Postgraduate Diploma in Women in Management

Information Graphics for HRODC Postgraduate Training Institute.
Clickable YouTube Button Link LinkedIn Button Link Instagram Button Link Facebook Logo Button Link Tumblr Logo Button Link Reddit Button Link Twitter (X) Button Link TikTok Button Link Google Blog Button Link Google My Business Button Link Pinterest Logo Button Link
Course Finder Button Link Chat Link Button Home Button Link Past Delegates’ Link Button Email Link Button

Postgraduate Diploma Programme Number 044 - Women In Management Intensive Full-Time Programme, Leading to Postgraduate Diploma in Women in Management. Contents include Women and Gender Disparity In Organisations; Women and 'The Class Ceiling': Why Does It Exist and What We Can Do About It?; Overcoming Negative Perceptions About Women; Halting The Perpetuation Of The ‘Queen Bee Syndrome’: Women Acknowledging The Plight Of Their Less Successful Female Counterparts; Women and Leadership Styles: Creating Compatibility Between Decisiveness and Effective Communication Flow; Gender Relation At Work’ And Its Morale Implications; Non-Offensive Assertiveness: Making Your Point, Effectively; Women In Management: Exploiting Marketing Intelligence; Making Your Mark In Management: Exploiting Diversity To Achieve Individual and Organisational Goals; Women and Career Prognosis: Getting Ahead Of The Game; Women and Management: Dealing With Male Subordinates; Exploiting The Work-Life-Balance Phenomena: An opportunity For Further Advancement; The Boardroom Conspiracy: Beating Men at Their Own Game; Worker Motivation: Operationalising Corporate Strategy; Women and the Globalised Economy


Postgraduate Diploma Programme Number 044 - Women in Management, Leading to Postgraduate Diploma in Women In Management. Click to download the PDF Brochure for this Course.

Click for Table of Contents, with Modules


Programme Co-ordinator:        

Prof. Dr. R. B. Crawford is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.


Postgraduate Diploma Programme Number 044 - Women in Management, Leading to Postgraduate Diploma in Women In Management. Click to download the PDF Brochure for this Course.


For Whom This Programme is Designed

This Course is Designed For:

ü  Senior Executives

ü  Senior Policymakers

ü  Government Officers

ü  Diversity Officers

ü  Diversity Managers

ü  Diversity Consultants

ü  Diversity researchers

ü  Diversity Policy Officers

ü  Women Managers

ü  Women Entrepreneurs

ü  Women Liberators

ü  Women Studies Experts

ü  Gender Protagonists

ü  Gender Researchers

ü  All others interested in the promotion of Women Studies and Managerial Effectiveness



3 Months Intensive Full-Time (5 Days Per Week)

Cost: £45,000.00 Per Student                       


Cost includes:

 Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event  Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

Postgraduate Diploma in Women in Management; or

Certificate of Attendance and Participation – if unsuccessful on resit.


HRODC Postgraduate Training Institute’s Complimentary Products include:


HRODC Postgraduate Training Institute’s Leather Conference Folder;

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

HRODC Postgraduate Training Institute’s Key Ring/ Chain;

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

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

HRODC Postgraduate Training Institute’s Metal Pen;

HRODC Postgraduate Training Institute’s Polo Shirt, at Programme Start and End.



Location:  Central London and International Locations


Daily Schedule: 9:30 to 4:30 pm.


Course Programme for Women in Management

Leading to Postgraduate Diploma in Women Management

Module Number

Module Title

Credit Value


Women in the Workplace



Motivating Workers: Intrinsic and Extrinsic Rewards



Modern Marketing in a Consumer Lead Environment



Diversity Management: A Value Added Inclusion



Managing Individual Performance



Small Business Start-up, Expansion and Management (1)



Small Business Start-up, Expansion and Management (2)



Financial Risk Management (1)



Key Success Factors (KSFs)



Key Performance Indicators (KPIs)



Effective Time Management and Meeting Management



Women in the Workplace (Double Credit)

 M1. Part 1 & 2: Gender Disparity in Organisations

Factors Affecting Women in the Workplace;

Occupational Segregation and Gender Discrimination:

Horizontal Segregation vs. Vertical Segregation;

Barriers to Top Level Position;

Benefits of Women’s Board Membership;

Rationale for Employment Segregation:

Personal Preference;

The Discriminatory Structure of the Labor Market;

The Human Capital Explanation.

Should occupational segregation by sex be completely eliminated?

Stereotypes: How Are They Imposed?

Stereotypes: How Are They Reinforced?

Pygmalion, Galatea and Golem Effects;

Unequal Job Opportunities;

Gender Pay Gap.

Employment Discrimination Law:

Equal Pay Act;

Sexual Discrimination Act;

Sexual Harassment Law;

Gender Equality Duty.


M1. Part 3: Why are We Different: Using Gender Differences Positively

Goldberg’s Patriarchy and Male Dominance;

Masculinities, Femininities and Work;

Division of Labour and Sex Typing;

Communication Styles;

Blue Collar Women in Traditionally Male Jobs.


M1. Part 4: Overcoming Negative Perceptions about Women

Feminism Approaches:

Liberal Feminism;

Radical Feminism;

Marxist Feminism and Social Feminism;

Poststructuralists and Postmodern Feminism.

The Hidden Elements of Women’s Social Identities;

Women as Other in the Organisational Context:

Organisations Are Genderless;

Organisations Are Bodyless;

Organisations Are Sexless.

How Women Cope With Otherness;

Blending In To Meet Others’ Expectation;

Internalising Self-Discipline and Control;

Outcomes of Self-Discipline;

Fear of Success: Horner’s Model;

McClelland’s Model of Achievement Motivation;

Stress Management;

Sources of Stress;

Sources of Women Executive Stress;

Coping With Stress.



M1. Part 5: Halting the Perpetuation of the ‘Queen Bee Syndrome’: Women Acknowledging the Plight of Their Less Successful Female Counterparts

Determining who is a Queen Bee?;

Queen Bee Syndrome Defined;

Effects of the Queen Bee Syndrome.



M1. Part 6: Women and Leadership Styles: Creating Compatibility Between Decisiveness and Effective Communication Flow

Leadership Styles;

Leadership Style of Women:

Interactive Leadership;

Encourage Participation;

Share Power and Information;

Enhance the Self-Worth of Others;

Energize Others.

Traditional Leadership Style (Masculine) vs. Modern Leadership Style (Feminine).


M1. Part 7 & 8: Smashing the Glass Ceiling: Breaking Through Advancement Barriers

Defining Glass Ceiling;

Characteristics Manifesting Glass Ceiling’s Existence;

Levels and Types of Glass Ceiling Barriers:

Societal Barriers;

Internal Business Barriers;

Governmental Barriers;

Other Barriers.

The Pipeline Theory;

The Glass Ceiling and Disclosure of Sexual Orientation;

The Glass Ceiling in Developing Countries;

Related Terms:

Brass Ceiling;

Stained-Glass Ceiling;

Bamboo Ceiling;

Concrete Ceiling;

Expatriate Glass Ceiling;

Glass Closet;

Glass Elevator (or Glass Escalator);

Glass Cliff;

Celluloid Ceiling;

Glass Labyrinth;

Sticky Floor;

Sticky Ladder;

Glass Wall;

Silicon Ceiling.



M1. Part 9: Women and Career Prognosis: Getting Ahead of the Game

Networks and Mentors;

Career Opportunities;


Selection ;



M1. Part 10: Miscellaneous Topics

Exploiting the Work-Life-Balance Phenomena: An Opportunity for Further Advancement;

Women and Management: Dealing With Male Subordinates;

‘Gender Relation at Work’ and Its Morale Implications;

Non-Offensive Assertiveness: Making Your Point, Effectively;

The Boardroom Conspiracy: Beating Men at Their Own Game;

Women Entrepreneurs;

Policy and Organisational Practice;

Women and the Globalised Economy.


Module 2

Motivating Workers: Intrinsic and Extrinsic Rewards (Single Credit)

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;

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;

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.



Module 3

Modern Marketing in a Consumer Lead Environment (Single Credit)

M3. Part 1: Defining Marketing and the Marketing Process

Marketing:  Creating and Capturing Customer Value;

Company and Marketing Strategy:  Partnering to Build Customer Relationships;

Marketing Strategy in recessionary Periods;

‘Current Value’ modification and pertinent microeconomic issues.


M3. Part 2: Understanding the Marketplace and Consumers

Analysing the Marketing Environment;

Managing Marketing Information to Gain Customer Insights;

Understanding Consumer and Business Buyer Behaviour;

Predicting Behavioural Outcomes.



M3. Part 3 & 4: Designing a Customer – Driven Marketing Strategy and Marketing Mix

Customer-Driven Marketing Strategy:  Creating Value for Target Customers;

Products, Services, and Brands:  Building Customer Value;

New-Product Development and Life-Cycle Strategies;

Pricing:  Understanding and Capturing Customer Value;

Marketing Channels:  Delivering Customer Value;

Retailing and Wholesaling;

Communicating Customer Value:  Advertising and Public Relations;

Communicating Customer Value:  Personal Selling and Sales Promotion;

Direct and Online Marketing:  Building Direct Customer Relationships.



M3. Part 5: Extending Marketing 

The Global Marketplace;

Marketing Ethics and Social Responsibility;

The Importance of Diversity Management in Global Marketing;

Revolutionising Marketing Strategy with the Incorporation of an Effective Diversity Policy.



Module 4

Diversity Management: A Value – Added Inclusion (Single Credit)

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;

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;

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;


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 Groupthinking;

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:

Wall Street Journal;

Lockheed Martin Aeronautics Company;


Quaker Oats;



Pacific Telesis;

Mercedes Benz;

Levi Strauss.

Managing Cultural Differences: Promoting An Understanding Of Sensitivity   Towards Differences Existing Among Workers, e.g. in:








Taking Advantage of the Opportunities Which Diversity Provides;

Organisational Diversity and the Issue of ‘Sentience’;

Relationship Management;

Diversity Management, Workforce Flexibility and Flexible Working Practices;

Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies;

The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity Management System.



Module 5

Managing Individual Performance (Single Credit)

M5. 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.



M5. Part 2 & 3: Staff Performance Appraisal

Performance Appraisal: A Definition;

Objectives of Performance Appraisal;

Why Some Managers Are Afraid To Appraise;

Performance and the Halo Effect;

Performance Appraisal and the Thorny Effect;

Organisational Benefits and Performance Appraisal;

Individual Benefits of Performance Appraisal;

Subsystem Benefits of Performance Appraisal;

The Appraisal Cycle;

Systematising Performance Appraisal;

Some Problems with Performance Appraisal;

Punitive Aspects of Performance Appraisal;

Some Popular Appraisal Systems;

Graphic Rating Scales;


Paired Comparison;

Self Appraisal;

Critical Incident;

Management by Objectives (MBO);

360 Degree Appraisal;

The Appraisal Setting.


M5. Part 4 & 5: 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;

Level and Type of Motivation;

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).



Module 6

Small Business Start-Up, Expansion and Management (1) (Single Credit)

M6. Part 1: Industrial Project Start-Up: Some Salient Factors

Industrial and Consumer Products: A Distinction and Guide;

Determining Industrial and Consumer Sectors;

Integrating Industrial and Consumer Products;

The Military as a Consumer;

The Health Sector as a Consumer;

Education as a Consumer Sector;

Determining Players, Market Share and Gaps.



M6. Part 2: Company Formation and Legal Status: Important Issues to Consider

Company legal status categorisation;

Issues in favour of and mitigating against particular legal status;

Legal requirement for company formation;

Company legal status and reporting requirement;

Company legal status and accounting requirement;

Company legal status and accounting reporting;

International trade and legal requirement;

Import and Export VS National, Regional and International Embargo.



M6. Part 3 & 4: Protecting Inventions: Drawing on Legal Parameters

Design and Patent Law;

International Convention For Design and Patent;

Intellectual Capital;

Protecting Intellectual Capital;

Intellectual Property;

Inventions as Intellectual Property;

Determination of the Ownership of Intellectual Property: Application of International Convention and Precedent;

Intellectual Property Rights;

International Convention for Intellectual Property Rights;

Copyright and Copyright Convention;

Understanding Industrial Espionage;

Detecting and Averting Industrial Espionage;

Industrial Espionage and the Recovery Process;

Industrial Sabotage and Long-term Consequences;

Identifying Acts of Industrial Sabotage;

Dealing with Industrial Saboteurs.

M6. Part 5: Operational Costing Issues (1)

Determining Product Needs and Wants;

Scientific Research;

Funding Scientific Research;

Utilising Pre-existing Scientific Research Findings;

Social Research;

Social Research: A Practical Guide;

Using Marketing Research Agents;

Calculating Depreciation;

‘Accounting Depreciation’ VS ‘Real Depreciation’;

Calculating Fixed Costs;

Calculating Rates of Return on Investment;

Calculating Variable Costs.



Module 7

Small Business Start-Up, Expansion and Management (2) (Single Credit)

 M7. Part 1: Operational Costing Issues (2)

Costing Human Resource;

Integrating Fixed and Variable Costs;

Cost Apportioning;

Accounting for Depreciation in Cost Apportioning;

Projected Sales and ‘Externalities’;

Projected Revenue;

Projected Income;

Pricing Strategy and Cost Variables;

Understanding the Balance Sheet.



M7. Part 2: Industrial Product Design and Marketing

Industrial Products Aesthetics;

Consumer Products Aesthetics;

Social Values and Aesthetics;

Averting Consumer Infuriation: Examples of Costly Mistakes.

M7. Part 3: Sources of Investment Funds

National Governments;

Social Development Funds;

Economic Development Funds;

City Regeneration Funds;

Regional Governments;

The World Bank;


Venture Capitalists;

International Venture Capitalists;






M7. Part 4: Marketing Industrial and Consumer Products: A Basic Introduction

Product as a Concept;

Pricing, Competition and the ‘Snob Appeal’: Niche or Mass Marketing;

Physical and Virtual Place;

Creating Product Awareness.



M7. Part 5: The Business Plan: A Guide to Entrepreneurs and Investors

The Business Plan as a Guide to the Entrepreneur;

Using the Business Plan to Attract Investors and ‘Fund Holders’;

What Should Be Included in the Business Plan;

Tweaking the Business Plan without Losing the ‘Focus’;

Establishing Contingency: The Most Unlikely Scenario.



Module 8

Financial Risk Management (Single Credit)

 M8. Part 1: Risk: A Working Hypothesis

Defining Risk – Generally;

Financial Risk: A Plausible Definition;

Financial Risk in an Organisational Setting;

Financial Risk and ‘Market Dynamics’;

Liquidity Risk;

Operating Risk;

Fraud Risk;

Settlement Risk;

Corporate Strategy and Risk Management;

The Currency Derivatives Market.


M8. Part 2: Financial Risk and Unpredictability: Uncontrollable Environmental Issues


Asset Behaviour and Pricing Implications;

Credit and Counterparty Risk;

The Legal and Political Risk Environments;

Risk as an Economic Factor;

Technological Risk Factor;

Risk associated with Socio-Cultural Change.



M8. Part 3: Financial Risk Settings: A Meta – Analytical Exploration

Risk in Financial Institutions;

Banking Risk;

Risk and the Currency Market;

Risk and the Equity Market;

Futures Market Risk.


M8. Part 4: Financial Exposure as Risk

Economic Exposure;

Transaction Exposure;

Translation Exposure;

Calculating Risk in Financial Exposure.


M8. Part 5: Risk Management: A Conceptual and Statistical Meta - Analysis

Conducting A Risk Assessment;

Managing Risk with Forward Contracts;

Financial methods of measuring Risk;

Quantifying financial risks;

Some Qualitative Approaches To Financial Risk Assessment;

Managing The Interest Rate Derivatives Market;

Managing equity risk;

Identifying and measuring Currency Risk;

Managing Financial Exposure Risk;

Managing currency Risk;

Sensitivity Analysis As Risk Management;

Managing Risk with SWAPS;

Statistical Analysis as a Risk Management Instrument;

Interpreting Statistical Data;

Mean and Statistical Mean;

Probability and Normal Distribution;

Calculating statistics from actual data;

Understanding Statistical Significance;

Making Sense of Chi-squared Distribution;

Using PESTEL as a Tool towards Risk Management.



Module 9

Key Success Factors (KSFs)

M9. Part 1: Introducing Organisational Success Factors

Defining Success Factors;

The Most Important Success Factor That Works;

Definition of Success Factors;

Success Factors and Living System;

The Star Model of Success Factors.



M9. Part 2: Strategy as a Fundamental Success Factor

Concentrating Your Resources – An Ancient Concept;

Strategy vs. Strategic Planning;

The Fundamentals of Strategic Planning;

Importance of The Defining Element;

Clarifying Core Values;

Creating a Challenging Mission;

Setting a Few Key Goals;

Developing a Strategy for Each New Goal;

The Living Systems Perspective;

The Importance of Abundant Communication;

The Significance of Learning;

Importance of Effective Communication;

Significance of Learning: Individual and Organisational Learning;

Adapting to The Changing Environment;

Interrelationships with Other Success Factors.



M9. Part 3: The People as the Organisation

Introducing General Systems Theory;

Open System and Close Systems;

System Chaos;

The Concept of Equifinality;

Biological Systems;

The Organisation as an Open System;

Thinking and Operating Out of the Box.

M9. Part 4: Effective Marketing towards Competitive Advantage

Core Concept of Marketing;

Criticism of the Marketing Concept;

Marketing Philosophy;

Marketing Planning;

Marketing Strategy;

Customer Orientation;

Organisational Orientation;

Meeting Customer Needs While Meeting Organisational Goals;

Inbound Marketing:

Market Research;

Competitive Analysis;



Naming and Branding.

Outbound Marketing:

Advertising and promotion;

Public and Media Relations;

Sales Customer Service;

Customer Satisfaction;

Social Networking.

Online Marketing:


E-mail Marketing;

Social Networking;

Online Reputation Management.

Marketing Public Sector Organisations

Marketing Non-Governmental Charitable Organisations (NGOs)



M9. Part 5: Managing Non-Human Resource: A Key Success Factor

Operationalising Key Success Factors;

Financial Health as a key Success Factor;

Managing Facilities and Resources: Enhancing Key Success Factors;

Integrating Key Success Factors for Total System Effectiveness.


Module 10

Key Performance Indicators (KPIs)

M10. Part 1: Introduction to Key Performance Indicators (KPIs)

Key Result Indicators;

Performance and Result Indicators;

Key Performance Indicators (KPI);

Examples of KPI;

Categorization of KPI;

Identifying Indicators of Organisation;

Key Components of KPI:

Starting with what you need to measure and monitor;

Establishing current performance benchmark and target levels;

Adding KPI project control elements.

Characteristics of a good KPI;

How to Implement KPI;

Benefits of KPI;

Management Models That Have a Profound Impact on KPIs.



M10. Part 2: Key Performance Indicators (KPIs) and Other Related Management


Key Performance Indicators  and Balanced Scorecard;

Key Performance Indicators and Benchmark;

Key Performance Indicators and Business Intelligence;

Key Performance Indicators and Business Performance Management;

Key Performance Indicators and Business Performance Measurement;

Key Performance Indicators and Management Information System (Dashboard);

Key Performance Indicators and Overall Equipment Effectiveness;

Key Performance Indicators and Gap Analysis;

Key Performance Indicators and Key Risk Indicator (KRI).



M10. Part 3: Foundation Stones for Implementing Key Performance Indicators

Four Foundation Stones Guiding the Development and Use of KPIs;

Defining Vision, Mission and Strategy.


M10. Part 4: Developing and Using Key Performance Indicators: A 12 – Step Model

STEP 1:      Senior Management Team Commitment;

STEP 2:      Establishing a Winning KPI Project Team;

STEP 3:      Establishing a “Just Do It” Culture and Process;

STEP 4:      Setting Up a Holistic KPI Development Strategy;

STEP 5:      Marketing the KPI System to all Employees;

STEP 6:      Identifying Organization-Wide Critical Success Factors;

STEP 7:      Recording Performance Measures in a Database;

STEP 8:      Selecting Team-Level performance Measures;

STEP9:       Selecting Organisational Winning KPIs;

STEP 10: Developing the Reporting Framework at All Levels;

STEP 11:    Facilitating the Use of Winning KPIs;

STEP 12:    Refining KPIs to Maintain Their Relevance.

M10. Part 5: Key Performance Indicators and Critical Success Factors (CSF)

 Overview – Critical Success Factors;

Types of Critical Success Factors;

5 Key Sources of Critical Success Factors;

Key Performance Indicators vs. Critical Success Factors;

Critical Success Factors Method;

Using Critical Success Factors for Strategic and Business Planning;

Examples of Critical Success Factors.



Module 11

Time Management and Meeting Management


M11. Part 1: Introduction to Time Management

Time Management Defined;

Time in an Organisational Wide Context: Acting in Time;

The Cost of Time;

Time Management Tools;

Maximising Personal Effectiveness;

Busy vs. Productive;

Time Wasters/Time Robbers/Time Stealers/Time Bandits;

Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits;

Combating Procrastination;

Diffusing the Impact of Others:

Handling Interruptions Constructively;

Asserting Yourself Politely and Calmly.

Conquering Overcommitment ( Learn to say, “No”).


M11. Part 2: Contextualising Time Management

The Four D’s of Time Management:



Tasks Which Should Be Delegated;

Effective Delegation Techniques;

How to Delegate.



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.



M11. Part 3A: Time Management Theories

Maslow’s Hierarchy of Needs;

The Pickle Jar Theory;

Pareto Principle or 80/20 Rule;

Eisenhower Method;

POSEC Method.


M11. Part 3B: Introduction to Time Management

What You Want to Achieve;

Importance of Goal;

Setting Realistic Goals Through SMART Method;

Techniques for Setting and Achieving Goals.



M11. Part 3C: Planning

Management and Planning Tools;

Using a Planner;

Developing Action Plan.


M11. Part 4A: Getting Organised

Organising Your Workspace, Files and Folders;

E-mail, Task and Calendar Managing;

Information Flow and Retrieval Process;

Information Overload;

Schedule Management:

Scheduling to Create Work/Life Balance;

Creating Dynamic “To-Do List”;

Reducing Mental Clutter.

The Batching Technique;

Utilise Time Gaps;

Effective Follow-up System;

Developing Time Management Habit.



M11. Part 4B: Scheduling

Effective Scheduling;

Steps in Scheduling.



M11. Part 4C: Prioritising

The Prioritisation Grid;

Important vs. Urgent;

Time Management Matrix (Covey’s Four Quadrant Matrix);

To-Do List;

ABC123 Prioritised Planning;

Decision Matrix.


M11. Part 5A: Time Management and Manager

How Most Managers Apportioned Their Time;

Time Management Tips for Managers;

Effective Resource Management;

Workload Analysis;

Managing Workload;

Managing Disorganised Staffs.



M11. Part 5B: Meeting Management 

Creating an Effective Agenda;

Importance of Agenda;

Steps For Productive and Effective Meeting;



Reducing Time Spent on Meeting;

Meeting Menaces:

The Waffler;

The Turf Warrior;

The Assassin;

The Dominator;

The Interrupter.

Meeting Mismanagement.