Instructor Led Employee Development Training in United Kingdom
Employee Development Training Provider? - Tell us about your Training!
Employee Development Seminar Schedule
| Program | Location | |||
|---|---|---|---|---|
June, 2012 | ||||
| 11th Jun | Executive Leadership and High Performance Team Management | London, London | [Register] | |
July, 2012 | ||||
| 30th Jul | Managing Individuals and Groups in an Organisation | London, London | [Register] | |
| 30th Jul | Managing Individuals and Groups in an Organisation | London, London | [Register] | |
September, 2012 | ||||
| 3rd Sep | Executive Leadership and High Performance Team Management | London, London | [Register] | |
October, 2012 | ||||
| 15th Oct | Managing Individuals and Groups in an Organisation | London, London | [Register] | |
December, 2012 | ||||
| 10th Dec | Executive Leadership and High Performance Team Management | London, London | [Register] | |
 online course |
 instructor-led class |
 learn at home |
 group study |
 self-directed study |
 cd-based training |
 DVD video training |
 printed book |
 e-book digital book |
 workshop seminar |
 train the trainer |
 computer-based learning |
 discount pricing |
 online tutorial |
From Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource Management HRM in the Oil and Gas Industry
Objectives:
1. Human Resource and Personnel Management
By the conclusion of the established learning activities, delegate will be able to:
- Demonstrate understanding of distinction between personnel management and human resource management. within the oil and gas industry
- Indicate the significant aspects in development of human resource management and personnel management within
more...
Human Resource Management HRM in the Oil and Gas Industry
Objectives:
1. Human Resource and Personnel Management
By the conclusion of the established learning activities, delegate will be able to:
- Demonstrate understanding of distinction between personnel management and human resource management. within the oil and gas industry
- Indicate the significant aspects in development of human resource management and personnel management within
more...
Change Management and Executive Leadership in Organisations
...ship between the Contingency Approaches to Leadership and Employee Development
3. Organisational Change Management
By the conclusion of the specified learning and development activities, delegates will be able to:
- Demonstrate their awareness of the inevitability of organisational change
- Demonstrate the need for a proactive stance in relation to Organisational change
-
more...
...ship between the Contingency Approaches to Leadership and Employee Development
3. Organisational Change Management
By the conclusion of the specified learning and development activities, delegates will be able to:
- Demonstrate their awareness of the inevitability of organisational change
- Demonstrate the need for a proactive stance in relation to Organisational change
-
more...
Executive Leadership and Corporate Communication
... their relationship to trait and style orientations
- Employee development or maturity and its relevance to superior-subordinate relationships
- Superior-subordinate relationships as leader behaviour
- Superior-subordinate relationships as control and influence
- Superior-subordinate relationships as power and authority
- Least Preferred Co-worker (LPC) a Low and High
-
more...
... their relationship to trait and style orientations
- Employee development or maturity and its relevance to superior-subordinate relationships
- Superior-subordinate relationships as leader behaviour
- Superior-subordinate relationships as control and influence
- Superior-subordinate relationships as power and authority
- Least Preferred Co-worker (LPC) a Low and High
-
more...
Managing Individuals and Groups in an Organisation
...egotiation: beyond worker-manager prerogative
3.) Employee Development a incorporating training needs analysis
OBJECTIVES:
- 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
more...
...egotiation: beyond worker-manager prerogative
3.) Employee Development a incorporating training needs analysis
OBJECTIVES:
- 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
more...
Leadership Styles Seminar or Course
...ship between the Contingency Approaches to Leadership and Employee Development
68. Demonstrate an understanding of the emphasis that Contingency Approaches to Leadership places on Leader-Behaviour Variation
69. Link Contingency Approaches to Leadership with Phases of Team Development
70. Illustrate the link between Contingency Approaches to Leadership and Managerial Control
71.
more...
...ship between the Contingency Approaches to Leadership and Employee Development
68. Demonstrate an understanding of the emphasis that Contingency Approaches to Leadership places on Leader-Behaviour Variation
69. Link Contingency Approaches to Leadership with Phases of Team Development
70. Illustrate the link between Contingency Approaches to Leadership and Managerial Control
71.
more...
Executive Leadership and High Performance Team Management
... their relationship to trait and style orientations
- Employee development or maturity and its relevance to superior-subordinate relationships
- Superior-subordinate relationships as leader behaviour
- Superior-subordinate relationships as control and influence
- Superior-subordinate relationships as power and authority
- Least Preferred Co-worker (LPC) a Low and High
-
more...
... their relationship to trait and style orientations
- Employee development or maturity and its relevance to superior-subordinate relationships
- Superior-subordinate relationships as leader behaviour
- Superior-subordinate relationships as control and influence
- Superior-subordinate relationships as power and authority
- Least Preferred Co-worker (LPC) a Low and High
-
more...
