) has designed this Postgraduate Course

  • Corporate Managers;

  • Executive Managers;

  • Senior Managers;

  • Middle Managers;

  • Junior Managers;

  • Business Analysts;

  • Human Resource Managers;

  • Board of Directors;

  • Entrepreneurs;

  • Supervisors;

  • Organisational Development Practitioners;

  • Management Graduates;

  • Management Lecturers;

  • Individuals with a genuine interest in Issues associated with Organisational Management.

Course Coordinator Graphic2, below which are his name, qualifications and affiliations, who is also the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com).

octor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

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);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

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.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

He was formerly an Expatriate at:

Ministry of Education, Sokoto, Nigeria;

Ministry of Science and Technical Education, Sokoto, Nigeria;

University of Sokoto, Nigeria;

College of Education, Sokoto, Nigeria; and

Former Editor-In-Chief of ‘Sokoto Journal of Education’.

 

 

Website Caption For Course Duration and Cost. Included in the caption are the duration and cost of In-Venues and Online Course Deliveries, for this course, from HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com).

 

 

Website Graphics for the inclusions of “In-Venues Cost”, for each Delegate attending a Postgraduate Course at HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com).

Snacks on Event Days;  

Lunch on Event Days;                           

City Tour;             

Stationery;                               

On-site Internet Access;

Postgraduate Diploma; Postgraduate Certificate; Diploma – Postgraduate; or

Certificate of Attendance and Participation – if unsuccessful on resit.

Website Graphics stipulating the possible Branded Complimentary Products that Students and Delegates might receive, while attending a Postgraduate Programme or Postgraduate Course at HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com).

Leather Conference Folder;

Leather Conference Ring Binder/ Writing Pad;

Key Ring/ Chain;

Leather Conference (Computer – Phone) Bag – Black or Brown;

8-16 GB USB Flash Memory Drive, with Course Material;

Branded Metal Pen;

Branded Polo Shirt.; &

Branded Carrier Bag.

 

 

 

 

This Website Graphics is a Course Name and Award Name Indicator, incorporating the Name of the Postgraduate Course, The Award, with the Credit-Hours. It also informs us of the number of additional Credits that are required for accumulation to a Postgraduate Certificate, and Postgraduate Diploma, respectively, when taken at HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com).

 

 

This Website Graphics is a Label for Postgraduate Course Objectives, from HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com). Below the graphics are the list of objectives that the Delegates, in attendance, are expected to achieve, at the conclusion of the specific learning experience that this organisation provides.

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

  • Define, describe and analyse the nature of an organisation;

  • Distinguish between formal and informal organisations;

  • Identify some organisational tasks and determine how tasks are grouped;

  • Enumerate examples of business and non-business organisations;

  • Define objectives, generally;

  • Differentiate social objectives from business objectives;

  • Peruse business objectives through business objectives;

  • Explain how social objectives lead to profitability gain;

  • Explore the bases for ‘division of labour/work’ in organisations and their relation to organisational effectiveness;

  • Ascertain the importance of delegating tasks;

  • Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations

  • Provide a working definition of accountability

  • Expound the facet of authority, providing practical examples

  • Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;

  • Ascertain the concept of delegation;

  • Analyse the concept of leasing in relation to delegating;

  • Know the importance of delegation in increasing productivity and workflow;

  • Explain how managers and subordinates benefit from delegating;

  • Identify the concerns of managers in delegating;

  • Learn how to delegate authority for effective task performance;

  • Learn how to delegate responsibility with delegated tasks;

  • Enumerate the factors influencing effective delegation;

  • Analyse how delegation contributes towards effective time management;

  • Explain the concept of delegation as internal promotion;

  • Distinguish between informal management and formal management succession charts;

  • Understand the concept of internal selection mechanism;

  • Establish the relationship between delegation and external candidature;

  • Explain facets #1 and 2 of authority;

  • Define role;

  • Identify the set of complimentary relationship in every role;

  • Demonstrate a heightened understanding of role relationships;

  • Determine some exemplifying roles;

  • Know the role actor or incumbent;

  • Analyse the perception in each role;

  • Establish the link between role and the external environment;

  • Establish the link between role and the internal environment;

  • Define role set;

  • Identify role segments;

  • Ascertain the relationship between an incumbent’s experience and role enactment;

  • Ascertain the relationship between an incumbent’s role perception and his or her role performance;

  • Determine the place of an incumbent’s perceived role expectations on his or her role enactment;

  • Explain the concept of segmental expectations;

  • Describe role as the behavioural expectations of a role set;

  • Determine the boundary relationship of a role set;

  • Identify the role expectations of social support;

  • Describe the democratic incumbent, autocratic incumbent, the generous incumbent, the dedicated incumbent, the social self and the role of each;

  • Describe self-ideal as a behavioural construct;

  • Establish the relationship between self-ideal and a performance enhancer;

  • Distinguish among internal, upward and downward organisational accountability;

  • Manage the risk of internal ‘sabotage’;

  • Deal with external organisational accountability;

  • Know the organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry;

  • Understand organisational structure as roles and relationships;

  • Know the importance of lines of authority and accountability in organisations towards effective organisation communication;

  • Conceptualise classical organisational theory and design, neo-classical, humanistic and contingency organisational design approaches;

  • Differentiate operational centralisation and decentralisation;

  • Describe the bureaucratic organisations, adhocratic organisations, mechanistic organisations, organismic organisations;

  • Describe and enumerate some single and dual status organisations;

  • Know the degree of specificity of role in mechanistic organisations and organismic organisations;

  • Differentiate managerial control and worker autonomy and professionalism in mechanistic organisations;

  • Differentiate managerial control and worker autonomy and professionalism in organismic organisations;

  • List some structural typologies and describe each;

  • Illustrate a simple, functional and divisional organisational structure;

  • Give the bases of divisional organisational structure;

  • Illustrate a matrix organisational structure;

  • List down some matrix organisational types;

  • Explain the concept of organisational culture;

  • Explain the different classification of culture;

  • Establish the relationship between power, culture and organisational structure;

  • Cite the link between culture and managerial action; and

  • Suggest ways to improve organisational culture.

 

 This Website Graphics is a Label for Postgraduate Course Contents, Concepts, and Issues, from HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com). Below the graphics are the outline of the Contents, Concepts, and Issues.

This Website Graphics provides details of the information, so far, provided in the Course Brochure, indicating that which will be withheld until Delegates attend the course In-Venues or Online. This is and will be supplied by # HRODC Postgraduate Training Institute, A Postgraduate-Only Institution (https://www.hrodc.com).  

  

Part 1: Contextualising Organisational Analysis

 

 

Part 2: Delegation as an Operational Imperative

 

 

Part 3: Contextualising Delegation

 

 

Part 4: Role in an Organisational Context

 

 

 

Part 5: The Organisation’s Internal and External Accountability

 

Part 6: Organisational Design Metaphors and Relationships

 

 

Part 7: Understanding Organisational Culture