Course
Co-ordinator:
Prof. Dr. R. B. Crawford is
Course
Coordinator. He is the Director of HRODC Postgraduate Training
Institute, A Postgraduate-Only Institution. He has the following
Qualifications and Affiliations:
Doctor 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.
For Whom This Course is Designed
This Course is Designed For:
-
Chief Executives;
-
Chief Executive
Officers (CEOs);
-
Corporate
Directors;
-
Divisional Heads;
-
Vice Presidents;
-
General Managers;
-
Corporate
Strategists;
-
Business Development Directors;
-
Chief Business
Development Officer;
-
Business Studies
Lecturers;
-
Business
Consultants;
-
Chief Financial
Officers (CFOs);
-
Chief Marketing
Officer;
-
Chief Operating
Officers;
-
Chief Product
Officer;
-
Production
Superintendent;
-
Product Engineers;
-
Process Engineers;
-
Chief Process
Engineers;
-
Organisational
Development Specialists;
-
Organisational
Enhancement Officers;
-
Collaborative
Officers;
-
All others who are
desirous of gaining enhanced understanding of the pertinent issues
associated with:
-
Organisational
Efficiency and Effectiveness;
-
Micro
Organisational Development;
-
Macro
Organisational Development;
-
Internal Analysis;
-
External Organisational Analysis;
-
Organisational Strengths;
-
Organisational Weaknesses;
-
Internal Growth
Strategy;
-
External Growth
Strategy;
-
Internal or
Organic Growth;
-
Market Penetration
Strategy;
-
Market Development
or Market Expansion Strategy;
-
Product or Service
Expansion or Development Strategy, etc.
-
Diversification Strategy.
Duration:
6 Days
Cost: £6,000.00
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.
Location: Central London and International Locations
Daily Schedule:
9:30 to 4:30 pm.
Duration: 6 Days
Cost: £6,000.00 Per Delegate
Cost includes:
-
Free Continuous
snacks throughout the Event Days;
-
Free Hot Lunch on
Event Days;
-
Free City
Tour;
-
Free
Stationery;
-
Free On-site
Internet Access;
-
Diploma –
Postgraduate – in Organic and External Growth for Organisational
Effectiveness; 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
Material;
-
HRODC Postgraduate
Training Institute’s Metal Pen;
-
HRODC Postgraduate
Training Institute’s Polo Shirt.
Course Contents, Concepts and Issues
Part 1: Organisational
Development for Efficiency and Effectiveness
-
The Concept of
Organisational Effectiveness;
-
Organisational
Efficiency VS Organisational Effectiveness;
-
Organisational
Effectiveness in Context;
-
Contextualising
Organisational Development;
-
Micro
Organisational Development;
-
Macro
Organisational Development;
-
Organisational
Development as an Instrument towards Organisational Effectiveness;
-
Change as a
Symbiotic Issue in Organisational Development;
-
Internal
Organisational Changes;
-
Employee
Development and Organisational Effectiveness;
-
Organisational
Effectiveness in Context;
-
Enhancing
Organisational Effectiveness Through Organisational Development.
Part 2: Contextualising Strengths and Weaknesses (SW), and their Organisational
Implications.
-
Conducting an Organisation’s Internal Analysis: determining Its Strengths
and Weaknesses (SW);
-
Assessing Organisational Strengths;
-
Determining an Organisation’s Weaknesses;
-
Eliminating Organisational Weaknesses or Conceding ‘Exposure’ Avoidance?
-
Aligning Organisational Strengths with Its Strategic and Operational Plans.
Part 3: Strategic Operational Review: Conceptualising Political, Economic,
Social, Technological, Environmental (PESTEL) External Uncontrollable Factors
Constituents and Importance of Strategic Operational Reviews
Political Context:
-
Bilateral Trade Agreements;
-
Multilateral Agreements;
-
Employment Tribunal Rulings;
-
Wage Regulations;
-
Equality and anti-discriminatory Act;
-
Disability Rights Act;
-
Equal Opportunity Act;
-
Sex Discrimination Act;
-
Sex Discrimination or Related Act;
-
Gender Reassignment or Similar Act;
-
Other Employment Related Acts.
-
Economic Exposure;
-
Transaction Exposure;
-
Translation Exposure;
-
Economic Exposure;
-
Rulings by Regulatory Authorities;
-
Investment Boards;
-
Competition Commission;
-
Trading Regulation;
-
Foreign Exchange;
-
Interest Rates;
-
Availability of Funding.
Part 4: Strategic Operational Review: Conceptualising Political, Economic,
Social, Technological, Environmental (PESTEL) External Uncontrollable Factors
Social Context:
-
General Social Context;
-
Urban-Suburban Preference;
-
Social Mobility;
-
Geographic Mobility;
-
Skills Levels;
-
Demographic Factors;
-
Age Range of Population;
-
Gender Mix of Population;
-
Ethnic Mix;
-
Vogue;
-
Behavioural Patterns;
-
Changing Expectations;
-
FADS; and
-
Social/Environmental Sensitivity.
Technological Context:
-
E-Commerce its impact on Client/ Customer Relationship Management (CRM);
-
Development and use of technology;
-
Affordability of technology;
-
Web-based recruitment;
-
E-Selection;
-
Web-based selection;
-
Video-conferencing;
-
Web-conferencing.
Environmental Context:
-
Internal Environmental Issues;
-
External Environmental Factors;
-
Competitive Forces;
-
Consumer Influence and Power;
-
Supplier Monopoly;
-
Duopolistic Market Domination;
-
Infrastructural Challenges;
-
Demand for Corporate Social Investment;
-
Strategy Implementation vs Ethical Concerns;
-
Social and Business Objectives: Compatibility or Spinoffs?
Legal Context:
-
Competition Rules;
-
Integration Rules;
-
Employment Law;
-
Indigenisation
Rules;
-
Trading Rules;
-
Import and Export Laws;
-
Bilateral Trade Agreements;
-
Multilateral Agreements
-
Employment Tribunal Rulings
-
Wage Regulations;
-
Equality and anti-discriminatory acts – e.g.
-
Disability Rights Act
-
Equal opportunity Act
-
Sex Discrimination Act
-
Sex Discrimination Reassignment;
-
Other Employment Related Acts.
Part 5: Organisational External Analysis: Understanding the Threats Posed, and
Opportunities Presented, by Prevailing or Anticipated PESTEL Factors
Focus of External Environmental Analysis: Opportunities and Threats (OT);
Contextualising Environmental Threats in the PESTEL;
Assessing Political Threats:
-
Bilateral Trade Agreements;
-
Multilateral Agreements;
-
Employment Tribunal Rulings;
-
Wage Regulations;
-
Equality and anti-discriminatory acts – e.g.
-
Disability Rights Act;
-
Equal opportunity Act;
-
Sex Discrimination Act;
-
Sex Discrimination Reassignment;
-
Other Employment Related Acts.
Determining Economic Threats:
Sorting Social Threats:
-
General Social Context;
-
Urban-Suburban Preference;
-
Demographic Factors, e.g.
-
Age Range of Population;
-
Gender Mix of Population;
-
Ethnic Mix;
-
Social Mobility;
-
Geographic Mobility;
-
Skills Levels;
-
Vogue;
-
Behavioural Patterns;
-
Changing Expectations;
-
FADS; and
-
Social/Environmental Sensitivity.
Analysing Technological Threats
-
E-Commerce its impact on Client/ Customer Relationship Management (CRM);
-
Development and use of technology;
-
Affordability of technology;
-
Web-based recruitment;
-
E-Selection;
-
Web-based selection;
-
Video-conferencing;
-
Web-conferencing.
-
Environmental Threats;
-
Internal Environmental Issues;
-
External Environmental Factors;
-
Competitive Forces;
-
Consumer Influence and Power;
-
Supplier Monopoly;
-
Duopolistic Market Domination;
-
Infrastructural Challenges;
-
Demand for Corporate Social Investment;
-
Strategy Implementation vs Ethical Concerns;
-
Social and Business Objectives: Compatibility or Spinoffs?
Legal Threats
-
Competition Rules;
-
Integration Rules;
-
Employment Law;
-
Indigenisation
Rules;
-
Trading Rules;
-
Import and Export Laws;
-
Bilateral Trade Agreements;
-
Multilateral Agreements
-
Employment Tribunal Rulings
-
Wage Regulations;
-
Equality and Anti-Discriminatory Acts;
-
Disability Rights Act;
-
Equal opportunity Act;
-
Sex Discrimination Act;
-
Sex Discrimination Reassignment;
-
Other Employment Related Acts.
Acceding to, or Circumventing, PESTEL Threats.
Part 6: Formulating and Executing Organisational External Growth
Strategy
-
External Growth
Strategy Contextualised;
-
External
Integration and Its Ramifications for Organisational Effectiveness;
-
Mergers as a
Strategic Choice: Balancing the ‘Act’;
-
Business and
Organisation Acquisitions or Takeovers: Synergy or Asset Stripping;
-
Joint Ventures:
Limiting Wealth or Mitigating Risk?
-
Horizontal or
Vertical Integration: Assessing Direction of Market Forces;
-
Horizontal
Integration: Solidifying Operational ‘Status’;
-
Vertical
Integration: Calculated Strategic Repositioning;
-
Vertical
Integration Forward: Influencing End-Users’ Choice;
-
Vertical
Integration Backward: Impacting Sourcing Strategy;
-
Conglomerate
Integration: Omnipresence or Hodgepodge?
Part 7: Organisational Internal Growth Strategy
-
Internal or
Organic Growth;
-
Market Penetration
Strategy;
-
Market Development
or Market Expansion Strategy;
-
Product or Service
Expansion or Development Strategy;
-
Diversification Strategy.
Click to View
and, or, Download the Brochure for
Course Number 084 - External and Internal or
Organic Organisational Growth
Strategy: In Pursuit of Organisational Effectiveness
Seminar or Course, Leading
to Diploma – Postgraduate in Organic and External Growth for
Organisational
Effectiveness, Accumulating to a Postgraduate Certificate, with a Total of 180 Credit-Hours = 6 X 5-Day Courses, or 3 X 10-Day Courses; or a Postgraduate Diploma, with a Total of 360 Credit-Hours = 12 X 5-Day Courses, or 6 X 10-Day Courses..
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