PG Diploma in Human Resource Training & Development Management

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Programme Number 070 - Human Resource Training and Development Management Programme, Leading to Postgraduate Diploma in Human Resource Training and Development Management. It includes Human Resource Planning, Employee Retention: Talent Management, Human Resource and Performance Management, Trainer Training, Motivating Workers, Intrinsic and Extrinsic Rewards, Training Needs Analysis,  Determining Training Needs, Training Needs Analysis. Training Expenditure, Training Investment, Costing and Budgeting, Rate of Return, Return on Investment, ROI,  Accelerated Rate of Return, Staff Performance Appraisal, Reward Management, Effective Career Structure, Equitable Career Structure, HRP, HRD and corporate planning, Human resource forecasting, Career management, career theory, career development. This course is delivered in London, Amsterdam, Brussels, Dubai, Durban, Kuala Lumpur, Paris and Online.


Programme 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 Programme is Designed

This Programme is Designed For:

  • Human Resource Professionals;

  • Human Resource Managers;

  • Human Resource Specialists who need to expand their knowledge and expertise in all aspects of human resources management;

  • Executives;

  • Directors;

  • Managers who need current, specialized knowledge;

  • Supervisors;

  • Experienced managers who are new to the HR field;

  • Other mid-level managers pursuing a career change or promotion;

  • Business consultants;

  • MBA students;

  • Those considering entering the field of Human Resource Management Early- to mid-career professionals who need to manage the increasing complexity of interpersonal or organizational dynamics in their jobs ;

  • Entrepreneurs who want to learn about human resource management;

  • Small business owners who do not have in-house professional Human Resource Management expertise.

 Duration: 3 Months Intensive Full-Time (30 Hours Per Week

 Cost: £45,000.00 Per Delegate                       


The programme cost does not include living accommodation. However, students and delegates are treated to 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


Course Objectives, Contents, Concepts and Issues of

Human Resource Training and Development Management

Leading to Postgraduate Diploma and .Human Resource Training and Development Management


Course #003: Training Trainer: Training for Trainers




By the conclusion of the specific learning & development activities, delegates will be able to:

  • Be able to position the training department within organisational corporate structure

  • Be able to design appropriate in-course evaluation

  • Design appropriate assessments and assessment strategy of award-bearing components of training programmes.

  • Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation

  • Be able to incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses

  • Demonstrate exceptional leadership in the management of the learning environment

  • Effectively manage commissioning relationships

  • Effectively manage a training department


Contents, Concepts and Issues

Training Trainer: Training for Trainers


  • Learning Theory

  • Learning and Memory

  • Learning and Application

  • Education Training and Development: A Distinction

  • Conditions Conducive To Learning and Memory

  • The Taxonomy of Educational Objectives

  • The Value of Varied Learning Experiences

  • Establishing Learning Objectives

  • Determining the Content of Training Programmes

  • Designing Delegate Activities, In Line With Established Objectives

  • Effective Oral Presentations

  • Designing Training Courses

  • Designing Ice Breaker and Closure Activities

  • Creating an ‘Ideal’ Setting

  • Designing the Course Evaluation Questionnaire

  • Equipping the Training Room ‘Within the Budget’

  • Learning Organisation: An Introduction

  • Training and Development Policy

  • Training Needs Analysis

  • Individual Training Needs Analysis

  • Group Training Needs Analysis

  • Corporate Training Needs Analysis

  • Determining the Appropriateness of Training

  • Aligning the Training Department within Existing Organisational Structure

  • Aligning Training Strategy with Subsystem and Organisational Strategy

  • Effective Training Commissioning

  • Managing the Training Environment

  • Managing the Learning Environment

  • Organisational Training and Training Organisation

  • Contemporary Issues in Training Development

  • Training Interventions

  • Formal Training Intervention

  • Informal Training Intervention

  • Tacit Learning

  • Aptitude Treatment Intervention (ATI)

  • The Role of the Internal Trainer

  • Training and Organisational Policy and Strategy


Course #004: Motivating Workers: Intrinsic and Extrinsic Rewards



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness

  • Distinguish between the different sets of motivation theories, notably content, process and reinforcement

  • Demonstrate their ability to translate motivation theory into practice

  • Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations

  • Demonstrate their ability to formulate a comprehensive motivation strategy

  • Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps

  • Formulate a workable motivation strategy

  • Follow the common trends in the popular motivation theories.

  • Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.

  • Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.

  • Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.

  • Illustrate how the contingency approach to motivation might be applied to different situations.

  • Indicate the part that training and development play in worker motivation.

  • Manage the process of motivation, taking account of socio cultural and economic differences.

  • Manage the motivation process, taking account of the differences in preferences and expectation of workers.

  • Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’.

  • Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspective to motivation.


Course Contents, Concepts and Issues

Motivating Workers: Intrinsic and Extrinsic Rewards

  • Directing or Leading

  • The Concept of Motivation

  • Theories of Motivation

  • Content Theories and Some of Their Contributors

  • Maslow’s Hierarchy of Needs

  • Analysis of Maslow’s Claims

  • McClelland's Studies

  • Taylor: Money & Motivation

  • Motivator-Hygiene Factor: Hertzberg’s Contribution

  • Process Theories

  • Equity Theory

  • Goal-Setting Theory

  • Expectancy Theory

  • Equitable Reward Systems

  • Reinforcement Theories

  • Reinforcement Theory

  • Motivation & Contingency Theory

  • Designing an Effective Motivation Strategy

  • The Collectivist vs. the Individualist Perspective of Motivation

  • Common Trends in Motivation Theories

  • Intrinsic and Extrinsic Values of Motivation

  • Motivation and Worker Behaviour

  • The Extent to Which Salary or Wages Inducement Motivate Workers

  • Performance Related Pay (PRP)

  • Productivity Bonuses

  • Efficiency Gains

  • Profit Share

  • The Contingency Approach to Motivation

  • Social Differentiation in Motivation

  • Culture Differentiation in Motivation

  • Wealth as a Factor in Motivation

  • Class as an Issue in Motivation

  • Individual Expectation and Motivation

  • Individual Preferences as a Motivating Factor


Course #005: Employee Resourcing: Recruitment and Selection



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Exhibit an understanding of the desirability of a limited turnover of staff.

  • Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation

  • Have designed ways of stabilizing staff turnover/high turnover

  • Be aware of how personnel demand forecast (PDF) is conducted

  • Demonstrate their ability to conduct a human resource audit

  • Be aware of the non-conventional selection methods

  • Be able to conduct periodic and exit interviews

  • Demonstrate their ability to conduct job analysis

  • Be able to design job description and personnel specification for particular roles

  • Be able to weight a candidate assessment form, on the basis of job description and personnel specification

  • Be able to use candidate assessment form in short listing and

  • Interviews

  • Be able to conduct individual and panel interviews

  • Be capable of arriving at objective decisions in personnel

  • Selection

  • Be able to analyse education, training and development programmes

  • Be able to design an effective induction package.

  • Demonstrate an understanding of the legal bases of Employee Resourcing

  • Relate specific recruitment, selection, retention and exit issues to UK and European legislation

  • Cite Specific legislation and related cases relevant particular job design issues

  • Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees.

  • Demonstrate their ability to lead a recruitment and Selection team.

  • Be able to manage recruitment and selection within a ‘resourcing context’.


Course Contents, Concepts and Issues

Employee Resourcing: Recruitment and Selection


  • Staff Turnover and Negative and Positive Impact On the Organisation

  • Levels of Individual Commitment of Potential and New Recruits

  • Moral Commitment -

  • Remunerative Commitment -

  • Calculative Commitment;

  • Recruitment and Selection as a Resourcing Activity

  • Training, Education, Development as Facilities for New Recruits

  • The Importance of Human Resource Forecasts

  • Methods of Forecasting Human Resource Needs of the Organisation

  • Strategic Operational Review’ (SOR) As Prerequisite For Human Resource Forecasting

  • The Legal Bases of Recruitment and Selection

  • Job Design

  • Types of Job Design

  • Mechanistic Job Design

  • Biological Job Design

  • Motivational Job Design

  • Perceptual Job Design

  • Importance of Human Resource Audit

  • Conducting Human Resource Audit

  • Periodic and Exit Interviews

  • Systematic Recruitment and Selection Process

  • Conducting Job Analysis

  • Designing Job Description

  • Designing Personnel Specification

  • Market Targeting

  • Designing and Placing Advertisement

  • Weighting and Using Candidate Assessment Form (CAF)

  • Non-Conventional Personnel Selection

  • The Value of Staff Induction

  • Organising an Induction Programme

  • Running an Induction Programme

  • Short Listing Candidates

  • Conducting Selection Interviews

  • The Value of and Problems of E-Recruitment

  • The Different Types and Levels of E-Recruitment

  • Conducting Periodic Interviews

  • Conducting Exit Interviews


Course Contents, Concepts and Issues

Course #011: Financial Risk Management

Risk: A Working Hypothesis


  • Defining Risk – Generally

  • Financial Risk: A Plausible Definition

  • Financial Risk in an Organisational Setting

  • Financial Risk and ‘Market Dynamics’

  • Liquidity Risk

  • Operating Risk

  • Fraud Risk

  • Settlement Risk

  • Corporate Strategy and Risk Management

  • The Currency Derivatives Market


Financial Risk and Unpredictability: Uncontrollable Environmental Issues


  • Asset Behaviour and Pricing Implications

  • Credit and Counterparty Risk

  • The Legal and Political Risk Environments

  • Risk as an Economic Factor

  • Technological Risk Factor

  • Risk associated with Socio-Cultural Change


Financial Risk Settings: A Meta-Analytical Exploration


  • Risk in Financial Institutions

  • Banking Risk

  • Risk and the Currency Market

  • Risk and the Equity Market

  • Futures Market Risk


Financial Exposure as Risk


  • Economic Exposure

  • Transaction Exposure

  • Translation Exposure

  • Calculating Risk in Financial Exposure


Risk Management: A Conceptual and Statistical Meta-Analysis


  • Conducting a Risk Assessment

  • Managing Risk with Forward Contracts

  • Financial Methods of Measuring Risk

  • Quantifying Financial Risks

  • Some Qualitative Approaches to Financial Risk Assessment

  • Managing the Interest Rate Derivatives Market

  • Managing Equity Risk

  • Identifying and Measuring Currency Risk

  • Managing Financial Exposure Risk

  • Managing Currency Risk

  • Sensitivity Analysis as Risk Management

  • Managing Risk with Swaps:

  • Statistical Analysis as a Risk Management Instrument

  • Interpreting Statistical Data

  • Mean and Statistical Mean

  • Probability and Normal Distribution

  • Calculating Statistics from Actual Data

  • Understanding Statistical Significance

  • Making Sense of Chi-Squared Distribution

  • Using PESTEL as a Tool towards Risk Management


Course #025: Modern Quality Systems



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Demonstrate their appreciation for consumer and client demand for quality

  • Demonstrate their awareness of consumers’ increasing quality consciousness

  • Exhibit an understanding of the role of Quality Systems in:

  • Creating a positive organisational image

  • Lowering operational costs

  • Reducing or averting product or service liability litigation

  • Demonstrate their understanding of ‘Modern Control Systems’

  • Determine the place of mutual adjustment, as a co-ordinating mechanism within specific organisational settings – determined by their sizes and stages of development, and work process

  • Determine how management information systems support organisational control

  • Determine the cybernetic value of computerised information system in general organisational functioning and specifically management control system

  • Evaluate the impact of a haphazard management accounting system on the overall organisational control mechanism

  • Explain the import conversion export process

  • Apply the concept of equifinality in organisational control

  • Indicate when managerial control should be relaxed, to facilitate organisational development, quality improvement and continuous professional development

  • Establish quality objectives

  • State quality objectives as precisely as possible

  • Set quality objectives in relation to other organisational objectives

  • Relate objectives to specific actions, whenever necessary

  • Pinpoint expected results

  • Specify when goals are expected to be achieved

  • Distinguish between strategic, tactical and operational quality objectives

  • Establish a ‘quality-throughput accounting balance’

  • Demonstrate how a continuous improvement strategy might be designed and implemented

  • Illustrate how just-in-time system works in practice

  • Establish the difference in ‘push’ and ‘pull’ between Just-In-Time (JIT) System and Material Requirement Planning (MRP)

  • Demonstrate their understanding of the fundamental differences between JIT and MRP

  • Demonstrate the quality benefits of JIT vs. MRP

  • Indicate the quality issues involved in JIT and MRP

  • Exhibit Their understanding of the Sourcing strategies, which are necessarily employed in JIT and MRP

  • Demonstrate their ability to circumvent problems posed by Single Sourcing

  • Exhibit their understanding of the fundamental tenets of Total Quality Management (TQM)

  • Demonstrate their ability to contextualise the following:

  • What is the International Organisation for Standardization (ISO)

  • What 'international standardization' means

  • How ISO standards benefit society

  • The hallmarks of the ISO brand

  • ISO and world trade

  • ISO and developing countries

  • How to recognize an ISO standard

  • The big, wide world of ISO standards

  • What makes ISO 9000 and ISO 14000 so special

  • What makes conformity assessment so important

  • ISO9000 as a quality framework

  • The ISO9000 Family

  • ISO 1400: An Introduction

  • Demonstrate their understanding of the role of the British Standard Institution (BSI) as an International Quality Assessment Body

  • Exhibit their ability to plan, establishing & monitor Quality Systems

  • Exhibit an understanding of the fundamental principles of Total Quality Management (TQM)

  • Demonstrate their ability to Implement and Monitoring TQM

  • Demonstrate an understanding of the operational constraints of popular quality systems

  • Illustrate the perceptual value of quality assurance

  • Exhibit their ability to establish quality assurance from quality objectives

  • Demonstrate their ability to Quality Benchmarking

  • Evaluate the standards proposed by internationally acclaimed quality protagonists, such as:

  • Philip B. Crosby,

  • W. Edwards Deming,

  • Joseph M. Juran,

  • Shigeo Shingo, and

  • Armand V. Eeigenbaum

  • Use quality as a basis for conducting an internal and external environmental analysis

  • Demonstrate their ability to use quality as the basis for conducting a strategic operational review

  • Exhibit their ability to initiate and institutionalise incremental quality improvement

  • Demonstrate their ability to Identify areas for quality improvement

  • Exhibit an understanding of the role of communication for quality improvement

  • Demonstrate their understanding of the role of Research and Development for Quality Improvement


Course Contents, Concepts and Issues

Modern Quality Systems


  • Quality: A Definition

  • Clients’ Quality Consciousness

  • The Law and Development of Quality Assurance

  • Using Quality As A Tool To:

  • Create a Positive Organisational Image

  • Lower Operational Costs

  • Reduce or Avert Product or Service Liability Litigation

  • Modern Control Systems

  • Management Information System

  • Computerised Information Systems

  • Information Speed

  • Information Retrieval

  • Management Accounting System

  • The Import- Conversion–Export Process

  • The Import Process

  • The Conversion Process

  • The Export Process

  • Operational Control System

  • Service Operation

  • Process Scheduling

  • Loading

  • Sequencing

  • Detailed Scheduling

  • Inventory Control

  • Cost Control

  • Quality Control

  • Controlling Utilisation of Organisational Resources

  • Co-Ordaining As a Control Mechanism

  • Mutual Adjustment

  • Direct Supervision

  • Standardisation of Work Process

  • Standardisation of Input-Skills, Knowledge And Attitudes

  • Standardisation of Output

  • Organisational Structure as a Control Function

  • Communication Dissemination

  • Decision Making Involvement

  • The ‘In’ Inventory

  • The ‘Out’ Inventory

  • The ‘JIT’ Inventory System

  • The Kanban System

  • Establishing Quality Objectives

  • Stating Precise Objective

  • Setting Quality Objectives in Relation to Other Organisational Objectives

  • Relating Objectives to Specific Actions

  • Pinpointing Expected Results

  • Specifying When Goals Are Expected To Be Achieved

  • Distinguishing Between Strategic, Tactical and Operational Quality Objectives

  • Establishing a ‘Quality-Throughput Accounting Balance’

  • Continuous Improvement Programme

  • Just-In-Time (JJIT) Compared With Material Requirements Planning (MRP)

  • JIT vs. MRP: Component and Material Sourcing Strategy

  • The Quality Benefits of JIT vs. MRP

  • The Quality Issues Involved In JIT and MRP

  • Kaizen or Continuous Improvement

  • Modern Quality Systems

  • The British Standard Institution (BSI) As An International Quality Assessment Body

  • The Fundamental Principles of Total Quality Management (TQM)

  • Implementing and Monitoring TQM

  • What is The International Organisation for Standardization (ISO)

  • What 'International Standardization' Means

  • How ISO Standards Benefit Society

  • The Hallmarks of the ISO Brand

  • ISO and World Trade

  • ISO and Developing Countries

  • How to Recognize an ISO Standard

  • The Big, Wide World of ISO Standards

  • What Makes ISO 9000 and ISO 14000 so Special

  • What Makes Conformity Assessment so Important

  • Iso9000 as A Quality Framework

  • The ISO 9000 Family

  • ISO 1400: An Introduction

  • Planning, Establishing & Monitoring Quality Systems

  • The Perceptual Value of Quality Assurance

  • Establishing Quality Assurance from Quality Objectives

  • Quality Benchmarking

  • Guidelines for Achieving Quality:

  • Philip B. Crosby,

  • W. Edwards Deming,

  • Joseph M. Juran,

  • Shigeo Shingo,

  • Armand V. Eeigenbaum

  • Quality and Internal and External Environmental Analysis

  • Quality and Strategic Operational Review

  • Incremental Quality Improvement

  • Identifying Areas for Quality Improvement

  • Communication for Quality Improvement

  • Researches and Development for Quality Improvement


Course #030: Executive Leadership and High Performance Team Management



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Distinguish between groups and mere aggregations

  • Suggest the difference in interpretation of groups and teams

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

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

  • Suggest how informal groups might be empowered to enhance organisational effectiveness

  • Distinguish between the concepts of ‘leader’ and ‘managerial leader’

  • Demonstrate their understanding of at least 2 approaches to leadership

  •  Demonstrate their understanding of the relationship between fielder’s situational model & McGregor’s Theory ‘X’ & Theory ‘Y’ leadership styles

  •  Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively

  • Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioural control over their subordinates, respectively

  •  Explain the relationship between the ‘goal-path model’ of leadership & the expectancy theory of motivation

  •  Suggest problems with equalities or traits approaches

  •  Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turn over level

  • Point to specific empirical research supporting the relationship between participative leadership behaviour and organisational effectiveness

  • Outline the fundamental principles on which the contingency theories of leadership are based

  • Discuss two contributors to the Contingency Theory of Leadership and the bases of their prognosis

  • Provide at least three alternative phrases for the concept of high performance teams

  • Illustrate the value of high performance teams in enhancing organisational development

  • Explain the motivation behind the excellence of high performance teams

  • Illustrate how their organisations can benefit from high performance teams

  • Demonstrate an understanding of the relationship between high performance teams and ‘Risky Shifts’ and the measures that might be implemented to avert the negative consequence that is likely to ensue

  • Illustrate how the issue of added-value might be instilled by high performance teams

  • Discuss the positive effect of high performance teams to the enhancement of ‘Organisational Learning’ and ‘Learning Organisation’

  • Demonstrate a positive perception of the value of a learning organisation to co-operate effectiveness

  • Design a strategy for the initiation development launching empowerment and support of high performance teams in their organisations

  • Use case examples to illustrate the need for culturing the appropriate leadership styles and strategies that are conducive to the sustainability of high performance teams in their organisations

  • List the different stages of operational control

  • Suggest the most appropriate operational stage that is supportive of the continuance of high productivity in high performance teams

  •  Determine the importance of training and development in the ‘culturing’ of high performance teams

  • Illustrate the importance of members’ understanding of team dynamics for effecting their team building and maintenance roles

  • Demonstrate an understanding of the importance of inter-personal skills in the continuing performance of autonomous work teams

  • Indicate the function of communication as a medium   of the transmission of values and role relationships in autonomous work teams

  • Suggest how effective conflict management might enhance the lifespan of high productivity teams

  • Demonstrate the ability to place equity in the context of organisational reward

  • Demonstrate and understanding of the place of equity in the functioning of high productivity teams

  • Illustrate the role of the internal and external Organisational Development Consultant (OD) in supporting the development maintenance and crisis management of high performance teams


Course Contents, Concepts and Issues

Executive Leadership and High Performance Team Management


  • Team Dynamics

  • Groups: A Definition

  • Distinguishing Groups from Aggregations

  • Group Solidarity

  • Group Cohesion;

  • Team or Group: A Distinction

  • Team Dynamics

  • Types of Teams

  • Command Teams;

  • Committees (Temporary & Standing);

  • Task Forces;

  • Boards

  • Team Formation

  • Forming;

  • Storming;

  • Norming or Initial Integration; 

  • Performing or Total Integration

  • Disbandment or Adjournment

  • Purpose of Teams in the Work-Place

  • Team Characteristics;

  • The Role Concept: An Introduction

  • How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team Development Dysfunctional Behaviour in Teams

  • Aggressiveness-

  • Blocking 

  • Interfering

  • Competing,

  • Seeking Sympathy

  • Withdrawal

  • Special Pleading

  • Inter-Team Conflict;

  • Sources of Inter-Team Conflict;

  • Consequences of Dysfunctional Conflict;

  • Team Decision-Making;

  • Social Identity Theory

  • Team Building and Maintenance Roles: Improving Team Effectiveness

  • Encouraging Members

  • Harmonising

  • Standard Setting

  • Gate-Keeping

  • Determining the Optimum Team Size

  • Providing Team Incentives

  • Encouraging Conflict

  • Averting Groupthink

  • Avoiding the Risky Shift Syndrome

  • ‘Resonation’ As an Issue in Team Development

  • Employing Transactional Analysis

  • Employing Effective Diversity Management

  • Discouraging Resonation

Executive High Performance Leadership


  • The Concepts of ‘Leader’ and ‘Managerial Leader’

  • The Leader and Authority

  • The Leader and Influence

  • The Manager and the Conferment of Power

  • The Application of Control and ‘Power Cohesion’

  • The ‘Managerial Leader’ and the Ability to Vary Strategy

  • Power as a Recourse of the Managerial Leader

  • Leadership and

  • Interpersonal Relationship

  • Approaches to Leadership

  • Qualities or Traits Approach to Leadership

  • Task and Person Orientation

  • Participative Leadership

  • Transactional Leadership

  • Transformational Leadership

  • Contingency or Situational Approaches To Leadership

  • Leaders vs. Non-Leaders In Relation To Confidence & Intelligence

  • Leadership and Extroversion

  • Problems with Traits Approach’

  • Social, Power & Achievement Needs and Their Relevance To Leadership

  • ‘Task and Leader- Qualities Match’

  • TTt Perceived Consequence of Task Orientation and Reduced Relationship Orientation for Managerial Effectiveness

  • The Consequence Of

  • Person or Consideration Oriented Leadership on Employee Satisfaction and Subsequent Staff Turnover

  • Contingent Factors and Leader Effectiveness or Ineffectiveness

  • Perceived Value of ‘Democratic Leader Behaviour’, Dispensing Participative Leadership

  • Perceived Value of ‘Autocratic Leader Behaviour’

  • Value of ‘Performance Monitoring’ To Individual Effectiveness

  • Result Orientation Leadership vs. Process Oriented Leadership

  • Transformational

  • Leadership and Charisma

  • Mission Progress Articulation

  • Leading Through Delegation

  • Subordinates’ Perception of Transformational Leadership vs. Transactional Leadership

  • Contingency Approaches to Leadership

  • And The Crucial Nature of an Organisation’s Environmental Variables

  • Contingency Approaches vs. Universalist Approaches to Leadership

    •  Contingency Approaches to Leadership and Their Relationship to Trait and Style Orientations

  • Employee Development or Maturity and Its Relevance to Superior-Subordinate Relationships

  • Superior-Subordinate Relationships as Leader Behaviour

  • Superior-Subordinate Relationships as Control and Influence
  • Superior-Subordinate Relationships as Power and Authority

  • Least Preferred Co-Worker (LPC) – Low and High

  •  Characteristics of LPC Managers and Their Relationship To McGregor’s Theory X and Theory Y

  • Characteristics of Low LPC Managers and Their Relationship to Autocratic Leader Behaviour

  • Characteristics of Low LPC Managers and Their Relationship with Theory X

  • Characteristics of Low LPC Managers and Their Relationship to Task Control

  • Characteristics of High LPC Managers and Their Relationship to McGregor’s Theory Y Leader

  • Characteristics of High LPC Managers and Their Relationship to Permissive Leader Behaviour

  • LPC Leaders and Their Relationship with Production Orientation

  • LPC Leaders and Their Perception of the Behaviour That They Need to Exhibit to Achieve Productivity Improvement.

  • LPC Leaders and the Concept of ‘Power Distance’

  • LPC Leaders and Their Emphasis on Meeting Targets 

  • LPC Leaders and the Level of Regard They Have for Superior-Subordinate Relationship

  • Relevance of Situational Variables on Leader Behaviour:

  • Leader-Member Relation

  • Task Structure

  • Position Power

  • Situational Variables and Expectancy Theory of Motivation



High-Performance Teams:


  • High Performance Teams: A Definition

  • Autonomous Work Teams

  • Autonomous Work Groups

  • Learning Groups

  • Self-Directed Work-Teams/Groups

  • Self-Managed Teams

  • The Potential Energy of High-Performance Teams

  • Organisational Benefits of High-Performance Teams

  • Instituting High-Performance Teams

  • Empowering High-Performance Teams

  • Inevitable Issues of Reward and Equity

  • Internal And External Organisational Development (OD) Consultant’s Role in the Formation, Development, Support and Maintenance of High Performance Teams


Course #032.1: Organisation Management: An Introduction



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Distinguish between formal & social organisations

  • Distinguish between business and non-business organisations

  • List at least three characteristics of a formal organisation

  • List the key features of a collegia

  • Distinguish between power and authority

  • Distinguish

  • Between social & business objectives

  • Distinguish between internal and external accountability

  • State at least three agencies to which an organisation is accountable

  • Demonstrate an awareness of the difference between managing in stable and turbulent times

  • Be aware of the different elements, which constitute the role of a manager

  • Demonstrate a general understanding of how these fundamental elements of management are performed

  • Demonstrate their ability to establish an effective co-ordinating mechanism

  • Have designed a ‘leadership strategy’, which has a high probability of greatly enhancing worker motivation and improving their morale - factors crucial to organisational success

  • Be able to influence their leadership style in such a way that they develop the flexibility to manage their organisations and subsystems effectively, in stable and turbulent times.

  • Be aware of some key issues in designing effective organisations

  • Be aware of the importance of organisational design and communication effectiveness.

  • Be able to establish objectives, designing the mechanism for their accomplishment

  • Apply effective time management to competitive situations

  • Be aware of the importance of delegation in human resource & organisational development

  • Be aware of the benefits of delegation to delegates

  • Be aware of the benefits of delegation to delegates

  • Have exhibited confidence in delegating

  • Be aware of the importance of communication in the process of delegation

  • Be able to determine the factors that delegates should ascertain before delegating tasks

  • Be better able to determine the support that delegates should give to their delegates during their performance of the specified tasks


Course Contents, Concepts and Issues

Organisation Management: An Introduction



Introduction to Formal Organisations


  • Definition; Objectives – Social and Business

  • Tasks

  • Division of Work/Labour

  • Delegation

  • Responsibility

  • Accountability

  • Authority

  • Power;

  • Roles

  • Informal Organisations

  • Case Study Analysis


The Functions of Management: An Introduction


  • The Functions of Management

  • The Management Process: Its Universality

  • Planning: The Basis for the Emanation of Subsequent Functions

  • The Different Types and Levels of Planning

  • Planning As Objective Establishment

  • Planning As a Procedural Issue

  • Organising Process, People and Subsystems

  • Fundamental Issues in Designing Organisations

  • Management Implications for Tall and Flat Structures

  • An Introduction to Basic Organisational Forms:

  • Simple Structure

  • Functional Structure

  • Divisional Structure

  • Matrix Structure

  • Organisational Design as a Function of Organisational Dynamics

  • Important Considerations in Organisational Design

  • Designing For Effective Product/Service Management

  • Designing For Communication Effectiveness

  • Designing For Effective Client/Customer Focus

  • Importance of Vertical and Horizontal Relationships

  • Directing or Leading

  • Directing or Leading? : A Question of Leadership Styles and Administrative Strategies

  • Directing or Leading? : Managerial Control vs. Worker Autonomy

  • The Relationship between Leadership and Worker Motivation

  • Co-Ordinating - Mintzberg’s Bases of Co-Ordination

  • Mutual Adjustment

  • Direct Supervision

  • Output

  • Standardisation of Input

  • Standardisation of Work Process

  • Managing Organisations in a Stable Environment

  • Managing Organisations in an Unstable Environment

  • Increased Leisure Time

  • Enhanced Job Satisfaction

  • Reduced Stress

  • More Opportunity to Switch Off After Hours

  • More Room for Forward Planning & Long-Term Solutions

  • Higher Creativity

  • Time Management Tips for Managers

  • Reducing Time Spent On Meetings

  • Meeting Management

  • The Trading Game Scenario


Delegating For Organisational Effectiveness


  • What is Delegation?

  • Advantages of Delegation to Delegates

  • What Might Be Delegated?

  • Benefits of Delegation to Delegates

  • Prerequisites for Effective Delegation

  • Support Necessary during Task Performance

  • Importance of Communication in Delegation

  • Importance of Power and Authority in Delegation

  • Problems of Ineffective Delegation


Course #032.6: Managing Individual Performance



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Locate performance management in an appropriate context

  • Discuss the factors that are associated with poor performance

  • Exhibit their ability to take appropriate measures to improve individual and team performance

  • Establish and monitor targets

  • Determine the resources necessary to enhance individual and team performance

  • Determine the appropriate extrinsic reward that might contribute to improve performance

  • Develop a strategy manage poor performance

  • Demonstrate their ability to avert the halo and thorny effects in appraisal

  • Locate performance appraisal within performance management structure

  • Determine the objectives of performance appraisal

  • Illustrate the organisational individual and subsystems benefits of performance appraisal

  • Explain at least three appraisals systems

  • Evaluate the effective ness of individual appraisal systems

  • Conduct an appraisal interview

  • Implement a 360 degree appraisal programme

  • Customise, through a synthesis of existing systems, and an appropriate appraisal scheme that takes account of their unique cultural setting

  • Address some of the short coming s of traditional appraisal systems

  • Explain and evaluate the rationale for performance related pay

  • Define reward in an employee relation context

  • Suggest the importance of reward management in organisation

  • Explain the bases of reward management

  • Explain the reward model

  • Provide an appraisal of a specific remuneration system

  • Determine the factors that negatively or positively affect remuneration systems

  • Formulate and evaluate a recommended remuneration package

  • Understand and formulate pay or remuneration structures

  • Determine the criteria that are used to evaluate remuneration structure


Course Contents, Concepts and Objectives

Managing Individual Performance


Human Resource and Performance Management


  • Managing Poor Performance

  • Managing Absence

  • Dealing with Harassment

  • The Effective Management of Retirement, Redundancy, Dismissal and Voluntary Turnover

  • Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance

  • Working From Corporate Mission and Strategy,

  • Performance Targets 

  • Tactical Performance Targets

  • Operational Performance Targets

  • Linking Performance Management with Operational Processes and Systems

  • Initiate Appropriate Reward Systems

  • Individual Development Plans

  • Performance and Reward Cycle


Staff Performance Appraisal


  • Performance Appraisal: A Definition

  • Objectives of Performance Appraisal

  • Why Some Managers Are Afraid To Appraise

  • Performance and the Halo Effect

  • Performance Appraisal and the Thorny Effect

  • Organisational Benefits and Performance Appraisal

  • Individual Benefits of Performance Appraisal

  • Subsystem Benefits of Performance Appraisal

  • The Appraisal Cycle

  • Systematising Performance Appraisal

  • Some Problems with Performance Appraisal

  • Punitive Aspects of Performance Appraisal

  • Some Popular Appraisal Systems

  • Graphic Rating Scales

  • Ranking

  • Paired Comparison

  • Self Appraisal

  • Critical Incident

  • Management by Objectives (MBO)

  • 360 Degree Appraisal

  • The Appraisal Setting


Reward Management: Developing an Effective and Equitable Career Structure


  • Employee Reward: A Definition

  • Defining Reward Management

  • The Basis of Reward Management

  • Reward Management Strategies: Provide Support for Corporate Values

  • Reward Management Derived From Business Strategy and Goals

  • Reward Management and Its Links to Organisational Performance

  • Reward Management and the Driving Force for Individual Behaviour

  • Reward Management and Its Relationship to Leadership Styles

  • Reward Management and Competition

  • Reward Management   and the Attraction to High Calibre Personnel

  • Encouraging Positive and Effective Organisational Culture

  • Culture and Organisational Values

  • Level and Type of Motivation Customer or Clients, Product or Service,

  • Degree of Learning That Is Encouraged and General Identity

  • Remuneration Systems:

  • Factors Affecting Remuneration Systems:

  • Government’ Reduced or Increased Spending

  • Increased or Decreased Labour Force Availability

  • Increased Demand for Quality

  • Organization’s Expansion, Contraction or Diversification Plans

  • Increased Competition

  • Remuneration Packages, Including Salary and Welfare Benefits and Payments

  • Pay or Remuneration Structures

  • Pay Structures, Purpose, Criteria and Types

  • Performance Related Pay (PRP)


Course #037: Advanced Financial Accounting



By the conclusion of the specific learning & development activities, delegates will be able to:

  • Understand strategic planning and decision-making framework

  • Provide a strategic view of the business environment

  • Understand and explain the nature and role of financial statements and their interpretation

  • Understand accounting and finance terminology and use the necessary accounting and financial jargon to communicate effectively with the financial professionals

  • Review the financial performance and financial position of an organisation using the appropriate financial means including trend analysis, industry and index analyses, ratio and break-even analysis techniques

  • Develop operating and resource budgets

  • Develop profit and cash flow budgets using traditional and activity based methods

  • Assess the risk and uncertainty associated with alternative outcomes

  • Use budgetary control to compare actual against planned performance and to identify corrective actions

  • Evaluate investments in capital and long-term projects using PB, ARR, NPV and IRR appraisal methods

  • Identify the features of the alternative sources of business financing

  • Appreciate the important role of strategic accounting in business performance improvement.


Course Contents, Concepts and Issues

Advanced Financial Accounting


A Strategic View of the Business Environment

  • The Accounting Environment

  • The Uses and Purpose of Accounting

  • Users of Accounting and Financial Information

  • Various Groups of Stakeholders: Internal and External Users

  • Accounting Language and Terminology

  • Cash versus Profit, Accruals and Monetary Concepts

  • Profit and Profitability

  • Accounting Reports and Statements

  • Statement 1: The Balance Sheet – The Financial Position

  • The Structure of the Balance Sheet

  • What Does The Balance Sheet Tell Us About The Company?

  • Limitations of the Conventional Balance Sheet

  • Statement 2: The profit and loss account (income statement) – financial performance

  • What is Profit?

  • The Structure of the Profit And Loss Account

  • What Does The Profit And Loss Account Tell Us About The Company?

  • The Links between The Profit And Loss Account And Balance Sheet


The Financial Statements and Financial Analysis  

  • Statement 3: The Cash Flow Statement – Financial Flow

  • Cash vs. Profit

  • What is Included in the Cash Flow Statement?

  • Why is Cash Flow So Important?

  • The Structure of the Cash Flow Statement

  • The Links between Three Accounting Statements: The Cash Flow Statement, Profit And Loss Account and Balance Sheet

  • The Annual Report and Financial Analysis

  • The Key Elements of Published Reports and Accounts

  • Ratio Analysis: Profitability; Efficiency and Performance; Liquidity; Investment; Cash Flow; the DuPont System

  • Cash vs. Profit as a Measure of Performance, EBITDA

  • Predicting Business Failure – The Altman Z-Score

  • Sources of Financial Information

  • The Use of Non-Financial Information Together With Financial Information


Budgeting and Short-term Planning

  • Break-Even Analysis: Cost/Volume/Profit Analysis

  • Cost/Volume/Profit (CVP) Relationships

  • Break-Even Analysis

  • Single and Mixed Products

  • The Impact of Cost Structure Changes

  • Limitations of CVP Analysis

  • Budgeting

  • Purposes of Budgeting

  • The Budget Process, Including Activity Based Budgeting

  • Uncertainty and Risk – Worst and Best Outcomes

  • Motivation and the Behavioural Aspects Of Budgeting

  • Problems in Budgeting


Budgetary Control and Long-Term Planning DCF and Capital Investment Appraisal

  • Capital Investment Decisions

  • What Is An Investment?

  • Investment Appraisal Criteria and Investment Decisions

  • Time Value of Money

  • Free Cash Flows

  • Capital Rationing and Control of Capital Investment Projects

  • Risk and Uncertainty and Decision-Making – Sensitivity Analysis

  • Budgetary Control

  • Organisational and Accounting Control Systems

  • Standard Costing

  • Flexed Budgets and Variance Analysis

  • Types of Variances and the Reasons They Occur

  • Planning and Operational Variances


Financing the Business and Strategic Accounting

  • Internal and External Sources of Finance

  • Financing The Business

  • Sources of Finance

  • Gearing

  • Weighted Average Cost of Capital (WACC)

  • Cost of Debt and Equity Capital

  • Risk Analysis and CAPM

  • Strategic Accounting

  • Outline of Strategic Management Accounting

  • Competitor Information and Strategic Positioning

  • Competitive Advantage

  • Strategic Accounting Systems, and the Balanced Scorecard

  • New Role for Managers and Accountants


Course #053: Effective Time Management



By the conclusion of the specific learning & development activities, delegates will be able to:

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

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

  • Implement techniques for minimising disruptions.

  • Understand the underlying principles of “time” in an organisational wide context

  • Appreciate the importance of time management

  • Know the difference between being “busy” and “productive”

  • Identify time wasters and adopt strategies for eliminating them

  • Make use of the different time management tools to increase their work effectiveness and productivity.

  • Develop ways to maximise their personal effectiveness.

  • Understand the difference between important and urgent activities/works.

  • Learn how to diffuse the impact of others.

  • Adopt appropriate strategies for dealing with interruptions.

  • Learn how to handle interruptions constructively.

  • Learn how assert themselves politely and calmly.

  • Know how to refuse unreasonable requests in the proper manner.

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

  • Use effective delegation techniques at the workplace.

  • Decide which items can be delegated

  • Adopt effective delegation techniques.

  • Know how to properly delegate task.

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

  • Explain the pickle jar theory

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

  • Explain the concept of Eisenhower method.

  • Discuss POSEC Method in relation to time management.

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

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

  • Understand the concept of multitasking.

  • Suggest ways to manage multiple tasks.

  • Meet tight deadlines with time to spare.

  • Beat work related stress.

  • Gain a balance between professional goals and personal time.

  • Devise ways to avoiding time crunches.

  • Formulate strategies in handling unexpected job emergencies.

  • Enumerate the benefits of effective time management.

  • Specify the effects of poor time management.

  • Ascertain their respective goals/objectives.

  • Realise the importance of goals.

  • Develop useful techniques for setting and achieving goals.

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

  • Set realistic goals through SMART method.

  • Identify their professional goals and personal time.

  • Name the different planning tools.

  • Devise their personal planner.

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

  • Use practical techniques for organising work.

  • Handle e-mails, task and calendar systematically.

  • Manage information flow and retrieval process.

  • Deal with information overload.

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

  • Develop their personal “To-Do List.”

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

  • Learn how to utilize their gap times.

  • Manage projects in a systematic way.

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

  • Develop and maintain a good time management habit.

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

  • Learn the step-by-step process in making effective schedule.

  • Understand the underlying concept of the prioritisation grid.

  • Prioritise ‘urgent’ and ‘important’ activities.

  • Explain the time management matrix.

  • Develop their personal ABC123 prioritised planning.

  • Learn how to prioritise using decision matrices.

  • Learn how to maintain their responsibility.

  • Know how most managers apportioned their time.

  • Enumerate the different time management tips for managers.

  • Manage resources more efficiently.

  • Conduct an efficient workload analysis.

  • Learn how to manage their workloads more effectively.

  • Ascertain how to work with disorganised colleagues.

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

  • Use effective delegation techniques at the workplace.

  • Decide which items can be delegated

  • Adopt effective delegation techniques.

  • Know how to properly delegate task.

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

  • Realise the importance of agenda

  • Specify the steps for running productive and effective meeting

  • Distinguish groupthink from teamthink

  • Reduce time spent in meetings yet contribute more effectively

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

  • Ascertain the possible causes and effects of meeting mismanagement

  • Solve problems through the trading game scenario.


Course Contents, Concepts and Issues

Effective Time Management


Introduction to Time Management


  • 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 Overcommitment ( Learn to say, “No”)


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


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


Scheduling, Prioritising and Time Management Application


  • 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


Achieving Effective Time Management through Proper 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


Course #056: Training Needs Analysis: Determining Training Needs

  • Rationale For and Definition of Training Needs Analysis (TNA)

  • Organisational Training Needs Analysis

  • Subsystem Training Needs Analysis

  • Individual Training Needs Analysis

  • Approaches, Methods and Techniques of Training Needs Analysis

  • Approaches to and Methods of Training Needs Analysis

  • Approaches to Training Needs Analysis

  • Methods of Training Needs Analysis

  • Focus Groups

  • Action Learning

  • Learning by Doing;

  • Experiential Learning;

  • Reflecting On Practice;

  • Being Open;

  • Sharing Ideas;

  • Collaborating;

  • Synergy;

  • Learning to Learn;

  • Life-Long Learning; And

  • Learning In the Workplace

  • “Improved Strategic Thinking Ability;

  • Understanding Group Processes and Organisational Change;

  • Improved Understanding between Sections Of The Organisation;

  • Development of New Skills (E.G. Leadership, Problem-Solving, Communication, Questioning. Presentation and Process Facilitation Skills);

  • Ideas for Future Projects and Programs;

  • A Concrete Outcome of Benefit to the Organisation and Program Participants; and

  • High Proven Returns on Investment in the Action Learning Program”

  • Action Research

  • Process Management

  • Assessment Centres

  • TNA 2000

  • Techniques of TNA

  • Sources of Information for Training Needs Analysis (TNA)

  • Strategic Plans

  • Tactical Plans

  • Operational Plans

  • Strategic Operational Review

  • Human Resource Plan

  • Succession Plan

  • Human Resource Audit

  • Critical Incident Reports

  • Individual Performance Appraisal Reports

  • Personnel Deployment Charts

  • Business Plans

  • Strategic Plans

  • Job Evaluation or Job Tasks and Role Analysis

  • Client or Customer Feedback

  • Throughput Accounting

  • Throughput Accounting: An Introduction

  • Determining whether a Programme or event Increases Throughput

  • Effect of Reducing Investment (Inventory) (money that cannot be used) in Business and Non-Business Organisations

  • Reducing Operating Expense 

  • Efficiency Gains

  • Defining Efficiency Gains

  • Measuring Efficiency Gains

  • Improving Efficiency Gains

  • Substituting the concept of ‘Efficiency Gains’, in Throughput Accounting, for the Concept of Net Profit in Training Departments, as in:

  • Net profit (NP) = Throughput - Operating Expense = T-OE

  • Return on investment (ROI) = Net profit / Investment = NP/I

  • Productivity (P) = Throughput / Operating expense = T/OE

  • Investment turns (IT) = Throughput / Investment = T/I

  • Difference between Education, Training and Development

  • Training and ‘Opportunity Cost’

  • Calculating Rate of Return from Training Investment

  • Investors In People (IIP): The British Model


Course: #063: Training Expenditure or Investment: Training Needs Analysis, Costing and Budgeting For Accelerated Rate of Return#

  • Organisational Control

  • Organisational Control Systems

  • Operational Control

  • Loading –

  • Sequencing - 

  • Detailed Scheduling:

  • Other Control Mechanism Include:

  • Inventory Control

  • Cost Control

  • Quality Control

  • Budgeting As a Control Mechanism

  • Budgeting and the Controlling Of Organisational Resources

  • Traditional Methods of Resource Allocation

  • Modern Approaches to Resource Allocation - Based On Assessment of the Potential of Subsystem to Succeed, In Relation To Prevailing Environmental Situation

  • Responsibility Centres in the Form of:

  • Revenue Centres

  • Expense or Cost Centres\

  • Profit Centres

  • Investment Centres

  • Managing Organisational Resources

  • Relationship between Strategic Management and Resource Management

  • Conflict between Corporate and Operational Management in Relation To Resource Utilisation

  • The Functions of Management

  • Planning as a Function of Management

  • Strategic Plans

  • Tactical Plans

  • Operational Plans

  • Standing Plans

  • Co-Ordinating as a Function of Management: Training and Development Modification

  • Co-Ordinating through Mutual Adjustment

  • Co-Ordinating through Direct Supervision

  • Co-Ordinating through Standardisation of Work Process

  • Co-Ordinating through Standardisation of Input - Skills, Knowledge and Attitudes

  • Co-Ordinating through Standardisation of Output

  • Costing and Cost-Benefit Analysis

  • Activity-Based Costing

  • Policy Planning and Budgeting Systems (PPBS)

  • Zero Base Budgeting

  • Paradigm-Based Budgeting

  • Process-Based Budgeting

  • Priority-Based Budgeting

  • Performance-Based Budgeting

  • Activity-Based Budgeting

  • Efficiency Gains

  • Defining Efficiency Gains

  • Measuring Efficiency Gains

  • Improving Efficiency Gains

  • Substituting The Concept Of ‘Efficiency Gains’, In Throughput Accounting, For The Concept Of Net Profit In Training Departments, As In:

  • Net Profit (NP) = Throughput - Operating Expense = T-OE

  • Return on Investment (ROI) = Net Profit / Investment = NP/I

  • Productivity (P) = Throughput / Operating Expense = T/OE

  • Investment Turns (IT) = Throughput / Investment = T/I Difference between Education, Training and Development

  • Training and ‘Opportunity Cost’

  • Calculating Rate of Return from Training Investment

  • Investors in People (IIP): The British Model