HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Course Number 244 - Organisational (Organizational) Design, Development and Change: Conceptual, Contextual and Practical Explorations Course, Leading to Diploma – Postgraduate - in Organisational Design, Development and Change, Triple-Credit, 90 Credit-Hours, accumulating to a Postgraduate Certificate, with 90 additional Credit-Hours, and Postgraduate Diploma, with 270 additional Credit-Hours.

Course Contents include Social Organisations, Formal Organisations, Organisational Analysis, Internal Accountability, Upward Accountability, Downward Accountability, External Accountability, Accountability To Owners, Accountability To Clients, Accountability To Creditors, Accountability To Sector Or Industry, Accountability To The State,  Traditional Authority, Charismatic Authority, Legitimate Authority, Professional Authority, Organisational Power Sources, Control over information, information flow, Control over uncertainty, Unobtrusive Power, Bases of Delegation, Delegation and Professional Authority, Delegation and Superior-Subordinate Relationship, Organisational Design, Approaches to Organisational Design, Classical Organisational Design, Bases of Classical Organisational Design, Formal authority, Rules & regulations, Max Weber, Frederick Taylor, Henri Fayol, Neo-Classical Organisational Design, Neo-Classical Organisational Design, Douglas McGregor, Rensis Likert, Chris Argyris, Scientific Management, Mechanistic Approach to Organisational Design, Human Relations Movement, Humanistic Approach to Organisational Design, Contingency Approaches to Organisational Design, Structure-Environment Match, Organisational Structure for a Stable Environment, Organisational Structure for Changing Environment, Organisational Structure for Turbulent Environment, Organisational Structure and Internal and External Relationships, Levels of Control, Role Specificity, Mechanistic and Organismic Structures, Mechanistic Factory, Organisational Design Features, Vertical Relationships, Organisational Design, Horizontal Relationships, Lines of Authority, Simple Structure, Functional Structure, Divisional Structure, Internal Relationships, Bases of Divisionalisation, Product Divisional Structure, Service Divisional Structure, Geographic or Regional Divisional Structure, Matrix Structure, Divisional Matrix Structure, Functional Matrix Structure, Customised Matrices, Worker Autonomy, Organisation of the Matrix Structure, Designing Organisational Structures.

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Course Number 244 - Organisational Design, Development and Change: Conceptual, Contextual and Practical Explorations Seminar or Course, Leading to – Diploma – Postgraduate – in Organisational Design, Development and Change (Triple Credit).

For Whom This Course is Designed

This Course is Designed For:

       Change Agents;

       Consultants;

       Corporate Managers,

       Department Heads;

       Executive and Management Development Directors;

       External Change Agents;

       External Consultants;

       External Organisational Improvement Agents;

       Human Resource Professionals;

       Internal Change Agents;

       Internal Consultants;

       Internal Corporate Consultant;

       Internal Organisational Improvement Agents;

       Junior Managers;

       Junior Managers;.

       Line Managers and Design Teams;

       Managers;

       Middle Managers;

       Middle Managers;

       Organisational Change Agents;

       Organisational Development (OD) Professionals and Practitioners;

       Organisational Development Specialists;

       Performance Consultants;

       Senior Managers;

       Senior Managers;

       Supervisor;

       Those desirous of improving organisational processes effectively;

       Those desirous of managing the change process effectively;

       Training and Development Specialists;

       Anyone who wants to build expertise in organizational design, development and the management of change.

 Duration: 15 Days

 

Cost: £15,000.00 Per Delegate                       

 

The course cost does not include living accommodation. However, delegates are treated with the following:

        Free Continuous snacks throughout the Event Days;  

        Free Hot Lunch on Event Days;                           

        Free City Tour;             

        Free Stationery;                               

        Free On-site Internet Access;

       HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

       Certificate of Attendance and Participation – if unsuccessful on resit.

HRODC Postgraduate Training Institute’s Complimentary Products include:

       HRODC Postgraduate Training Institute’s Leather Conference Folder;

       HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

       HRODC Postgraduate Training Institute’s Key Ring/ Chain;

       HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

       HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

       HRODC Postgraduate Training Institute’s Metal Pen;

       HRODC Postgraduate Training Institute’s Polo Shirt.

Location:  Central London and International Locations 

Course Number 244 - Organisational Design, Development and Change: Conceptual, Contextual and Practical Explorations Seminar or Course, Leading to – Diploma – Postgraduate – in Organisational Design, Development and Change (Triple Credit)

Course Objectives

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

       Appropriately define organisational structure;

       Assess the importance of effective communication in successful Organisational Development and Change;

       Determine the different stages of process consultation;

       Strike a balance between macro organisational development and micro organisational development;

       Demonstrate their awareness of the relationship between organisational structure and leadership styles, on the one hand, and organisational flexibility, on the other;

       Chart the value of influence and  rational empirical change strategies in ensuring worker comment to the change process;

       Demonstrate an awareness of the fundamental issues associated with Organisational design and their implications for effective organisational functioning;

       Demonstrate an understanding of organisational climate and how it can be gauged;

       Demonstrate an understanding of organisational development as a process;

       Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties;

       Demonstrate the need for a proactive stance in relation to Organisational change;

       Demonstrate their ability to conduct an Internal environmental analysis—SW;

       Demonstrate their ability to encourage the type of superior-subordinate relationship which will be conducive to organisational success;

       Demonstrate their ability to incorporate specified elements of the quality of working life in the management of their subsystems and sections;

       Demonstrate their awareness of change management and human resource implications;

       Demonstrate their awareness of the inevitability of organisational change;

       Design an organisation adhering to the principles of horizontal and vertical relationship;

       Design measures, which will ensure change institutionalisation;

       Determine organisational success factors;

       Determine the factors, which contribute to workers’ resistance to change;

       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;

       Determine the situations when a particular approach might be appropriate;

       Determine ways of reducing latency in organisational change process;

       Discuss the co-ordinating mechanism in a simple structure;

       Distinguish between change strategies and approaches to change;

       Distinguish between different organisational structures;

       Distinguish between organismic and mechanistic structures;

       Distinguish between the basic types of structure;

       Distinguish between the different types of matrix structures;

       Establish the symbiotic relationship between Organisational Development and Organisational Change;

       Exhibit a heightened awareness of the constituents of organisational development;

       Exhibit their ability to conduct an external environmental analysis—OT;

       Exhibit their ability to use aspects of quality of working life to motivate workers;

       Explain the approaches to organisational design;

       Have managed sensitivity training successfully;

       Identify an organisational structure from verbal description;

       Identify horizontal relationships in organisational design;

       Illustrate communication channels in an organisational chart;

       Illustrate lines of authority in an organisational chart;

       Illustrate the advantages and disadvantages of each strategy;

       Illustrate the advantages and drawbacks of group involvement in decisions related to change;

       Illustrate the effect of organisational structure on communication within an organisation;

       Illustrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors;

       Indicate the importance of vertical and horizontal relationships in organisational design;

       Manage latent and manifest resistance to change;

       Match the organisational design approach with the level of development of the organisation;

       Name the fundamental organisational structures and their variations;

       Provide examples of different bases of divisional structure;

       Provide the bases for structural contingencies;

       Recommend the most appropriate structure for an organisation, taking contingent factors into account;  

       Show the vertical relationships in an organisational chart;

       Suggest the approaches which might be adopted in designing an organisation;

       Suggest the degree to which leadership styles plays a part in affecting the success or failure of the change process;

       Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;

       Synthesize the relationship between Internal and external environmental analyses—SWOT;

       Translate the positive and negative factors of particular types of structure to the design of an organisation which will enhance the effectiveness of an enterprise.

Course Number 244 - Organisational Design, Development and Change: Conceptual, Contextual and Practical Explorations Seminar or Course, Leading to – Diploma – Postgraduate – in Organisational Design, Development and Change (Triple Credit), Accumulating to a Postgraduate Diploma.

Course Contents, Concepts and Issues

Module 1

Organisational Design

M1. Part 1: Contextualising Organisational Structure

       Defining Organisations.

       Social Organisations.

       Formal Organisations.

       Salient Elements of Organisational Analysis.

       Roles;  

       Responsibilities;

       Accountability:

       Internal Accountability;

       Upward Accountability;

       Downward Accountability.

       The Organisation’s External Accountability:

       Accountability To Owners/Sponsors;

       Accountability To Clients/Users/Customers;

       Accountability To Creditors;

       Accountability To Sector Or Industry;

       Accountability To The State.

       Authority:

       Traditional Authority;

       Charismatic Authority;

       Legitimate Authority;

       Professional Authority.

       Power;

       Organisational Power Sources:

       Authority;

       Control over resources;

       Control over information, access to and control over the information flow;

       Control over uncertainty;

       Unobtrusive Power.

       Delegation:

       Bases of Delegation;

       Delegation and Professional Authority;

       Delegation and Superior-Subordinate Relationship.

M1. Part 2: Organisational Design: Typologies and Principles

       An Introduction to Organisational Design;

       Approaches to Organisational Design;

       Classical Organisational Design;

       Bases of Classical Organisational Design:

       Formal authority;

       Rules & regulations;

       Precedent for the establishment of future policy.

       Protagonists of the Classical Approach to organisational Design:

       Max Weber;

       Frederick Taylor;

       Henri Fayol.

       Neo-Classical Organisational Design;

       Protagonists of Neo-Classical Organisational Design:

       Douglas McGregor;

       Rensis Likert;

       Chris Argyris.

       Scientific Management to Organisational Design: Mechanistic Approach to Organisational Design;

       Human Relations Movement: Humanistic Approach to Organisational Design;

       Contingency Approaches to Organisational Design: Structure-Environment Match:

       Organisational Structure for a Stable Environment;

       Organisational Structure for Changing Environment;

       Organisational Structure for Turbulent Environment;

       Organisational Structure and Internal and External Relationships;

       Levels of Control and Role Specificity;

       Mechanistic and Organismic Structures and Their Types of Relationships;

       A Case In Point: The Mechanistic Factory Setting.

M1. Part 3: Organisational Design Features

       Vertical Relationships in Organisational Design;

       Horizontal Relationships in Organisational Design;

       Lines of Authority and Accountability in Organisational Design;

       Types of Organisational Structure:

       The Simple Structure;

       The Functional Structure;

       The Divisional Structure and Its Internal Relationships.

       Bases of Divisionalisation:

       Product Divisional Structure;

       Service Divisional Structure;

       Geographic or Regional Divisional Structure.

       The Matrix Structure:

       Divisional Matrix Structure;

       Functional Matrix Structure.

       Customised Matrices;

       The Divisional Structure Compared with the Functional Structure on the Basis of:

       Communication;

       Co-Ordination;

       Worker Autonomy.

       The Organisation of the Matrix Structure;

       Identifying and Designing Organisational Structures.

M1. Part 4: Organisational Control, Communication and Decision-making in Matrix and Hierarchical Structures

       Control as an Operational Necessity;

       Control as a Co-ordinating Mechanism;

       Bases of Co-ordinating:

       Mutual Adjustment;

       Direct Supervision;

       Standardisation of Work Process;

       Standardisation of Output;

       Standardisation of Input.

       Structurally Derived Control System;

       Importance Of Communication In Organisation;

       Corporate And Subsystem Needs:

       Programmes;

       Decisions

       Problems;

       Emergencies And Contingencies;

       Individual, Subsystem and System Needs And Functions.

       Barriers To Communication:

       Language;

       Cultural Differences;

       Power Distance;

       Emotion.

M1. Part 5: Empirical Exploration of Organisational Control, Communication Pattern and Decision-making in Matrix and Hierarchical Structures

       Organisational Control: Control Mechanism in the Matrix and Hierarchical Structures;

       Control Features in the Matrix Structure;

       Control Mechanism in the Hierarchical Structures;

       Decision-Making and Communication Patterns in Functional Structures;

       Decision-Making and Communication Patterns in Divisional Structure;

       Decision-Making and Communication Patterns in Matrix Structures;

       The Interrelationship between Organisational Design and International Business;

       The Place of the Divisional Structure in International Operations;

       Communication In Organisation: The Problem Of Overload;

       Organisation-wide communication as a feature of relationships:  The ability of the organisations to cope with these demands;

       Written information in Matrix and Hierarchic Structures;

The use of meetings as a medium of communication and a system of management.

Module 2

Organisational Development

M2. Part 1: Organisational Development in Concept and Context (1)

       What is Organisational Development (OD)?;

       OD and Organisational Effectiveness:

       Differing Perspectives of Organisational Development;

       OD and Organisational Effectiveness;

       Concerns of Organisational Development;

       Organisational Climate;

       Organisational Culture;

       Organisational Norms;

       Organisational Values,

       Organisational Power Structure.

M2. Part 2: Organisational Development in Concept and Context (2)

       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.

M2. Part 3: Improving The Quality of Working Life (1)

       The Quality of Working Life (QWL);

       Aspects of quality of working life:

       Adequate and Fair Compensation;

       Work-Life Balance;

       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.

M2. Part 4: Improving The Quality of Working Life (2)

       Sensitivity Training;

       Approach to Organisational Development;

       Organisational Development Interventions;

       Process Consultation;

       Enhancing The Effectiveness of Programmes;

       Macro Organisational Development;

       Determination of Success;

       Communication Effectiveness and Its Role in Organisational Development.

Module 3

Organisational Change Management

M3. Part 1: Conceptualising Organisational Change

       Defining and Exploring Organisational Change Context;

       Perspectives of Organisational Change;

       Organisational Change as Organisational Development;

       Teams and Groups;

       Group: A Definition;

       Teams;

       Autonomous Team;

       Team Dynamics;

       Types of Groups;

       Command Teams;

       Committees;

       Task Force;

       Boards;

       Group/Team Formation:

       Stage 1: Forming;

       Stage 2: Storming;

       Stage 3: Norming;

       Stage 4: Performing;

       Stage 5: Disbandment.

       Dysfunctional Behaviour;

       Group Building and Maintenance Roles;

       Resonation;

M3. Part 2: A Contextual Analysis of Organisational Change

       Strategic Operational Review;

       Change and Its Inevitability;

       Anticipating the Need for Change;

       Resistance to Change - Latent and Manifest;

       Change Management and Human Resources Implications;

       Internal and External Environmental Analysis—SWOT;

       Internal Environmental Analysis—SW;

       External Environmental Analysis—OT;

       PESTEL Analysis:

       Political Context;

       Economic Context;

       Social Context;

       Technological Context;

       Environmental Context;

       Legal Context.

M3. Part 3: Change Planning and Implementation

       Pertinent Factors Associated with Change Implementation;

       Approaches to Change: Their Merits and Demerits;

       The Big Bang Approach;

       The Incremental Approach;

       Strategies For Effecting Change;

       Influence Change Strategies: When They Should Be Used or Avoided;

       Control Change Strategies: When They Should Be Used or Avoided;

       Communicating Organisational Change (organizational change);

       Communication Media: Mass or Personalised Communication?;

       Mode and Channels of Communication;

       Getting the Message Right;

       Timing of Communication;

       Who Should Communicate What, When?;

       Use of Groups in Change Process;

       Managing Latent and Manifest Resistance to Change;

       Effective, Overall, Change Leadership;

       Leading Change Implementation;

       Selecting the Appropriate Change Agent – Internal or External;

M3. Part 4: Speed and Acceleration: Cases, Cause and Effect

       Speed of Change;

       Change Acceleration: Averting Organisational (organizational) and Individual Casualties;

       Change Acceleration Case Studies:

       Hellshire University;

       Dixie University;

       Horatio Manufacturing Company.

       Change Tolerance and Individual Stress Levels;

       Managing the External Environment: Improving Perception and Instilling Confidence;

       Stakeholders, Generally;

       Shareholders and Funding Agents;

       Customers and Clients;

       Potential Customers and Clients;

       Change Institutionalisation: Returning to Normality.

Course Number 244 - Organisational Design, Development and Change: Conceptual, Contextual and Practical Explorations Seminar or Course, Leading to – Diploma – Postgraduate – in Organisational Design, Development and Change (Triple Credit), Accumulating to a Postgraduate Diploma.