Programme Number 032 -
Executive Management Programme, Leading to Postgraduate Diploma
in Executive Management.
Please
note that each of the 12 Blocks of the Postgraduate Diploma
Programme might be studied separately, leading to a Diploma -
Postgraduate Award, Accumulating to a Specialist or Generalist
postgraduate Diploma. Click to Send Us and E-mail, in this regard.
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:
-
Business Angels;
-
Management Trainees;
-
Management Aspirants;
-
Senior Human Resource Management (HRM) Officers;
-
Human Resource Development (HRD) Practitioners;
-
Retention Officers;
-
Recruitment and Selection Officers;
-
Induction Managers;
-
Role Enhancement Officials;
-
External Organisational Development Consultants;
-
Internal Organisational Development Consultants;
-
Senior Project Managers;
-
Internal Change Managers;
-
External Change Managers;
-
Senior Resource Managers;
-
Chief
Executives;
-
Company Secretaries;
-
Departmental
Heads;
-
Divisional
Heads;
-
Executive
Directors;
-
General
Managers;
-
Managing
Directors;
-
Senior
Secretaries;
-
Vice
Presidents;
-
Board of Directors;
-
Chief Executive Officers (CEOs);
-
Chief Executives;
-
Chief Financial Officers (CFOs);
-
Chief Secretaries;
-
Company Secretaries;
-
Corporate Managers;
-
Divisional Heads;
-
Entrepreneurs;
-
Executive Directors;
-
Executive Vice Presidents;
-
Human Resource Managers;
-
Human Resource Directors;
-
Management Graduates;
-
Management Lecturers;
-
Managing Directors;
-
Middle Managers;
-
Non-Executive Directors;
-
Organisational Development Practitioners;
-
Organisational Resource Directors;
-
Senior Managers;
-
Senior Project Managers;
-
Senior Resource Managers;
-
Supervisors;
-
University Vice Chancellors;
-
Venture Capitalists;
-
Individuals with a genuine interest in Issues associated with
Organisational Structure and Control, and General Management,
towards Enhanced Organisational Effectiveness.
-
All others who
are desirous of enhancing their Proficiency in Executive Management.
Duration:
Intensive Full-Time {3 Months (5-6 Days or 30-36 Credit-Hours Per Week)}
Programme Cost:
Ø
£45,000.00
Per
Student
Individual Block Cost:
Ø
£5,000.00 - £6,000.00
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.
Programme Organisation:
-
The Programme
consists of 12 X 5-6 Day Blocks (Blocks 1-12);
-
Each
Block leads to a Diploma - Postgraduate Award, Accumulating to the
Postgraduate Diploma in Executive Management;
-
The Postgraduate Diploma in Executive Management might be studied as
Single Blocks or as a Complete Programme, lasting 12 weeks or 60
days. This is equivalent to 360 Direct Tutor Contact Hours and 240
Hours Supervised and Self-directed Study.
Location:
Central London and International Locations
Daily Schedule:
9:30 to 4:30 pm.
Location:
Central London and International Locations
Block 1
Organisation and Management: Pertinent Issues, Leading to Diploma –
Postgraduate – in Organisation and Management, and Executive Management
Block 1
Block 1 Objectives
By
the conclusion of the specified learning and development activities,
delegates will be able to:
-
Distinguish
between formal and 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;
-
Determine the
factors that delegates should ascertain before delegating tasks;
-
Determine the
support that delegates should give to their delegates during their
performance of the specified tasks.
Block 1 Contents, Concepts and Issues
B1
- Part 1: Crucial Elements of Organisational Analysis
B1
- Part 2: The Functions of Management: Salient Issues (1)
-
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.
B1
- Part 3: The Functions of Management: Salient Issues (2)
-
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;
B1
- Part 4: The Functions of Management: Salient Issues (3)
-
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 and Long-Term Solutions;
-
Higher
Creativity;
-
Time
Management Tips for Managers;
-
Reducing Time
Spent On Meetings;
-
Meeting
Management;
-
The Trading
Game Scenario.
B1
- Part 5: 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.
Block 2
Managing Individuals and Groups in Organisations, Leading to Diploma –
Postgraduate – in Managing Individuals and Groups in Organisations, and
Executive Management Block 2
Block 2 Objectives
By the conclusion of the specified learning and development activities,
delegates will:
-
Be aware that teams cannot perform effectively unless they
understand team dynamics;
-
Demonstrate their understanding of their role in the management of
teams in organisation;
-
Exhibit a good knowledge of the finer-points of
team-decision-making;
-
Demonstrate that their inter-personal skills are well developed;
-
Demonstrate their ability and willingness to contribute to the
enhancement of a team’s ‘problem-solving capability’;
-
Exhibit an understanding ‘role relationships’ in organisation;
-
Demonstrate an
understanding of the importance of understanding the perceptions of
their role set;
-
Be able to
identify the role segment5s of their role set
-
Distinguish
between conflict and role conflict;
-
Distinguish
between intrarole senders and intrarole senders;
-
Demonstrate an
enhanced understanding of interrole conflict and intrarole conflict;
-
Exhibit their
ability to hypothise the existence of latent conflict;
-
Determine the
positive effect of conflict in a given situation;
-
Demonstrate
their ability to manage conflict effectively;
-
Demonstrate
their ability to choose the most appropriate conflict resolution
method for particular situations.
-
Employ role
negotiation as a conflict management tool.
-
Locate
employee development in a strategic context;
-
Demonstrate
their ability to analyse training needs;
-
Be able to
evaluate the conventional and non-conventional methods of training
needs analysis;
-
Demonstrate
their ability to develop and manage a management succession chart;
-
Exhibit an
understanding of the use of focus groups in training needs analysis;
-
Distinguish
between demand-led and demand-led training needs;
-
Exhibit an
understanding of the value of action learning in determining
training needs.
-
Be able to
relate the way in which action research can be used in determining
training needs;
-
Demonstrate
their understanding of the relationship between individual; team and
organisational training needs; and
-
Have developed
a personnel deployment chart.
Block 2 Contents, Concepts and Issues
B2
- Part 1: Team Dynamics: Empowering High Performance Groups (1)
-
Groups: Definition;
-
Distinguishing
Groups from Aggregations;
-
Group
Solidarity;
-
Group
Cohesion;
-
Team or Group:
A Distinction;
-
Team Dynamics;
-
Types of
Teams;
-
Command Teams;
-
Committees
(Temporary and Standing);
-
Task Forces;
-
Boards;
-
Team
Formation:
-
Forming;
-
Storming;
-
Norming/Initial Integration;
-
Performing/Total Integration;
-
Disbandment or
Adjournment.
B2
- Part 2: Team Dynamics: Empowering High Performance Groups (2)
-
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;
and
-
Special
pleading.
-
Inter-Team
Conflict;
-
Sources of
Inter-Team Conflict;
-
Consequences
of Dysfunctional Conflict.
B2
- Part 3: Team Dynamics: Empowering High Performance Groups (3)
-
Team
Decision-Making;
-
Social
Identity Theory;
-
Team Building
and Maintenance Roles: Improving Team Effectiveness;
-
Encouraging
Members;
-
Harmonising;
-
Standard
Setting;
-
Gatekeeping;
-
Determining
the Optimum Team Size;
-
Providing Team
Incentives;
-
Encouraging
Conflict;
-
Averting
Groupthink;
-
Avoiding the
Risky Shift Syndrome;
-
Employing
Transactional Analysis;
-
Employing Effective Diversity Management and Discouraging
Resonation.
B2
- Part 4: Conflict Management in Organisation
-
Role: A
Contextual Definition;
-
Role Enactors;
-
Roles in
Organisational and Non-Organisational Settings;
-
The Role Set;
-
Role Segments;
-
Role
Expectations;
-
Role Sender;
-
Conflict and
Role Conflict;
-
Interpersonal
Conflict;
-
Interrole
Conflict;
-
Intrarole
Conflict;
-
Conflict
Management: An Introduction:
-
Latent
Conflict;
-
Manifest
Conflict;
-
Organisational
Value of Conflict;
-
Introducing
Conflict;
-
Exploiting
Conflict.
-
Conflict
Resolution Methods:
-
Mutual
Resolution;
-
Collegial
Intervention
-
Hierarchical
Intervention;
-
Debriefing in
Conflict situations.
-
Role
Negotiation: Beyond Worker-Manager Prerogative.
B2 - Part 5: Employee Development – Incorporating Training Needs
Analysis
-
Rationale For
and Definition of Training Needs Analysis;
-
Approaches,
Methods and Techniques of Training Need Analysis;
-
The Traditional Approach to Training Needs Analysis;
-
Job Behaviour
and Task Analysis;
-
Data Is
Gathered From Field Observations Using Structured Questionnaires and
Formal Interviews;
-
Multi-Skilling;
-
Knowledge Skills, And Attitudes Development;
-
Job, Task and Role Analysis;
-
A Strategic
Approach to Competency Assessment;
-
‘Supply-Led’ or
‘Pedagogical’
Approach to Training Needs Analysis;
-
Demand-Led’ Approach To Training Needs Analysis;
-
Behavioural
Expectation Scales;
B2
- Part 6: Employee Development – Incorporating Training Needs Analysis
-
Focus Groups;
-
Action
Learning;
-
Action
Research;
-
Process
Management;
-
Assessment
Centres;
-
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.
Block 3
Organisational Improvement: Revitalising Organisations through
Organisational Development and Change, Leading to Diploma – Postgraduate
– in Organisational Improvement: Development and Change, and Executive
Management Block 3
Block 3 Objectives
By
the conclusion of the specified learning and development activities,
delegates will be able to:
-
Demonstrate an
understanding of organisational development as a process;
-
-
-
-
-
-
-
-
-
Demonstrate
their awareness of the inevitability of organisational change.;
-
Demonstrate their ability to conduct an internal environmental
analysis-SW;
-
Exhibit their ability to conduct an external environmental
analysis-OT;
-
Synthesize the relationship between internal and external
environmental analyses-SWOT;
-
Demonstrate
the need for a proactive stance in relation to organisational
change;
-
Determine the
factors, which contribute to workers’ resistance to change;
-
Suggest the
efforts, which an organisation might employ to reduce workers’
resistance to change;
-
Demonstrate their awareness of the inevitability of organisational
change;
-
Demonstrate the need for a proactive stance to organisational
change;
-
Take steps to create a positive perception of the organisation,
among shareholders, funding agents, clients and customers, during a
strategic change process;
-
Manage the relationship between the organisation and its internal
and external stakeholders during the different stages of the change
process;
-
Determine the factors, which contribute to workers’ resistance to
change;
-
Suggest the efforts, which an organisation might employ to reduce
workers’ resistance to change;
-
Distinguish between change strategies and approaches to change;
-
Illustrate the advantages and disadvantages of each change strategy;
-
Employ the correct change strategy that will create ‘winners’ even
in a ‘most hopeless’ situation;
-
Determine the situations, in specific relation to scale, level,
cost, urgency (both proactive and reactive), where a particular
approach might be appropriate;
-
Determine the most effective ways of communicating change decisions
to workers;
-
Illustrate the advantages and drawbacks of group involvement in
decisions related to change;
-
Appreciate the importance of change institutionalisation;
-
Design measures, which will ensure change institutionalisation;
-
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;
-
Distinguish between strategic and operational change;
-
Assess the impact of information and communications technologies (ICTs)
on the change process;
-
Exploit the benefits of information and communications technologies
(ICTs) in the planning, communication and implementation of change,
being mindful of their drawbacks;
-
Match the mode, channel and method of communication with the nature
and stage of the change process;
-
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;
-
Appreciate the difference between individual stress tolerance
levels;
-
Devise methods of reducing stress levels;
-
Distinguish between the speed of change and ‘change acceleration’;
-
Determine when change acceleration is necessary;
-
Devise a strategy that will reduce the negative effects of ‘change
acceleration’;
-
Implement Change whilst avoiding human and organisational
casualties;
-
Demonstrate their awareness of change management and human resource
implications;
-
Distinguish
between change strategies and approaches to change;
-
Illustrate the
advantages and disadvantages of each strategy;
-
Manage latent
and manifest resistance to change;
-
Determine the
situations when a particular approach might be appropriate;
-
Determine the
most effective ways of communicating change decisions to workers;
-
Illustrate the
advantages and drawbacks of group involvement in decisions related
to change;
-
Design
measures, which will ensure change institutionalisation; and
-
Demonstrate leadership in the implementation of change, whilst
avoiding whilst avoiding Human and Organisational Casualties.
Block 3 Contents, Concepts and Issues
B3
- Part 1: Organisational Development (1)
-
What Is
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.
B3
- Part 2: Organisational Development (2)
-
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 (QWL);
-
Aspects of Quality of Working Life;
-
Adequate and Fair Compensation;
-
Healthy and Safe Working Conditions;
-
Development and Growth of Human Capacities;
-
Growth and Security.
B3
- Part 3: Organisational Development (1)
-
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;
-
Determination
of Success.
B3
- Part 4: Dynamics of Organisational Change Management
-
Influence
Change Strategy: When They Should Be Used or Avoided?;
-
Control Change
Strategies: When They Should Be Used or Avoided?;
-
Communicating
Organisational 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;
-
Speed of
Change;
-
Change
Acceleration;
-
Averting
Organisational and Individual Casualties.
B3
- Part 5: Dynamics of Organisational Change Management
-
Confidence;
-
Change
Tolerance and Individual Stress Levels;
-
Managing the
External Environment;
-
Improving
Perception and Instilling;
-
Stakeholders,
Generally;
-
Shareholders
and Funding Agents;
-
Customers and
Clients;
-
Potential
Customers and Clients;
-
Change
Institutionalisation;
-
Returning To
Normality.
Block 4
Enhancing Managerial Effectiveness, leading to Diploma – Postgraduate –
in Enhancing Managerial Effectiveness, and Executive Management Block 4
Block 4 Objectives
By
the conclusion of the specific learning & development activities,
delegates will be able to:
-
Appreciate the value of time in an organisational context;
-
Regard time as an important resource;
-
Apply the principle of throughput accounting to organisational;
-
Activities as a motivation towards effective time-management;
-
Devise an effective time management strategy;
-
Manage meetings more effectively as a time management device;
-
Apply
effective time management to competitive situations;
-
Demonstrate
their understanding of the intricacies that are involved in the
process of leadership;
-
Distinguish
between a leader and a managerial leader;
-
Relate the
theories of leadership to empirical research;
-
Demonstrate
their understanding of the need to constantly re-evaluate the
superior-subordinate that they encourage;
-
Exhibit an
understanding of the relationship between leader behaviour and
leadership styles;
-
Demonstrate
their understanding of the different aspects of the contingency
approaches to leadership;
-
Distinguish
between control and influence administrative strategies;
-
Demonstrate
their understanding of the positive and negative implications of a
manager’s choice of
administrative strategy for the management of his or her
organisation;
-
Demonstrate an
understanding of the relationship, which exists between
administrative strategy and
leadership style;
-
Assess the
leadership style of a superior or colleague;
-
Demonstrate an
understanding of the relationship between a manager’s leadership
style and the type of
structure, which he or she is likely to implement;
-
Demonstrate
their ability to carefully select administrative strategies so as to
promote leader and
organisational flexibility; and
-
Propose ways
of reducing cultural infringement in their choice of strategy.
Block 4 Contents, Concepts and Issues
B4
- Part 1: Time Management in Context (1)
-
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
Over-commitment (Learn to say, “No”).
B4
- Part 2: Time Management in Context (2)
-
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.
B4
- Part 3: Effective 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.
B4
- Part 4: Managerial Leadership and Leader Behaviour in Organisations
(1)
-
Leadership-:
General Definition;
-
The Difference
between a Leader and a Managerial Leader;
-
Transactional
Leader Behaviour;
-
Charismatic or
Transformational Leader;
-
Leadership and
Authority;
-
Management and
Power ;
-
Management and
Control;
-
Leadership and
Interpersonal Relationship;
-
Qualities or
Traits Approach To Leadership;
-
Task and
Person Orientation;
-
Contingency or
Situational Approaches to Leadership;
-
Leadership and
Extroversion.
B4
- Part 5: Managerial Leadership and Leader Behaviour in Organisations
(2)
-
Leadership and
Characteristics;
-
Leadership and
Social Needs;
-
Leadership and
Power Needs;
-
Leadership
Sand Achievement Needs;
-
Leader
Orientation;
-
Person
Orientation;
-
Employee
Cantered Leaders;
-
Participative
Leadership;
-
Democratic
Leadership;
-
Performance
Monitoring;
-
Leadership and
Environmental Variability;
-
Leadership-Superior Subordinate Relationship;
-
Leadership and
Team Development;
-
Leadership and
Flexibility;
-
Leadership and
Decision Making;
-
Leadership
Influence and Reward.
B4
- Part 6: Leadership Styles and Administrative Strategies: Improving
Management Performance (1)
-
The ‘Leader’ vs. the ‘Managerial Leader’;
-
Superior-Subordinate Relationships;
-
Leader Behaviour;
-
Administrative Strategy and the Concept of ‘Puissance’;
-
Control Administrative Strategy;
-
Influence Administrative Strategy;
-
Merits and Demerits of Control Strategy;
-
Advantages and Disadvantages of Influence Administrative Strategy.
B4
- Part 7: Leadership Styles and Administrative Strategies: Improving
Management Performance (2)
-
Characteristics of a ‘Theory X’ Leader;
-
Characteristics of a ‘Theory Y’ Leader;
-
Relationship between Leadership Style and Organisational Structure;
-
The Implications of Leadership Style for Organisational
Problem-Solving and Decision-Making;
-
Ascribing Leadership Styles;
-
Influencing Your Leadership Style;
-
Leadership Style vs. Leader and Organisational Flexibility;
-
The Concept of ‘Flexion’;
-
Flexion and Organisational Practices;
-
Flexion and Leadership Inflexibility;
-
Leadership Style and Cultural Infusion.
Block 5
The Management of Human Resource, Leading to Diploma – Postgraduate – in
The Management of Human Resource, and Executive Management Block 5
Block 5 Course Objectives
By the conclusion of the specified learning and development
activities, delegates will be able to:
-
Calculate the Return on Investment (ROI) in Education, Training
and Development;
-
Demonstrate a heightened knowledge of how training needs might
be devised from Strategic Plans;
-
Demonstrate an appreciation of important of welfare in the
development of personal management and human resource
management;
-
Demonstrate awareness of the importance of communication in the
process of Human Resource Management;
-
Demonstrate their ability to conduct a Human Resource Audit;
-
Demonstrate their ability to design an effective Employee
Resourcing Strategy;
-
Demonstrate their ability to determine the type of commitment
that motivate particular individuals to join an organisation;
-
Demonstrate their ability to lead a recruitment and Selection
Team;
-
Demonstrate their ability to manage recruitment and selection
within a ‘resourcing context’.
-
Demonstrate their understanding of distinction between Personnel
Management and Human Resource Management;
-
Demonstrate understanding of distinction between personal
management and human resource management;
-
Design a Job Description;
-
Design a Personnel Specification;
-
Design and Weight a Candidate Assessment Form (CAF);
-
Determine the factors influencing Human Resource Planning;
-
Determine the factors that Delegatees should ascertain before
delegating tasks;
-
Determine the links between corporate planning and human
resource planning;
-
Determine the organisation’s opportunity costs in providing
Education, Training and Development for its Employees;
-
Determine the resources necessary to enhance individual and team
performance;
-
Determine the support that Delegators should give to their
Delegatees, during their performance of the specified tasks.
-
Determine when there is a need to review an organization human
resource plans;
-
Discuss, with confidence, the factors that are associated with
poor performance;
-
Distinguish between Education, Training and Development;
-
Elucidate the concerns of managers in delegating;
-
Exhibit their ability to take appropriate measures to improve
Individual and Team Performance;
-
Explain the process and value of Human Resource Audit;
-
Explain the underlying concept of Investors in People (IIP);
-
Illustrate the difference between the hard approach to HRM and
Soft approach to HRM;
-
Illustrate, vividly, how the Political, Economic, Social,
Technological, Environmental and Legal (PESTEL) Factors impinge
on Employee Resourcing, incorporating Human Resource Planning;
-
Indicate the significant aspects in the Development of Personnel
Management and Human Resource Management;
-
Link Employee Resourcing with Business and Organisational
Development;
-
Locate Performance Management in an appropriate context;
-
Manage the strategic role:
-
Relate the part played by Rowntree in the development of
personal management and human resource management;
-
Suggest the importance of Human Resource Planning in
Organisation Management.
Block 5 - Course Contents, Concepts and Issues
B5 - Part 1:
From Personnel to Human Resource Management: A Strategic Development
-
A Distinction between Personnel Management and Human Resource
Management;
-
The advent of Welfare Management;
-
The role of Joseph Rowntree in Industrial Welfare Development;
-
The Development of Professional Personnel and Human Resource
Management;
-
Concerns of Personnel Management:
-
Recruitment and Selection;
-
Workers’ Welfare and Benefits;
-
Industrial Relations;
-
Staff Appraisal;
-
Training and Development.
-
The strategic significance of Human Resource Management;
-
Concerns of Human Resource Management:
-
Recruitment;
-
Selection;
-
Motivation;
-
Human Resource Planning;
-
Workforce Management Strategy;
-
Flexible Working Strategy
B5 - Part 2:
Human Resource Management As A Strategic Tool
-
The rationale for Human Resource Planning (HRP);
-
The link between HRP and Corporate Planning;
-
Human Resource Forecasting (HRF);
-
Designing, implementing and reviewing the effectiveness of HRP;
-
The role of Employee Resourcing in Corporate Strategies and Goals;
-
The role of internal and stakeholders in the Employee Resourcing
process;
-
Emergent and Contingency Approaches to Employee Resourcing;
-
The role of Employee Resourcing in Business and Subsystem Strategy;
-
The role of Employee Resourcing in the Development of Organisational
Strategy;
-
Organisational Strategy and Employee Resourcing Strategy
Compatibility.
B5
- Part 3: Strategising Employee Resourcing (1)
-
Logicalising Internal and External Selection Processes;
-
Internal
and External Selection Processes as an Organisational Development
Phenomena;
-
Rationalising Internal Selection as a Process;
-
Staff
Turnover and its Negative and Positive Impact on the Organisation;
-
Recruitment and Selection as a Resourcing Activity;
-
The
Importance of Human Resource Forecasts;
-
Methods
of Forecasting Human Resource Needs of the Organisation;
-
The Political, Economic, Social, Technological, Environmental and
Legal (PESTEL) Factors, in the External Uncontrollable Environment
and how they impinge on Employee Resourcing, incorporating Human
Resource Planning;
-
Strategic Operational Review’ (SOR) As Prerequisite for Human
Resource Forecasting.
B5
- Part 4: Strategising Employee Resourcing (2)
-
Importance of Human Resource Audit;
-
Conducting Human Resource Audit;
-
Personnel Deployment Chart (PDC);
-
Management Succession Chart (MSC);
-
Job
Analysis;
-
Job
Description;
-
Personnel Specification;
-
Market
Targeting;
-
Designing and Placing Advertisement;
-
Designing a Candidate Assessment Form (CAF);
-
Weighting and Using a Candidate Assessment Form (CAF);
-
Non-Conventional Personnel Selection;
-
Short
Listing Candidates;
-
Conducting Selection Interviews;
B5 - Part 5:
Motivation in Human Resource Management
-
Directing or Leading: Setting The Stage;
-
The
Conceptual Bases of Motivation;
-
Theoretical Bases of Motivation: An Overview;
-
Distinguishing Between Knowledge and Skills;
-
Competence and Performance: A Conceptual Exploration;
-
Is there
a Definitive Relationship between Competence and Motivation?
-
Content
Theories and Some of Their Contributors:
-
Maslow’s
Hierarchy of Needs;
-
Analysis
of Maslow’s Claims;
-
McClelland's Studies;
-
Taylor:
Money and Motivation;
-
Motivator-Hygiene Factor: Herzberg’s Contribution.
-
Process
Theories;
-
Equity
Theory;
-
Goal-Setting Theory;
-
Expectancy Theory;
-
Equitable Reward Systems;
-
Reinforcement Theories.
B5 - Part 6:
Contextualising Motivation in Human Resource Management
-
The
Extent to Which Salary or Wages Inducement Motivate Workers;
-
Performance Related Pay (PRP);
-
Productivity Bonuses;
-
Efficiency Gains;
-
Profit
Share;
-
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;
-
Designing an Effective Motivation Strategy.
B5 - Part 7:
Diversity Management and Its Importance in Human Resource Management
-
The Concepts of Equal Opportunities and Diversity Management;
-
Equal
Opportunities in Employment and the British Legislation;
-
Exploring Workforce Diversity;
-
Cultural Diversity, Generally;
-
Gender Diversity;
-
Racial Diversity;
-
Ethnic Diversity
-
Age Diversity;
-
Perceptual and Mental Diversity;
-
Physical Diversity;
-
Sexuality Diversity;
-
Sentience as a Basis for Racial, Ethnic and Gender Discrimination;
-
Racial, Ethnic and Gender Discrimination: The Social Identity
Perspective;
-
Gender
and Sex
Discrimination;
-
Age Discrimination
(Ageism
and Reverse Ageism);
-
Disability
Discrimination;
-
Racial
Discrimination;
-
Discrimination as Social Identity;
-
Understanding and Dealing with Sentience.
B5 - Part 8:
Diversity
Management or Mismanagement: Organisational Enhancement or Catastrophe?
-
Diversity Mismanagement
and Its
Consequence for Organisational Survival: Some Case Examples;
-
Beyond
Equal Opportunities: Towards Diversity Management;
-
Diversity
Management and Effective Human Resource Utilization;
-
Constitution
of
Committees and Task Forces;
-
Gate
Keeping:
Avoiding
‘Resonation’;
-
Utilizing
Marketing Intelligence;
-
Activities Necessary for an Effective Management of Organisational
Diversity: Managing Organisational Culture;
-
Ensuring
Human Resource Management System Is Bias Free;
-
Managing
Diversity through Recruitment, Training, Education & Development;
-
Managing
Diversity in Appraisal, Compensation and Benefits;
-
Promotion;
-
Creating
a Higher Career Involvement of Women: Eliminating Dual Career
Routes;
-
Managing
Diversity through the Prevention of Subtle Sexual Harassment;
-
Managing
Racial,
Ethnic and Gender Diversity through the Elimination of the
Opportunities for Discrimination That Are Created by the ‘Complaints
System’;
-
Reducing
Work-Family Conflict;
-
Promoting Heterogeneity in Race, Ethnicity, Nationality
-
Being
Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink;
-
Effective Diversity Management and Organisational Success;
-
Some
Effective Diversity Initiatives;
-
Mummy
Tracks;
-
Granny
Crèche;
-
Employment of Older People;
-
Example of Organizations with Diversity-Enhanced Environments.
Block 6
Managing Individual Performance, Leading to Diploma – Postgraduate – in
Managing Individual Performance, and Executive Management Block 6
Block 6 Objectives
By
the conclusion of the established learning 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;
-
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
effectiveness 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;
-
Demonstrate
their ability to avert the halo and thorny effects in appraisal;
-
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; and
-
Explain and
evaluate the rationale for performance related pay.
Block 6 Contents, Concepts and Issues
B6
- Part 1: Human Resource and Performance Management
-
Assessing the
Nature and Causes of Performance Problems:
-
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.
B6
- Part 2: Staff Performance Appraisal (1)
-
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.
B6
- Part 3: Staff Performance Appraisal (2)
B6
- Part 4: 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 Organizational 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;
B6
- Part 5: Reward Management: Developing an Effective and Equitable
Career
Structure
-
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).
Block 7
Talent Management, Leading to Diploma – Postgraduate – in Talent
Management, and Executive Management Block 7
Block 7 Objectives
By
the conclusion of the established learning activities, delegates will be
able to:
-
Demonstrate an
understanding of the bases of organisational talent management;
-
Determine the
role that might be identified as talent management positions;
-
Assume the
correct perimeters within which the psychological contract will be
applied;
-
Make
assumptions regarding the perceptions and expectations of the
(talent managed) incumbent;
-
Determine when
head hunting is appropriate;
-
Determine head
hunting agencies’ effectiveness;
-
Develop a head
hunting strategy that is in line with organisational goals;
-
Will be able
to identify sources of potential talents;
-
Identify
exceptional talents;
-
Devise a
strategy though which internal talents can be sourced;
-
Effectively
manage organisational talents;
-
Determine the
key success factors in effective talent management;
-
Devise an
effective communication structure that will avert the isolation of
exceptional talents;
-
Locate talent
management within the executive cadre;
-
Effectively
manage high performance teams;
-
Prepare high
performance teams for their organisational;
-
Provide the
high performance teams with the level of autonomy that they need to
perform their tasks;
-
Provide the
appropriate learning environment for high performance teams to
progress;
-
Attend to the
continuous professional development (CPB) of high performance teams;
-
Subtly monitor
team output;
-
Provide the
impetus for talents to perform effectively through equitably
rewards;
-
View equity as
merit driven, rather than a common wheal prerogative;
-
View the
unequal distribution of rewards in a positive organisational light;
-
Work towards
an integrated, rather than a segregated reward structure, within
which talents are effectively rewarded; and
-
Implement
performance related pay in its varying facets to systematise the pay
structure.
Block 7 Contents, Concepts and Issues
B7
- Part 1: Fundamentals of Talent Management
-
Defining
Talent: An Organisational Perspective;
-
The Importance
of Talent Management to Organisational Survival;
-
The
Organisational Level That Should Be Concerned With Talent
Management;
-
Role
Identification for Talent Management;
-
Psychological
Contract in Talent Management.
B7
- Part 2: Head Hunting Strategy
-
Defining Head
Hunting;
-
Sources for
Head Hunting;
-
Internally
Driven Head Hunting;
-
Internally
Managed Head Hunting;
-
Out Sourcing
Head Hunting;
-
The Role of
Head Hunting Agencies;
-
The Behaviour
of Head Hunting Agencies;
-
Cost
Comparison of Internal and External Sourcing of Head Hunting;
-
Valuing Human
Capital.
B7
- Part 3: Managing Organisational Talents
-
Talent
Relationship Management;
-
Talent and
Executive Development;
-
Approaches to
Talent Management;
-
Key Success
Factors In Talent Management;
-
Employee
Retention;
-
Career
Management:
-
Career Theory;
-
Career
Development, Management;
-
Management and
Succession Planning.
-
Management
Succession Charts;
-
Psychometric
Testing;
-
The
Psychological Contract and the Impact on Employee Retention.
B7
- Part 4: Launching and Empowering High Performance Teams
-
High
Performance Teams as Autonomous Work Teams;
-
Self Directed
Work Teams as Self Managed Teams;
-
Enhancing the
Contribution of High Performance Teams;
-
Averting Risky
Shift in High Performance Teams;
-
Providing
Autonomy to High Performance Teams;
-
Delivering
Assignment at ‘Loading Level’ In the Scheduling Sequence;
-
Providing a
Support Mechanism to High Performance Teams;
-
Dealing With
Decision Repercussions of High Performance Teams;
-
Taking an
Internal Customer Relations Stance in Managing High Performance
Teams;
-
Providing
Appropriate Intrinsic and Extrinsic Incentives to Enhance and
Sustain Motivation;
-
Providing High
Performance Teams with an Understanding of Team Dynamics;
-
Helping High
Performance Teams to Understand Their Roles;
-
Provide
Decision Support for High Performance Teams;
-
Developing the
Interpersonal Skills of High Performance Teams;
-
Enhancing the
Problem Solving Capacity of High Performance Teams;
-
Providing an
Understanding of Role Relationships;
-
Improving
Communication and Effective Oral-Visual Presentations;
-
Enhancing
Competence Level of High Performance Teams;
-
Developing
Expertise in Meeting Management;
-
Providing
Members with the Expertise to Address Mutual Conflict Resolution;
-
Monitor,
Unhinderingly, the Output of High Performance Teams;
-
Relaxing
Managerial Presents, Without Losing Control;
-
Influencing
High Performance Teams.
B7
- Part 5: Talent Management Reward Structure
-
Pragmatising
Equity;
-
Equity as
Fairness;
-
Equity as
Inequality;
-
Integrating
Remuneration System That Rewards Talent;
-
Performance
Related Pay;
-
Systemising
Performance Related Pay;
-
Productivity
Bonuses As Performance Related Pay;
-
Creating
Equity in Team Reward Schemes;
-
Reward
Performance without Disincentivising Low Achievers;
-
Consolidating
Reward Structure and Pay Scales.
Block 8
The Newcomer in an Organisation: A Strategic Approach, Leading to
Diploma – Postgraduate – The Newcomer in an Organisation, and Executive
Management Block 8
Block 8 Objectives
By
the conclusion of the established learning activities, delegates will be
able to:
-
Demonstrate an
understanding of the problems with which a newcomer to an
organisation has to contend;
-
Identify the
special problems that are associated with a newcomer’s
disorientation;
-
Illustrate
their conversance with geographical displacement that a newcomer is
likely to experience;
-
Empathise with
the difficulty that a newcomer will have learning as a result of
information overload;
-
Indicate their
subscription to the need to phase and contextualise information
dissemination to a newcomer;
-
Determine the
point at which induction, in reality, begins;
-
Demonstrate
their ability to structure an induction programme;
-
Demonstrate
how to conduct an exit interview;
-
Ensure that
the organisation’s;
-
Intellectual
property is protected at every level of the employee involvement;
-
Devise an
appropriate mentoring and coaching system to facilitate the learning
and development of the newcomer;
-
Stage
probationary evaluation and systematic feedback;
-
Determine
local Intellectual Property Law;
-
Effectively
apply Intellectual Property Rights conventions to organisational
benefits;
-
Determine who
owns the Intellectual Property Rights in varying scenarios;
-
Devise an
effective mentoring and coaching strategy;
-
Demonstrate
their understanding of the confidentiality and trust that must be
upheld in mentoring, if the system is to work successfully;
-
Use the
mentoring system as a professional development and organisational
improvement strategy; and
-
Determine the
type and level of training that a mentor or a potential mentor
needs.
Block 8 Contents, Concepts and Issues
B8
- Part 1: Addressing Immediate Problematic Issues of the Newcomer to an
Organisation
-
Addressing
Domestic vs. Work Orientation;
-
Dealing with
Knowledge and Skill Disorientation;
-
Handling
Geographic Disorientation;
-
Sorting
Cultural Misappropriation;
-
Detecting and
Being Apathetic to Nostalgia;
-
Treating
Knowledge Gap;
-
Recognising
and Taking Measures to Address ‘Information Bombardment’;
-
Addressing
General Common Anxieties of the Newcomer;
-
Dealing with
Specific Anxieties of the Newcomer.
B8
- Part 2: Managing the Newcomer’s Organisational Entry
-
Incorporating
The Newcomer into The Corporate Information, Communication and
Technologies (ICT) System;
-
Establishing
the Newcomer on the Subsystem’s Information, Communication and
Technologies (ICT) System;
-
Familiarising
the Newcomer with the Corporate and Subsystem ICT Systems;
-
Incorporating
the Newcomer into the Remuneration System;
-
Ensuring that
the Newcomer is on the updated Bank Payment System;
-
Practalising
the Solution to the Newcomer’s Immediate Needs;
-
Using
Corporate and Subsystem resources to facilitate a resolution to the
Newcomer’s General Financial and ‘Mobility Needs’.
B8
- Part 3: Managing the Newcomer’s Induction Programme
-
Induction in
Context;
-
Importance of
Induction;
-
Induction
Programmes: A Strategic View;
-
Pre-Selection
Induction;
-
Post-Selection
Induction;
-
Using
Training, Education, and Development as Talent Management
Enhancement;
-
The Value of
Staff Induction;
-
Organising an
Induction Programme;
-
Delivering an
Induction Programme;
-
Using
Induction to Transmit and Engender ‘Corporate Value Subscription’;
-
Instilling
Extrinsic Motivation, through Organisational Reward System;
-
Ways of
Promoting Intrinsic Motivation;
-
Recognising
the Newcomer’s Commitment Level:
-
Moral
Commitment;
-
Remunerative
Commitment;
-
Calculative
Commitment.
-
Using
Induction to Influence and Transform the Newcomer’s Level of
Commitment.
B8
- Part 4: Mentoring as a Crucial Element of a Newcomer’s Improved and
Continued Effectiveness
-
Deconstructing and Contextualising Mentoring;
-
Systematising
an Organisational Mentoring System;
-
Mentoring
Period;
-
Does Mentoring
involve Coaching?
-
Mentoring and
Professional Development;
-
Mentoring and
Worker Effectiveness;
-
Mentoring and
Organisational Effectiveness;
-
Mentoring and
Confidentiality;
-
Selecting
Mentors;
-
Appointing
Mentors;
-
Training for
Mentors;
-
Mentor’s
Professionalism;
-
Mentor’s
Coaching Skills;
-
The
relationship between mentoring and ‘Tacit Knowledge’;
-
Tacit
Knowledge and Organisational Learning;
-
Mentoring and
Organisational Learning;
-
Mentoring and
Explicit Knowledge;
-
Mentoring and
‘Implicit Learning’;
-
Formal vs
Informal Mentoring Relationship;
-
Listening
Skills for Mentors;
-
Compensatory
Time-Off for Mentors.
B8
- Part 5: Managing the Newcomer’s Probation
-
Contextualising Probation;
-
The
Legal Bases of Probation;
-
Tenure Subject to Successful Probation;
-
Valuing and
Exploiting Intellectual Capital: A Strategic Perspective;
-
Probation and
Intellectual Property Rights: Intellectual Property Law;
-
Enhancing the
Probationary Experience;
-
Characteristics of a Profession;
-
Probation in a ‘Learning Organisational Context’;
-
Fixed Term
Probation;
-
Probationary Period in Some Professions;
-
Probationary Period in Practice-Based Professions;
-
Probationary
Assessments as Appraisal;
-
Frequency of
Probationary Meetings;
-
Conduct of
Probationary Meetings;
-
Formal
Monitoring Feedbacks;
-
Positive
Feedbacks;
-
Notice for
Improvement;
-
Probation and
Statutory Employment Rights;
-
Termination of
Employment During or at the end of Probationary Period;
-
Extension of
probationary period;
-
Determination
of Successful Probation;
-
Appointment
Confirmation;
-
Legality for a
Determination of Unsuccessful Probation.
Block 9
Managing Organisational Quality and Resources, Leading to Diploma –
Postgraduate – in managing Organisational Quality and Resources, and
Executive Management Block 9
Block 9 Objectives
By
the conclusion of the specific learning activities, delegates will be
able to:
-
Demonstrate
their appreciation for consumer demand for quality;
-
Become aware
of the consumers’ increasing quality consciousness;
-
Design and
implement a quality programme;
-
Suggest how
continuous improvement might be designed and implemented;
-
Determine how
just-in-time system works in practice;
-
Specify the
difference in ‘push’ and ‘pull’ between just-in-time (JIT) system
and materials requirement planning (MRP);
-
Demonstrate
their understanding of the fundamental differences between JIT and
MRP;
-
Explain the
Sourcing strategies, which are necessarily employed in JIT and MRP;
-
Circumvent
problems posed by single Sourcing;
-
Understand the
fundamental tenets of Total Quality Management (TQM);
-
Show an
understanding of the operational constraints of popular quality
systems;
-
Exhibit
appreciation for the finite nature of resources;
-
Demonstrate an
awareness of the relationship between strategic management &
resource management;
-
Exhibit
awareness of the conflict, which is likely to persist between
corporate & operational managers regarding allocation & utilisation
of resources;
-
Demonstrate
awareness of the traditional ways of controlling organisational
resources, their benefits & drawbacks;
-
Simulate the
design, operation & analysis of responsibility centres - i.e.:
-
Revenue
centres;
-
Cost or
expense centres;
-
Profit
centres;
-
Investment
centres.
-
Design a
Resource Management Systems which incorporate Policy
Programme & Budgeting System (PPBS) and, or, Management by
Objectives (MBO);
-
Demonstrate
the application of ‘Zero-base’ Budgeting;
-
Undertake
facilities audit, employing an Effective Costing Strategy;
-
Systematise
accounting throughput, relating it to most organisational processes;
-
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 and 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 (CPD);
-
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 ISO 9000 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.
Block 9 Contents, Concepts and Issues
B9
- Part 1: Managing Organisational Resources
-
Contextualising Organisational Resource;
-
Human Resource
Vs Non-Human Resource;
-
Costing
Resources;
-
Relationship
between Strategic Management and Resource Management;
-
Conflict
between Corporate and Operational Management in Relation to Resource
Utilisation;
-
Rationalising
Corporate Management’s Attempt to Control the Utilisation of
Organisational Resources;
-
Traditional
Methods of Controlling Organisational Resources & The Problems,
Which They Present;
-
Controlling
Organisational Resources through Responsibility Centres:
-
Revenue
Centres;
-
Expense or
Cost Centres;
-
Profit
Centres;
-
Investment
Centres.
-
Using Policy,
Programme & Budgeting System (PPBS) - Incorporating Zero-Base
Budgeting as a resource Management System;
-
Resource
Management through Management by Objectives (MBO);
-
Key Issues in
Facilities Management;
-
Organisational
Accounting Throughput.
B9
– Part 2: Quality Rationale and Information Management
-
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.
B2
– Part 3: The Import – Conversion – Export Process and Control Systems
(1)
B9
– Part 4: The Import – Conversion – Export Process and Control Systems
(2)
-
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;
B9
- Part 5: Quality Management and Organisational Communication
-
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;
-
Guidelines for Achieving Quality:
-
Philip B. Crosby,
-
W. Edwards Deming,
-
Joseph M. Juran,
-
Shigeo
Shingo,
-
Armand V. Eeigenbaum.
B9
- Part 6: JIT vs MRP, and Pertinent Quality Systems
-
Just-In-Time (JIT)
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;
-
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;
-
The ISO9000 Family;
-
ISO 1400: Pertinent Issues.
Block 10
Managing Internal and External Cultural Diversity, Leading to Diploma –
Postgraduate – in Managing Internal and External Cultural Diversity, and
Executive Management Block 10
Block 10 Objectives
By
the conclusion of the established learning activities, delegates will be
able to:
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Suggest at
least three barriers to communication and how they might be averted
or addressed;
-
Distinguish
between the four types of organisational culture developed in the
session;
-
Link
organisational cultural type with particular organisational
structure;
-
Match
organisational culture with preferred communication pattern and
type;
-
Determine the
effect of particular organisation culture on communication
effectiveness;
-
Determine the
cultural the cultural factors that impair the process of
communication;
-
Suggest the
role that emotions play in communication enhancement or impairment;
-
Demonstrate an
understanding of the importance of emotional labour in averting
communication problems;
-
Exhibit a high
level of competence in managing multiculturalism in their
organisation through communication enhancement;
-
Use
communication to demonstrate the value of gender differences in
teams, departments and the organisation as a whole;
-
Use kinesics
and kinesiology to better understand the emotions of people in
organisations;
-
Distinguish
between equal opportunities and diversity management;
-
Demonstrate
their awareness of the bases for racial, ethnic and gender
discrimination, focusing on the social identity perspective;
-
Be able to
determine the organisational benefits of organisational diversity,
on the bases of cost, resource acquisition, marketing, and
creativity & system flexibility;
-
Be aware of
vital diversity factoids, useful to their organisation’s effective
operation;
-
Be able to
design a system by which organisational diversity will be managed;
-
Have devised a
managed approach to organisational culture;
-
Have devised a
strategy for the creation of a bias-free human resource management;
-
Have devised
ways to encourage a ‘gender friendly’ work environment - manifest in
a bias-free career & promotion system and reduction in work-family
conflict;
-
Demonstrate
their understanding of ‘sentience’ as a basis for discrimination;
-
Have devised a
system by which gender, racial and ethnic heterogeneity are
promoted;
-
Be aware of
the de-moralising effect of ‘resonation’;
-
Be able to
recognise resonation, taking the necessary steps to avert or prevent
its reoccurrence;
-
Demonstrate
their ability to manage complaints and disciplinary systems in such
a way that all opportunities for discrimination are removed;
-
Demonstrate
their ability to apply their knowledge of organisational diversity
to reducing the likelihood of ‘sentience’;
-
Have applied
their understanding of organisational diversity to promote a
desirable level of cohesiveness, reducing the likelihood of
‘groupthink’;
-
Have
demonstrated competence in ‘diversity counselling’;
-
Have
demonstrated expertise in ‘relationship management’;
-
Have exhibited
the ability to detect tendencies towards ‘sentience’ as a direct
result of diversity;
-
Have
demonstrated the ability to effectively manage in situations where
sentience exists, progressing towards its elimination;
-
Have
demonstrated their ability to formulate, implement and monitor an
effective diversity policy; and
-
Demonstrate
exceptional leadership in the management of a diverse workforce.
Block 10 Contents, Concepts and Issues
B10 - Part 1: Communication in Organisation (1)
-
Communication:
A Definition;
-
When Is
Communication Effective?
-
The Role of
the Communication Initiator;
-
Modes of
Transmission of Communication;
-
Timing of
Communication;
-
Non Verbal
Communication;
-
Intentional
and Unintentional Communication;
-
Kinesics as
Communication;
-
Kinesiology as
Communication.
B10 - Part 2: Communication in Organisation (2)
-
The
Countervailing Effects of Kinesics and Kinesiology;
-
Improving
Organisational Communication through an Enhanced Understanding of
Kinesics and Kinesiology;
-
Importance of
Communication in Organisations;
-
Communication
and Work Process Information;
-
Communication
and Policy Initiatives;
-
Communicating
Strategic, Tactical and Operational Strategies;
-
Communicating
Problems and Seeking Advice;
-
Subsystem
Communication;
-
Organisation
Wide Communication.
B10 - Part 3: Communication in Organisation (3)
-
Communication
and Organisational Control;
-
Communication
and Decision Formulation and Implementation;
-
Information
Dissemination as a Factor of Effective Communication;
-
Communication
and Resource Allocation;
-
Communication
Barriers:
-
Organisational
hierarchy;
-
Boss
Consciousness;
-
Mistrust;
-
Technical
Language;
-
Technical
Data;
-
Power Distance
Emotion.
B10 - Part 4: Organisational Culture and Communication
-
Organisational
Culture;
-
Task Culture;
-
Role;
-
Person;
-
Power
Cultures;
-
The
Relationship between Organisational Culture and Organisational
Structure;
-
Methods of
Communication:
-
Oral;
-
-
Non-Verbal.
-
Electronic
(Computer Aided Communication).
B10 - Part 5: Communication and the Organisation’s Cross Cultural
Environment
-
Barriers to
Effective Communication:
-
Filtering;
-
Selective
Perception;
-
-
-
Culture;
-
Cultural
Differences.
-
Miss-Management of Multiculturalism;
-
Gender
Differences;
-
Conflict
between Body Language and Spoken Words;
-
Efforts to
Avert or Eliminate Communication Barriers;
-
The Type and
Level of Communication That Each Organisational Culture Encourages;
-
The Extent to
Which Particular Organisational Cultures Encourage or Impair
Communication.
B10 - Part 6: The Management of Workforce Diversity: A Value added
Inclusion
-
Discrimination
as Social Identity;
-
Understanding
and Dealing with Sentience;
-
The
Effectiveness of the British Legislation in Protecting the Rights of
the Disadvantaged Groups;
-
Gender
Disparity in Organisations: An Analysis of the Status of Women in
the Workplace;
-
Diversity
Mismanagement and Its Consequence for Organisational Survival: Some
Case Examples;
-
Beyond Equal
Opportunities: Towards Diversity Management;
-
Diversity
Management and Effective Human Resource Utilization;
-
Constitution
of Committees and Task Forces.
B10 - Part 7: The Management of Workforce Diversity: A Value added
Inclusion
-
Gate Keeping;
-
Avoiding
‘Resonation’;
-
Utilizing
Marketing Intelligence;
-
Activities
Necessary for an Effective Management of Organisational Diversity;
-
Managing
Organisational Culture;
-
Ensuring Human
Resource Management System Is Bias Free;
-
Managing
Diversity Through:
-
Recruitment;
-
Training;
-
Education;
-
Development.
-
Managing
Diversity In:
-
Appraisal;
-
Compensation;
-
Benefits;
-
Promotion.
-
Creating a
Higher Career Involvement of Women: Eliminating Dual Career Routes.
Block 11
Enhancing Objectives Accomplishments through an Enthusiastic Workforce,
Leading to Diploma – Postgraduate – in Learning and Motivation, and
Executive Management Block 11
Block 11 Objectives
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;
-
Follows 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 and equality perspective’;
-
Demonstrate
the need to balance the ‘individualist’ and ‘collectivist’
perspective to motivation;
-
Suggest the
approaches, which might be adopted in designing an organisation;
-
Design an
organisation adhering to the principles of horizontal and vertical
relationships;
-
Distinguish
between the basic types of structure;
-
Recommend the
most appropriate structure for an organisation, taking contingent
factors into account;
-
Be aware of
the relationship between organisational structure and leader and
organisational flexibility;
-
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;
-
Demonstrate
their ability to encourage the type of superior-subordinate
relationship, which will be
conducive to organisational success;
-
Be conversant
with the theories of learning and memory crucial to the development
and implementation of training programmes;
-
Be aware of
the taxonomy of educational objectives and translate these into
individual capability and achievements;
-
Determine the
most appropriate way to organise training and development courses;
-
Be able to
equip a training room for maximum impact and effectiveness, within
organisational budget and other constraints;
-
Design courses
that account for individual training needs and learning curve;
-
Design
learning objectives, mindful of what can be realistically achieved
in terms of the experience and motivation of delegates;
-
Design
learning experiences that will ensure that learning objectives are
met taking account of relevant factors associated with established
principles of learning;
-
Design
appropriate delegate activities relevant to the stated learning
objectives;
-
Demonstrate
their ability to prepare for and make effective oral presentations;
-
Demonstrate
their ability to conduct individual, team and organisational
training needs analysis;
-
Be able to use
different internal sources of information to assess individual, team
and organisation-wide immediate and future training and development
needs;
-
Be capable of
designing evaluation questionnaire for individual courses, training
programmes, and presenters;
-
Be able to
determine when training intervention is necessary;
-
Be able to
link organisational and subsystem business strategy to training and
development strategy;
-
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; and
-
Effectively
manage a training department.
Block 11 Contents, Concepts and Issues
B11 - Part 1: Motivating Workers: Intrinsic and Extrinsic Rewards (1)
-
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
and Motivation;
-
Motivator-Hygiene Factor: Herzberg’s Contribution;
B11 - Part 2: Motivating Workers: Intrinsic and Extrinsic Rewards (2)
-
Process
Theories;
-
Equity Theory;
-
Goal-Setting
Theory;
-
Expectancy
Theory;
-
Equitable
Reward Systems;
-
Reinforcement
Theories;
-
Reinforcement
Theory;
-
Motivation and
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;
B11 - Part 3: Motivating Workers: Intrinsic and Extrinsic Rewards (3)
-
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.
B11 - Part 4: Trainer Training for Executive Management
-
Learning and
Memory;
-
Conditions
Conducive To Learning and Memory;
-
The Taxonomy
of Educational Objectives;
-
Establishing
Learning Objectives;
-
Value of
Varied Learning Experiences;
-
Determining
the Content of Training Programmes;
-
Designing
Delegate Activities, In Line With Established Objectives;
-
Effective Oral
Presentations;
-
Designing
Training Courses;
-
Designing
Icebreaker and Closure Activities;
-
Creating an
‘Ideal’ Setting;
-
Designing
Course Evaluation Questionnaires.
Block 12
Organisational Structure and Control Systems, Leading to Diploma –
Postgraduate – in Organisational Structure and Control Systems, and
Executive Management Block 12
Block 12 Objectives
By
the conclusion of the specified learning and development activities,
delegates will be able to:
-
Apply the concept of Equifinality in organisational control;
-
Appropriately define organisational structure;
-
Contextualise
Standardisation of Work Process;
-
Delineate the
Importance of Communication in Organisation;
-
Delineate the
relationship between organisational structure and leader and
organisational flexibility
-
Delineate the relationship between Organisational Structure and
Organisational Control Function;
-
Demonstrate an awareness of the fundamental issues associated with
Organisational design and their implications for effective
organisational functioning;
-
Demonstrate
their ability to encourage the type of superior-subordinate
relationship which will be conducive to organisational success
-
Demonstrate their understanding of the different bases of
co-ordination;
-
Demonstrate
their understanding of the factors associated with leadership Style
Ascription;
-
Design an
organisation adhering to the principles of horizontal and vertical
relationship;
-
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;
-
Determine the level of worker autonomy to permit when dealing with
highly motivated staff;
-
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;
-
Directly associate the Levels of Worker Autonomy and Managerial
Control with Organisational Effectiveness;
-
Discuss the co-ordinating mechanism in a simple structure;
-
Distinguish between different organisational structures;
-
Distinguish between Just-In-Time (JIT) system and Material
Requirements Planning (MRP);
-
Distinguish
between Mutual Adjustment and Direct Supervision;
-
Distinguish between Organismic and Mechanistic Structures;
-
Distinguish
between the basic types of Organisational Structure;
-
Distinguish between the different types of Matrix Structures;
-
Establish the key features of a vibrant Management Accounting
System;
-
Evaluate the impact of a haphazard Management Accounting System on
the overall Organisational Control Mechanism;
-
Exemplify Process Scheduling;
-
Explain Policy Planning and Budgeting Systems, defending its value
in Budgetary Control;
-
Explain the approaches to Organisational Design;
-
Explain The Import- Conversion –Export Process and the place of
Remedial Action in the promotion of Equifinality;
-
Explain the Import Conversion Export Process;
-
Explain, with
explicit examples, Structurally Derived Control System;
-
Explain, with explicit examples, the ‘Operational Control System’;
-
Explore the
significant differences between Standardisation of Output, on the
one hand, and Standardisation of Input, on the other;
-
Identify an Organisational Structure Type, from its verbal or
textual description;
-
Identify horizontal relationships in organisational design;
-
Illustrate ‘The Conversion Process’ in their individual
organisational setting;
-
Illustrate communication channels in an organisational chart;
-
Illustrate lines of authority in an organisational chart;
-
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 communication in organisation for the purpose of
Corporate and Operational Decision-making;
-
Indicate the importance of vertical and horizontal relationships in
organisational design;
-
Indicate when Managerial Control should be relaxed, to facilitate
Organisational Development (OD) and Continuous Professional
Development (CPD);
-
Inform managers of the importance and constituents of an effective
Management Information System;
-
Match the organisational design approach with the level of
development of the organisation;
-
Name at least
three Bases of Co-ordinating, according to Mintzberg;
-
Name the Fundamental Organisational Structures and their variations;
-
Outline the bases of an effective Computerised Information Systems;
-
Outline, with
vivid examples, the communication requirement for Individual,
Subsystem and System Needs and Functions.
-
Practicalise
Corporate and Subsystem Communication Needs:
-
Provide at least three examples of a ‘Service Operation’;
-
Provide at least three points in support of the use of Zero-Base
Budgeting, in promoting Organisational Control;
-
Provide at least two practical examples of the ‘KANBAN System’;
-
Provide examples of different bases of Divisionalisation;
-
Provide the bases for Structural Contingencies
-
Provide the
bases of Organisational Communication Needs for Programme
Formulation and Execution;
-
Provide the
rationale for Organisational Communication Need to facilitate
Emergencies and Contingencies;
-
Provide vivid examples of The Import Process;
-
Recommend the
most appropriate structure for a particular organisation, taking
contingent factors into account;
-
Show the vertical relationships in an Organisational Chart;
-
Suggest at least three ways of Controlling the Utilisation of
Organisational Resources;
-
Suggest the
approaches which might be adopted in designing an organisation;
-
Suggest the reason that organisations need to ensure that their
Organisational Information Speed is optimal;
-
Tell their counterparts how the Sequencing process operates in their
own organisations;
-
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;
-
Typify the Loading in their individual organisations.
Block 12 Contents, Concepts and Issues
B
12 - Part 1: Contextualising Organisational Structure (1)
-
Defining
Organisations;
-
Social
Organisations;
-
Formal
Organisations;
-
Salient Elements of Organisational Analysis;
-
Organisational
Roles and Relationships;
-
Organisational
Responsibilities
-
Organisational
Accountability:
-
Internal
Organisational Accountability;
-
Upward
Organisational 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.
B12 - Part 2: Contextualising Organisational Structure (2)
-
Contextualising Authority and Authority Structure:
-
Traditional
Authority;
-
Charismatic
Authority;
-
Legitimate
Authority;
-
Professional
Authority.
-
Power
-
Organisational
Power Sources:
-
Power Derived
from Authority
-
Power
resulting from Control Over Resources
-
Power
resulting from Control over information, access to and control over
the information flow
-
Power
derived from Control over uncertainty
-
Unobtrusive Power
-
Delegation in Organisations:
-
Bases of Organisational Delegation;
-
Delegation and Professional Authority;
-
Delegation and Superior-Subordinate Relationship;
B12 - Part 3: 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 and
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.
B12 - Part 4: 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.
B12 - Part 5: Organisational Control System and Structural Relationship
(1)
-
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.
-
Traditional Control Systems;
-
Modern Control Systems;
-
Management Information System;
-
Computerised Information Systems;
-
Information Speed;
-
Information Retrieval;
-
Management Accounting System;
-
Zero-Base Budgeting;
-
Policy Planning and Budgeting Systems;
-
The Import- Conversion –Export Process;
-
The Import Process;
-
The Conversion Process.
B12 - Part 6: Organisational Control System and Structural Relationship
(2)
-
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;
-
Levels of Worker Autonomy and Managerial Control;
-
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;
-
Role Specificity;
-
Just In Time (JIT) vs. Material Requirements Planning;
-
Material Requirements Planning Inventory System;
-
The ‘IN’ Inventory;
-
The ‘OUT’ Inventory;
-
The ‘JIT’ Inventory System;
-
The KANBAN System.
Other contents
elements include:
The Newcomer in an Organisation: A Strategic
Approach; 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; Managing Individual Performance; Co-Ordinating - Mintzberg’s
Bases of Co-Ordination; Mutual Adjustment; Direct Supervision; Output;
Managing Organisational Quality and Resources; Standardisation of Input;
Organisational Development and Change; Standardisation of Work Process;
Managing Organisations in a Stable Environment; Managing Internal and
External and Cultural Diversity; Managing Organisations in an Unstable
Environment; Increased Leisure Time; Enhanced Job Satisfaction; Reduced
Stress; Talent Management; Enhancing Objective Accomplishments Through
an Enthusiastic Workforce; More Opportunity to Switch Off After Hours;
More Room for Forward Planning and 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. This Programme is available in London UK, Birmingham UK,
Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta,
Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala
Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi
Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy,
Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia,
Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo
Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels
Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan.
Click to Download PDF Programme Brochure
Postgraduate Diploma in Executive Management Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan,
etc
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