Course Number 001 -
Dynamics of Organisational Change Management Course,
Leading to Diploma – Postgraduate – in Organisational
Change Management, 30 Credit-Hours, Accumulating to a
Postgraduate Certificate, with 150 additional
Credit-Hours, and a Postgraduate Diploma, with 330
additional Credit-Hours. Course contents include Change
Institutionalisation, Change Acceleration, Latent Resistance to
Change, Change Strategy, Communicating Change,
Organisational Development, OD and Organisational Effectiveness,
Differing Perspectives of Organisational Development, Organisational
Climate, Organisational Culture, Organisational Norms,
Organisational Values, Organisational Power Structure, Worker
Commitment, Structure of Roles in Organisation, Inter-Group
Collaboration, The Combination of the Authority Based in Roles with
the Authority Based in Knowledge and Skills, The Creation of an Open
System of Communication –Vertically, Horizontally, Diagonally;
Management Development, Micro Organisational Development, The
Quality of Working Life, Aspects of Quality of Working Life,
Adequate and Fair Compensation, Healthy and Safe Working Conditions,
Development and Growth of Human Capacities, Growth and Security,
Social Integration of People, Constitutionalism, Protection of Total
Life Space, Social Relevance of Work, Sensitivity Training, Approach
to Organisational Development, Organisational Development
Interventions, Process Consultation, Enhancing the Effectiveness of
Programmes, Macro Organisational Development, Organisation-wide
Development and Change, Determination of Organisational Development
Success.
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
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:
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Board of Directors;
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Consultants;
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Corporate Managers;
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Entrepreneurs;
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Executive Managers;
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External Change Agents;
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Human Resource Managers;
-
Individuals with a genuine interest in Issues associated with
Organisational Management.
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Internal Change Agents;
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Junior Managers;
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Management Graduates;
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Management Lecturers;
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Middle Managers;
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Organisational Development Practitioners;
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Senior Managers;
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Supervisors;
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All others, desirous of managing the change process effectively.
Duration:
5 Days
Cost:
£5,000.00 Per Delegate
Cost includes:
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Free Continuous snacks throughout the Event Days;
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Free Hot Lunch on Event Days;
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Free City Tour;
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Free Stationery;
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Free On-site Internet Access;
-
Diploma – Postgraduate – in Organisational Change Management;
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.
-
Daily Schedule: 9:30 to 4:30 pm
-
Location: Central London and International Location
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
Product
Differentiation
This change management course seeks to empower corporate and
operational managers, and change agents, in particular, to manage
the process effectively.
While we are aware of their general popularity, this is not just
another change management course. It is one with major differences,
to the pre-existing ones, the first of which is the fact that the
one on offer is ‘research-driven’. For example, the concept of
'change acceleration' is new, emerging from Prof. Dr. Crawford's
empirical research. The 'Dynamics of Organisational Change
Management' is the first course of its type in which 'change
acceleration' is discussed. There are several other emergent
concepts that are unique to this course, and for which Professor
Crawford owns the copyright.
Delegates of this change management course will, therefore, benefit
from the new knowledge and expertise that it guarantees, heightening
their value to their organisations, as they strive towards acquiring
and, or, maintaining their competitive advantage. They will benefit
immensely from the expertise of Prof. Dr. Crawford, as a senior
academic, consultant and trainer.
The delegate activities of the course are carefully designed to
ensure that the specified objectives are surpassed. They are based
on sound principles of learning and development, taking individual
variants into account. These incorporated activities also address
the levels of competence that delegates achieve, and will be
measured continuously, throughout the workshop, with a view to
enhancing their competence of change management, generally, but more
specifically boosting their ability to, expertly, implement the
process, while minimising latent resistance, towards its
institutionalisation, while reducing, but, ideally averting, 'human
casualties'.
Specific Course
Objectives
Specifically, by the conclusion of the specified learning and development activities,
delegates will:
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Appreciate the difference between individual stress tolerance
levels;
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Appreciate the importance of change institutionalisation;
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Assess the impact of information and communications technologies
(ICTs) on the change process;
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Assess the importance of effective communication in successful
Organisational Development and Change.
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Assess the likely effect of power distance on the effectiveness
of change communication, taking steps to create a favourable
situation within the internal and external environments;
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Chart the value of influence and rational empirical change
strategies in ensuring worker comment to the change process;
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Demonstrate an understanding of organisational climate and how
it can be gauged;
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Demonstrate an understanding of organisational development as a
process;
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Demonstrate leadership in the implementation of change, whilst
avoiding whilst avoiding human and organisational casualties;
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Demonstrate the need for a proactive stance in relation to
organisational change;
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Demonstrate their ability to conduct an internal environmental
analysis-SW;
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Demonstrate their ability to incorporate specified elements of
the quality of working life in the management of their
subsystems and sections;
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Demonstrate their awareness of change management and human
resource implications;
-
Demonstrate their awareness of the inevitability of
organisational change;
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Design measures, which will ensure change institutionalisation;
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Determine organisational success factors;
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Determine the different stages of process consultation;
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Determine the factors, which contribute to workers’ resistance
to change;
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Determine the key role that organisational change agent play in
driving the process forward;
-
Determine the most appropriate Organisational Change strategy
that should be employed in particular change and organisational
contexts;
-
Determine the most effective ways of communicating change
decisions to workers;
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Determine the most effective ways of communicating change
decisions to workers;
-
Determine the situations when a particular approach might be
appropriate;
-
Determine the situations, in specific relation to scale, level,
cost, urgency (both proactive and reactive), where a particular
approach might be appropriate;
-
Determine the type, level and stage of change that might be best
suited to the ‘employment’ of internal or external change
agents, respectively, maintaining an effective working
environment;
-
Determine ways of reducing latency in organisational change
process;
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Determine when change acceleration is necessary;
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Devise a strategy that will reduce the negative effects of
‘change acceleration’;
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Devise methods of reducing stress levels;
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Distinguish between change strategies and approaches to change;
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Distinguish between strategic and operational change;
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Distinguish between the speed of change and ‘change
acceleration’;
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Employ the correct change strategy that will create ‘winners’
even in a ‘most hopeless’ situation;
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Establish the symbiotic relationship between Organisational
Development and Organisational Change;
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Exhibit a heightened awareness of the constituents of
organisational development;
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Exhibit a heightened awareness of the constituents of
organisational development;
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Exhibit their ability to conduct an external environmental
analysis;
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Exhibit their ability to use aspects of quality of working life
to motivate workers;
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Exploit the benefits of Information and Communications
Technologies (ICTs) in the planning, communication and
implementation of change, being mindful of their drawbacks;
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Illustrate the advantages and disadvantages of each change
strategy;
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Illustrate the advantages and drawbacks of group involvement in
decisions related to change;
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Implement change, whilst avoiding human and organisational
casualties;
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Manage latent and manifest resistance to change;
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Manage Sensitivity Training successfully;
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Manage the relationship between the organisation and its
internal and external stakeholders during the different stages
of the change process;
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Match the mode, channel and method of communication with the
nature and stage of the change process;
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Strike a balance between macro organisational development and
micro organisational development;
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Suggest the degree to which leadership styles plays a part in
affecting the success or failure of the change process; and
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Suggest the efforts, which an organisation might employ to
reduce workers’ resistance to change;
-
Synthesize the relationship between internal and external
environmental analyses-SWOT;
-
Take steps to create a positive perception of the organisation,
among shareholders, funding agents, clients and customers,
during a strategic change process.
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
Course Contents, Concepts and Issues
Part 1 - Organisational Development: Salient Issues
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What is Organisational Development?
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OD and Organisational Effectiveness;
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Differing Perspectives of Organisational Development;
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Organisational Climate;
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Organisational Culture;
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Organisational Norms;
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Organisational Values;
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Organisational Power Structure;
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Worker Commitment;
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Structure of Roles in Organisation;
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Inter-Group Collaboration;
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The Combination of the Authority Based in Roles with the
Authority Based in Knowledge and Skills;
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The Creation of an Open System of Communication –Vertically,
Horizontally, Diagonally; Management Development.
Part 2 - Micro and Macro Organisational Development: Their
Respective Direct and Indirect Contribution to Organisational
Improvement and Eventual Effectiveness (1)
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Micro Organisational Development;
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The Quality of Working Life;
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Aspects of Quality of Working Life;
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Adequate and Fair Compensation;
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Healthy and Safe Working Conditions;
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Development and Growth of Human Capacities;
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Growth and Security;
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Social Integration of People;
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Constitutionalism.
Part 3 - Micro and Macro Organisational Development: Their
Respective Direct and Indirect Contribution to Organisational
Improvement and Eventual Effectiveness (2)
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Protection of Total Life Space;
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Social Relevance of Work;
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Sensitivity Training;
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Approach to Organisational Development;
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Organisational Development Interventions;
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Process Consultation;
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Enhancing the Effectiveness of Programmes;
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Macro Organisational Development: Organisation-wide Development
and Change
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Determination of organisational Development Success.
Part 4 - Contextualising the Organisational Change Management
Process (1)
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Influence Change Strategies: When They Should be Used or
Avoided;
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Control Change Strategies: When They Should Be Used or Avoided;
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Communicating Organisational Change;
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Communication Media: Mass or Personalised Communication?
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Mode and Channels of Communication;
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Getting the Message Right;
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Timing of Communication;
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Who Should Communicate What, When?
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Use of Groups in Change Process;
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Managing Latent and Manifest Resistance to Change;
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Effective, Overall Change Leadership.
Part 5 - Contextualising the Organisational Change Management
Process (2)
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Leading Change Implementation;
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Selecting the Appropriate Change Agent;
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Internal or External;
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Speed of Change;
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Change Acceleration: Averting Organisational and Individual
Casualties;
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Confidence;
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Change Tolerance and Individual Stress Levels;
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Managing The External Environment: Improving Perception and
Instilling;
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Stakeholders, Generally;
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Shareholders and Funding Agents;
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Customers and Clients;
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Potential Customers and Clients;
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Change Institutionalisation: Returning to Normality.
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
-
Dynamics Of Organisational Change Management Seminar (public course), Leading to Diploma - Postgraduate -
in Organisational Change Management
-
Client Or Customer Care Seminar, Leading to Diploma - Postgraduate - in
Client Or Customer Care
-
Trainer Training: Training for Trainers Seminar (public course), Leading to Diploma - Postgraduate - in
Trainer Training: Training for Trainers
-
Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to Diploma - Postgraduate - in Worker Motivation
-
Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to Diploma - Postgraduate - in Employee Resourcing: Recruitment and Selection
-
Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to Diploma - Postgraduate - in Diversity Management
-
Research Project: Design, Conduct & Report Seminar (public course), Leading to Diploma - Postgraduate - in Research Project Management
(Double-Credit)
-
Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy
Internal Audit, Incorporating
Corporate Governance and Financial Risk Management, Course,
Leading to Diploma Postgraduate - in Internal Audit, 36
Credit-Hours, Accumulating to A
Postgraduate Certificate, with 144 additional Credit-Hours, and
a Postgraduate Diploma, with 324 additional Credit-Hours
-
Human Resource Management (HRM): A Practitioner’s Approach Seminar (public course), Leading to Postgraduate Diploma in Human Resource Management (HRM)
-
Financial Risk Management Seminar (public course), Leading to Diploma - Postgraduate - in Financial Risk Management
-
Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to 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 Diploma - Postgraduate - in UK Legal System: Court Organisation and Management
-
Advanced Project Management Seminar (public course), Leading to Diploma - Postgraduate - in Advanced Project Management
-
Productivity Improvement Seminar (public course), Leading to Diploma - Postgraduate - in Productivity Improvement
-
Comprehensive Real Estate Management Seminar (Public Course), Leading to Postgraduate Diploma in Comprehensive Real Estate Management
-
Real Estate Management: An Introduction Seminar, Leading to Diploma - Postgraduate - in Introduction to Real Estate Management
-
Property
Law: Conveyancing and Property Valuation Seminar, Leading to Diploma - Postgraduate - in
Property Law: Conveyancing and Property Valuation,
Quad-Credit, 120 Credit-Hours
-
UK Employment Law Seminar or Public Course, Leading to Diploma - Postgraduate - in UK Employment Law
-
UK Consumer Protection Law Seminar or Public Course, Leading to Diploma - Postgraduate - in UK Consumer Law
-
ISO 9000 Quality Systems Seminar or Public Course, Leading to Diploma - Postgraduate - in ISO 9000 Quality Systems
-
Modern Quality Systems Seminar or Public Course, Leading to Diploma - Postgraduate - in Modern Quality Systems
-
Modern Quality Systems and ISO 9000 Seminar or Public Course, Leading to Diploma - Postgraduate - in Modern Quality Systems and ISO 9000
-
Personnel and Occupational Testing Seminar or Public Course, Leading to Diploma - Postgraduate - in Personnel and Occupational Testing
-
Personnel and Occupational Test Questionnaire Design and Results Analysis Seminar or Public Course, Leading to Diploma - Postgraduate - in Personnel and Occupational Test Questionnaire Design and Results Analysis
-
Information, Risk, Security and Crisis Management Seminar or Public Course, Leading to Diploma - Postgraduate - in Information, Risk and Security Management
-
Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to Diploma - Postgraduate - in Executive Leadership and High Performance Team Management
-
Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations
-
Executive
Management -
Postgraduate Diploma in Executive Management Course, leading to Postgraduate Diploma in Executive Management
-
Organisation and Management: An Introduction Seminar or Course - Postgraduate
-
Managing Individuals and Groups In Organisations Seminar or Course - Postgraduate
-
Organisational Improvement: Revitalising Organisations, Through Organisational Development and Change Seminar or Course - Postgraduate
-
Enhancing Managerial Effectiveness Seminar or Course - Postgraduate
-
The Management of Human Resource Seminar or Course - Postgraduate
-
Managing Individual Performance Seminar or Course - Postgraduate
-
Talent Management Seminar or Course - Postgraduate
-
The Newcomer in an Organisation: A Strategic Approach Seminar or Course - Postgraduate
-
Managing Organisational Quality and Resources Seminar or Course - Postgraduate
-
Managing Internal and External Cultural Diversity Seminar or Course - Postgraduate
-
Enhancing Objective Accomplishments Through an Enthusiastic Workforce Seminar or Course - Postgraduate
-
Organisational Structure and Control Systems Seminar or Course - Postgraduate
-
Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to Diploma - Postgraduate - in Investment Projects in Industrial Sector
-
Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to Diploma - Postgraduate - in Industrial Investment Performance Evaluation
-
Strategic Management and Project Management Seminar or Public Course, Leading to 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 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 Diploma - Postgraduate - in Advanced Financial Accounting
-
Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to 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 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 Diploma - Postgraduate - in Strategic Management and Strategic Cost Management
-
Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to Diploma - Postgraduate - in Strategic Management Accounting
-
Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to Diploma - Postgraduate - in Advanced Budgeting
-
Communication, Information Gathering, Analysis and Report Writing
Postgraduate Course, Leading to Postgraduate Diploma in Communication and Information Management
-
Women In Management Seminar or Public Course, Leading to Postgraduate Diploma in Women in Management
-
Comprehensive Project Management Seminar or Public Course, Leading to Postgraduate Diploma in Comprehensive Project Management
-
Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1)
-
Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2)
-
Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3)
-
Leadership Styles Seminar or Course,
Leading to Diploma - Postgraduate - in Leadership Styles
-
Team Dynamics: Team Leadership Seminar or Course,
Leading to Diploma - Postgraduate - in Team Dynamics: Team Leadership
-
Modern Marketing in a Consumer-Lead Environment
Seminar or Course, Leading to Diploma - Postgraduate - in Marketing Management
-
The Management of Organisational Resources
Seminar or Course, Leading to Diploma - Postgraduate - in Resource Management
-
Effective Time Management Seminar or Course,
Leading to Diploma - Postgraduate - in Time Management
-
Delegating For Role and Organisational Effectiveness Seminar or Course,
Leading to Diploma - Postgraduate - in Organisational Delegation
-
The Dynamic Functions of Management Seminar or Course,
Leading to Diploma - Postgraduate - in Management Functions
-
Training Needs Analysis: Determining Training Needs Seminar or Course,
Leading to Diploma - Postgraduate - in Training Needs Analysis
-
Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy
-
Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to Diploma - Postgraduate - in Executive Planning, Costing and Budgeting
-
HR Training and Development Management
Seminar or course, Leading to Postgraduate Diploma in HR Training and Development Management
-
Business and Organisational Analysis Seminar or Course,
Leading to Diploma - Postgraduate - in Business and Organisational Analysis
-
Postgraduate Diploma in Financial Accounting and Management Accounting Seminar or Course
-
International Trade Promotion and Marketing Seminar Or Course, Leading to Diploma – Postgraduate - in International Trade Promotion and Marketing
-
Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return Seminar or Course, Leading To Diploma - Postgraduate – in Training Needs Analysis, Costing and Budgeting
-
Industrial Project Start-Up, Expansion and Management (1), Leading to Diploma – Postgraduate – in Industrial Project Start-Up, Expansion and Management (1)
-
Industrial Project Start-Up, Expansion and Management (2), Leading to Diploma – Postgraduate – in Industrial Project Start-Up, Expansion and Management (2)
-
Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension, Leading to Diploma – Postgraduate – in Anti-Dumping Practice: Investigation, Management and Review
-
Advanced Media Production and Presentation Course or Seminar, Leading to
Diploma - Postgraduate - in Advanced Media Production and Presentation,
-
Telephone Billing & Financial Accounting Course or Seminar, Leading to Diploma – Postgraduate – in Telephone Billing & Financial Accounting,
-
Decision-making in Organisations: Structural Design Myths and Realities Course or Seminar, Leading to Diploma – Postgraduate – in Organisational Decision-making,
-
.Human Resource Training and Development Management
– A 1 Year Intensive Course, incorporating Training Needs
Analysis,
Human Resource Demand (Manpower Demand) and Human Resource
Planning (Manpower Planning).
-
Executive Leadership and Corporate Communication Course or Seminar,
Leading to Diploma – Postgraduate – in
Leadership and Corporate Communication
-
Corporate Governance: Principles and Practice Course or Seminar,
Leading to Diploma – Postgraduate – in
Corporate Governance
-
Community Management Skills Course or Seminar,
Leading to Diploma – Postgraduate – in
Community Management Skills
-
Conflict and Role Conflict: Conflict Management In Organisations - Postgraduate Course or Seminar,
Leading to Diploma – Postgraduate – in
Conflict Management
-
Employee Resourcing and Worker Motivation - Postgraduate Course or Seminar,
Leading to Diploma – Postgraduate – in
Employee Resourcing and Worker Motivation
-
Communication Dynamics and Networking in Organisation Course, Leading to Diploma – Postgraduate – in Communication and Networking
-
Communication in Organisation (1) Course, Leading to Diploma – Postgraduate – in Communication in Organisation (1)
-
National and International Economic Competitiveness Towards Economic Growth and Sustainability Course
-
Organisational Development (OD) in Action: Improving Organisational Effectiveness
-
Mergers, Acquisitions and Joint Ventures (1)
-
Financial and Accounting Aspects of Mergers, Acquisitions and Joint Ventures For Managers, Entrepreneurs, Private Equities and Corporate Investors
-
Financial Risk Management (2):
-
Financial Risk Management: Financial Risk, Microeconomics and Macroeconomics and The ‘Credit Crunch’ Course
-
Escrow Account Management, Bank and Credit Account Management, Letters of Credit: Business Finance Management Course
-
Mergers, Acquisitions and Joint Ventures (2):
-
Mergers, Acquisitions and Joint Ventures: A Guide To Managers, Entrepreneurs, Private Equities and Corporate Investors
-
Corporate Governance and Strategic Management - incorporating Corporate Strategy - Full Time Course
-
Master of Business Administration (MBA) Full-Time
-
Public Relations in Principle and Practice Course
-
Bank Cost and Budgetary Control Course
-
Oil and Gas Operation for Oil and Gas Non-Technical Staff - Incorporating Oil and Gas Safety Course
-
Human Resource Management (HRM) in the Oil and Gas Industry Course
-
Click For Application Form
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
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