Organisational and Human Resource Strategy Life Cycle

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
For Whom This Course is Designed:
This Heating, Ventilation and Air-Conditioning and Refrigeration (HVAC&R): Equipment Installation, Diagnosis, Repairs, Maintenance and Troubleshooting Seminar or Course is designed for:
HVAC Technicians
HVAC Consultants
HVAC Contractors
HVAC Designers
HVAC Service Supervisors
HVAC Assistants
HVAC Mechanics
HVAC Lecturers
Electrical Engineers
Mechanical Engineers
Maintenance and Operations HVAC Personnel
Project Managers
Project Engineers
Foremen
Master Electricians
Maintenance Technicians
Operation Managers
Others who want to gain better understanding of heating, ventilations and air-conditioning system design
Objectives
HVAC: SYSTEM DESIGN AND VALUE ENGINEERING (1)
At the conclusion of the specified learning and development activities, delegates will be able to:
Know the different HVAC equations
Solve problems encountered in HVAC process
Understand the relationship between value engineering and HVAC system design
Be familiar with the provisions of some codes, regulations and standards governing HVAC
Explain the concept of fluid mechanics, thermodynamics, heat transfer, psychometrics, and sound and vibration
Determine ways of conserving energy through HVAC system design
Explain and describe the HVAC Cycles
Enumerate the different control strategies
Name some of the architectural, structural and electrical considerations
Gain competency in interpreting and making conceptual design
Specify the environmental criteria for typical buildings
Gain efficiency in designing operation and maintenance
Make a load calculation design using the computer
Apply the rule of thumb calculations
Design criteria and documentation forms
Enumerate the factors for load components
Elucidate the underlying principles of load calculations
Distinguish dynamic and static load calculations
Exhibit a heightened understanding on ventilation loads
Know what are the other loads
Develop a clear understanding on the general concepts of equipment selection
Learn the maintainability aspect of systems and equipment
Specify the necessary criteria for system and equipment selection
Cite the options in system and equipment selection
Interpret the psychometric chart
Cite the effects of latitude and temperature
Describe the software-based equipment selection
Be familiar with the air duct design
Learn the concept of louvers, dampers and filters
Gain knowledge about air distribution with high flow rates
Ascertain how noise control is done
Know the role of Indoor Air Quality as it provides health and comfort to the building occupants
Understand the concept of steam, water, pumps and high-temperature water in the fluid handling system
Enumerate the secondary coolants
Explain the Piping Systems
Obtained knowledge about refrigerant distribution
Understand the general plant design concept
Gain competency in designing central steam plants
Distinguish between low-temperature hot water central plants and high-temperature hot water central plants
Enumerate the different fuel options and alternative fuels
Acquire an overall perspective on central chilled water plants
See how thermal storage system works
Learn how central plant distribution arrangements are made
Gain competency in designing cogeneration plants
Learn the fundamentals of control
Specify the different control devices
Explain the typical control systems
Describe with accuracy the electrical interfaces
Acquire knowledge about computer-based control
Determine the different control symbols
Explain the steps in regeneration cycles
Identify the different cooling equipment
Distinguish between radiant cooling and evaporative cooling
Determine the functions of refrigerants
Identify the different heating equipment
Be familiar with the boiler codes and standards
Devise a boiler design
Conduct some acceptance and operational testing
Distinguish between direct- and indirect-fired heating equipment
Name the types of heat exchangers
Acquire overall perspective of AHU systems arrangements
Specify the various terminal units
Explain the concept of individual room AHUs
Find out information about humidity control
Learn how Outside air quantity is being controlled
Cite some effects of altitude
Explain how the exhaust systems works
Understand the underlying concept of smoke control
HVAC: SYSTEM DESIGN AND VALUE ENGINEERING (2)
At the conclusion of the specified learning and development activities, delegates will be able to:
Learn the fundamentals of electric power
Know the common service voltages
Comprehend the concept of power factor
Be familiar with the different types of motors
Recognise the different variable speed drives
Be acquainted with the principles of Uninterruptible Power Supply (UPS)
Explicate the concept of standby power generation
Find out the proper electrical room ventilation
Develop a good lighting systems
Learn some provision of National Electrical Code
Identify the nature of contracts
Learn about drawings and specifications involve in the design process
Know the different participation during construction
Understand how to do commissioning
Organise of a Report
Write with clarity
Use of Tables and Figures
Be skilled in printing and binding
Prepare letter reports
Define different terminologies in fluid mechanics
Explain the law of conservation of mass
Elucidate the Bernoulli equation
Be knowledgeable about flow volume measurement
Be familiar with some thermodynamic terms
Distinguish the first and second law of thermodynamics
Explain the concept of efficiency in relation to thermodynamics
Understand the concept of coefficient of performance
Describe Specific Heat C
Enumerate the different heat transfer modes
Explain the concept of thermal conduction, convection and radiation
Describe the latent heat moisture
Cite the different thermodynamic properties of moist air
Understand the tables of properties
Interpret psychometric charts
Determine the various HVAC processes on the psychometric chart
Have a grasp on the protractor on the ASHRAE psychometric chart
Identify the several effects of altitude
Enumerate the different methods of specifying and measuring sound
Understand sound and vibration transmission
Determine the goals of ambient sound level design
Learn how to reduce sound and vibration transmission
Learn the basics of IAQ
Specify the different methods of providing acceptable IAQ
Cite the different design considerations for acceptable IAQ
Enumerate some ways of protecting outside air intakes
Establish the relationship between IAQ and energy conservati
Specify the various HVAC sustainable design approaches
Learn the concept of energy-efficiency compliance and indoor air quality compliance
Develop a heightened understanding in bridging the gap between energy efficiencies and IAQ requirement
Understand the basic statements, codes, definitions and design guides for smoke management systems
Know the atrium and mall smoke management design requirements
Be aware of the principle of zoned smoke management system
Cite the step-by-step design procedure for zoned smoke control
Give examples of zoned smoke management calculation
Conduct implementation and performance testing
Perform zoned smoke control systems test
Observe the necessary precautions in doing smoke machine or smoke bomb testing
a
Course Contents, Concepts and Issues
HVAC: SYSTEM DESIGN AND VALUE ENGINEERING (1)
Part 1 a HVAC Engineering Equations for Daily Use
Part 2 a HVAC Engineering Fundamentals (1)
Part 3 a HVAC Engineering Fundamentals (2)
Part 4 a Design Procedures: Load Calculations
Part 5 a Design Procedures: General Concepts for Equipment Selection
Part 6 a Design Procedures: Air Handling System
Part 7 a Design Procedures: Fluid Handling Systems
Part 8 a Design Procedures: Central Plants
Part 9 a Design Procedures: Automatic Controls
Chapter 10 a Equipment: Cooling
Part 11 a Equipment: Heating
Part 12 a Equipment: Air-Handling Systems
HVAC: SYSTEM DESIGN AND VALUE ENGINEERING
Part 13 a Electrical Features of HVAC Systems
Part 14 a Design, Documentations: Drawings and Specification
Chapter 16 a Technical Report Writing
Part 17 a Engineering Fundamentals: Fluid Mechanics
Chapter 18 a Engineering Fundamentals: Thermodynamics
Part 20 a Engineering Fundamentals: Psychometrics
Part 21 a Engineering Fundamentals: Sound and Vibration
Part 22 a Indoor Air Quality (IAQ)
Part 23 a Sustainable HVAC Systems
Part 24 a Smoke Management
Related Software Programs or Products: none
Related Awards, Degrees or Certifications: Postgraduate-Diploma
This is primarily ilt training
Course Level:executive
Duration:6 weeks
Training Presented in:English
Master's Degree Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Organisational and Human Resource Strategy Life Cycle
Programme For:
Organisational and Human Resource Strategy Life Cycle: Human Resource Strategy Formulation, Implementation and Review
Module 1 - Duration: 2 Days
UNDERSTANDING STRATEGY AND STRATEGIC RELATIONS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Strategy: A Definition;
The 5Ps of Strategy:
Strategy as a Plan
Strategy as a 'Ploy'
Strategy as a Pattern
Strategy as a Position
Strategy as a Perspective
The Strategy Process ;
Characteristics of Strategy;
Defining Strategic Management;
Understanding Strategic Decisions;
Implications of Strategic Decisions;
Levels of Strategy;
What is a Strategic Business Unit?;
Relating Strategy to an Organization s:
Mission
Vision
Goal
Objective
Strategic capability
Strategies
Business model
Control
The Corporate Strategy Model
Strategic Position;
What are Strategic Choices?
The concept of synergy;
The synergistic effect of strategic alliance;
Provide a succinct definition of strategy, that demonstrates it conceptual internalization;
Explain, with suitable examples, the 5Ps of Strategy, viz.:
Strategy as a Plan
Strategy as a 'Ploy'
Strategy as a Pattern
Strategy as a Position
Strategy as a Perspective
Exhibit a heightened understanding of the Strategy Process ;
Deconstruct Strategic Decisions, highlighting their major characteristics;
Explain the difference between strategy and strategic management, on the one hand, and operational management, on the other;
Provide a contextualized definition of a Strategic Business Unit (SBU);
Distinguish between differing organizational levels, in relation to management and decision-making;
Determine the differences in strategic priorities in relation to specific organizational levels viz. corporate, business, and operational;
Exhibit a heightened understanding of the Corporate Strategy Model ;
Understand the basic vocabulary of strategy, as used in different contexts;
Define, with own organization s examples, the issue of Strategic Position ;
Illustrate the factors influencing effective Strategic Choice;
Demonstrate a heightened awareness of the concept of synergy, in the context of effective organisational functioning;
Elucidate the contextual relationship between strategic alliance and 'synergistic gains'.
Module 2 - Duration: 1 Day
CONTEXTUALISING STRATEGY: EMPLOYING STRATEGIC ANALYTIC TOOLS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: The Organisation's Internal Environment;
Organisational Strengths;
Organisational Weaknesses;
The context of the External Uncontrollable Environment;
The Organisation's External Environment;
Opportunities available to the organisation;
Threats to organisational effectiveness;
The 'Internal-External Organisational Analysis Matrix';
Strengths - Weakness - Opportunities - Threats (SWOT) Analysis;
Managing SWOT through 'exploitation' and 'circumvention';
Understanding the Opportunities and Threats Posed by:
Political Factors;
Economic Factors;
Social Factors;
Technological Factors;
Environmental Factors;
Legal Factors.
Conducting a 'PESTEL Analysis';
Environmental Scanning, using Porter s Five Forces Analysis:
Supplier power
Buyer power
Competitive rivalry
Threat of substitution
Threat of new entry
Competitive Analysis, using Porter's Four Corner s Analysis:
Drivers
Current Strategy
Management Assumptions
Capabilities
Conducting Value Chain Analysis, using:
Company Mission
Industry Type, and
Value System
Using Early Warning Scans to effect Competitive Analysis, on the basis of:
Market definition
Open Systems
Filtering.
Predictive intelligence.
Communicating intelligence
Contingency planning.
A cyclical process.
Formulating Competitive Scenarios for War Game Simulations.
Conduct an internal organisational analysis;
Conduct a Strengths and Weaknesses Analysis;
Conduct an External Organisational Analysis;
Define the context of the External Uncontrollable Environment;
Determine their own organisation's External Environment;
Suggest the opportunities available to their own organisation;
Identify any threats that the external environment pose to their own organisation's effectiveness;
Create an 'Internal-External Organisational Analysis Matrix';
Conduct a full-scale 'Strengths - Weakness - Opportunities - Threats (SWOT) Analysis';
Manage SWOT through 'exploitation' and 'circumvention';
Demonstrate an understanding of the Opportunities and Threats Posed to their own organisation, by:
Political Factors;
Economic Factors;
Social Factors;
Technological Factors;
Environmental Factors;
Legal Factors.
Conduct a 'PESTEL Analysis';
Perform an 'Environmental Scan', using Porter s Five Forces Analysis:
Supplier power
Buyer power
Competitive rivalry
Threat of substitution
Threat of new entry
Conduct a 'Competitive Analysis', using Porter's Four Corner s Analysis:
Drivers
Current Strategy
Management Assumptions
Capabilities
Conduct a Value Chain Analysis, using:
Company Mission
Industry Type, and
Value System
Use an Early Warning Scans to effect Competitive Analysis, on the basis of:
Market definition
Open Systems
Filtering.
Predictive intelligence.
Communicating intelligence
Contingency planning.
A cyclical process.
Formulate Competitive Scenarios for War Game Simulations.
Module 3 - Duration: 1 Day
KEY SUCCESS FACTORS AND KEY PERFORMANCE INDICATORS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Introducing Organisational Success Factors
Definition of Success Factors
Popular Success Factor
A Model of Success Factors
Strategy as a Fundamental Success Factor
Concentrating Your Resources An Ancient Concept
The Fundamentals of Strategic Planning
Importance of The Defining Element
Developing a Strategy for Each New Goal
Adapting to The Changing Environment
Interrelationships with Other Success Factors
KEY PERFORMANCE INDICATOR
Introduction
Key Result Indicators
Performance and Result Indicators
Key Performance Indicators (KPIs)
Examples of KPIs
Categorization of KPIs
Identifying Indicators of Organisation
Key Components of KPIs
Starting with what you need to measure and monitor
Establishing current performance benchmark and target levels
Adding KPIs project control elements
Characteristics of a good KPIs
How to Implement KPIs
Benefits of KPIs
Management Models That Have a Profound Impact on KPIs
Exhibit an appreciation for the importance of the different success factors in the operation of the organization.
Understand the underlying concepts of Key Success Factors (KSFs).
Identify the different KSFs of their respective organisation/ business.
Determine what drives the business to succeed in the industry in which it is engaged.
Determine how the KSFs can help the organization achieve its goals and missions.
Ensure that the KSFs are correctly identified and pursued.
Exhibit their ability to determine which among the KSFs will work effectively for their organization/ business.
Formulate strategies to optimize the organisation s /business s performance.
Establish the fundamentals of strategic planning.
Suggest ways to adapt to a changing environment more efficiently.
Evaluate the efficiency of their organisation/ business operations.
Enumerate the various kinds of key result indicators.
Distinguish between performance and result indicators.
Demonstrate their understanding the underlying concepts of Key Performance Indicators (KPIs).
Determine how the performance of organizations, business units and their divisions, departments and employees are assessed through KPIs.
Give examples of KPIs.
Explain how KPIs help an organisation measure progress towards its goals.
Module 4: 1 Day
STRATEGIC HUMAN RESOURCE MANAGEMENT
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Distinction Between Personal Management And Human Resource Management
A Brief History Of Western Human Resource Management;
The Strategic Significance Of Human Resource Management;
Why Strategic Human Resource Management?;
Organisational Culture & Communication As Important Features Of Strategic Human; Resource Management;
Linking Organisational And Human Resource Strategies
Strategic Human Resource Management as a Way Of Thinking And Managing Organisation Resources;
The Relationship between Organisational Strategies and Structure;
Human Resource Challenges
Environmental Challenges
Individual Challenges
Organisational Challenges
Indicate the significant aspects in development of human resource management and personnel management
Determine the links between Organizational and Human Resource strategies.
Illustrate the significance of Strategic Human Resource
Distinguish between Personal Management and Human Resource Management
Relate the Brief History Of Western Human Resource Management.
explain the Strategic Significance Of Human Resource Management;
Suggest why Strategic Human Resource Management?
Defend the notion that Organisational Culture & Communication ia an Important Features of Strategic Human Resource Management
Link Organisational Strategies with Human Resource Strategies;
Suggest why Strategic Human Resource Management is regarded as a Way of Thinking and Managing Organisation Resources;
Define the relationship between Organisational Strategies and Structure;
Exhibit an awareness of Human Resource Challenges, incorporating:
Environmental Challenges
Individual Challenges
Organisational Challenges
Module 5 - Duration: 1 Day
DEVELOPING HUMAN RESOURCE STRATEGIES TO ENHANCE ORGANISATIONAL EFFECTIVENESS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Human Resource Strategies And Organisational Strategies Match
Fit Between Human Resource Strategies And The Environment
Fit Between Human Resource Strategies And General Organisational Characteristics
Fit Between Human Resource Strategies And Organisational Capabilities
Choosing Consistent And Appropriate Human Resource Tactics To Implement Human Resource Strategies
The Human Resource Department And Managers Forming An Essential Partnership
Relationship Between Strategic Management and Resource Management
Be able to link organisational and subsystem business strategy to training and development strategy;
Exhibit the ability to create a Human Resource Strategies and Organisational Strategies Match;
Develop a Fit Between Human Resource Strategies and the Environment;
Fit Between Human Resource Strategies and General Organisational Characteristics;
Practalise the Fit Between Human Resource Strategies And Organisational Capabilities;
Formulate a Consistent and Appropriate Human Resource Tactics To Implement Human Resource Strategies;
The Human Resource Department And Managers Forming An Essential Partnership;
Elucidate the Relationship Between Strategic Management and Resource Management;
Module 6 - Duration: 1 Day
STRATEGY DYNAMICS: PRODUCT LIFE CYCLE AND STRATEGY LIFE CYCLE
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: The Life Cycle Concept;
Product Life Cycle:
Infancy/ Inception
Growth
Maturity
Decline
Senility
Formulating and Adapting Organisational Strategies, in line with Product Life Cycle Stage;
Formulating and Adapting Human Resource Strategies in line with Product Life Cycle Stage, and in support of Organisational and Business Strategies;
'Mission Progress Evaluation (MPR)' as a 'Strategic Operational Review (SOR)';
Adapting Human Resource Strategy in support of possible Remedial Actions emanating from MPR/ SOR;
Explain the Life Cycle Concept in the light of their own organisational products and services;
Construct scenario of real-time products and services to illustrate life cycle stages of:
Infancy/ Inception
Growth
Maturity
Decline
Senility
Suggest possible strategic responses to the different life cycle stages;
Propose an effective Human Resource Strategy that supports particular life cycle factors;
Conduct a Mission Progress Evaluation of their organisation, taking account of External Environmental Factors;
Module 7 - Duration: 1 Day
ORGANISATIONAL AND HUMAN RESOURCE DOCUMENTS MANAGEMENT
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Techniques For Organisational and Human Resource Files, Records and Information:
Management
Classification
Retrieval
Appraisal
Preservation
Benefits of Organisational and Human Resource Documents Management
Compliance and confidentiality in the Organisation and HR Department
Systematic Processes For Organisational and Human Resource Files, Records and Information Retention and Disposal
Setting Strategic Priorities For Organisational and Human Resource Files, Records and Information Management
Writing Practical Policies, Procedures and Guidelines
Assessing and Developing Files, Records and Information Management Competencies
Devising a Sustainable Preservation Strategy for Paper and Electronic Human Resource Files, Records and Information
Understand the context of organisational and human resource files, records and information management
Determine how organisational and human resource document management streamlines the organisation and HR processes.
Utilize different techniques in terms of managing, classifying, retrieving, appraising and preserving the organisational and human resource documents and other information.
Ascertain the benefits of proper organisational and human resource documents management.
Employ systematic processes in retaining and disposing organisational and human resource files, records and information.
Explain the special requirements of organisational and human resource files, including confidentiality and privacy, retention and disposal issues
Explore strategies for managing personnel records and other HR documents in paper, electronic and in a mixed paper/ electronic environment
Review a range of strategies to enhance personnel records and HR documents management systems.
Module 8 - Duration: 1 Day
FUNDAMENTALS OF BUDGETING AND BALANCED SCORECARD
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Budgeting as a Controlling Mechanism
Budgeting and the Controlling of Organisational Resources
Resource Allocation
Costing and Cost-Benefit Analysis
Activity-Based Costing
Policy Planning and Budgeting Systems (PPBS)
Zero Base Budgeting
Paradigm-Based Budgeting
Process-Based Budgeting
Priority-Based Budgeting
Performance-Based Budgeting
Activity-Based Budgeting
Efficiency Gains
Responsibility Centres
Concepts
Objectives
Attributes
Types of Responsibility Centres
Revenue Centres
Cost Centres
Profit Centres
Investment Centres
Balanced Scorecard
Concept of Balanced Scorecard
Components/ Perspectives of Balanced Scorecard
Elements of Balanced Scorecard
Balanced Scorecard Process
Methodology
How Balanced Scorecard Help Execute Strategy
Implementation of Balanced Scorecard
Monitoring and Reviewing Balanced Scorecard
Excel Templates for Balanced Score Card
Identify the principles of budgeting.
Specify ways on how to control and allocate organisational resources as part of a sound budgeting system.
Indicate the different budgeting systems and differentiate one from the other.
Understand the underlying concept of the different responsibility centres.
Identify the objectives of responsibility centres.
Know when an organisational unit can be considered as a responsibility centre.
Enumerate the 4 types of responsibility centres according to the nature and control over the inputs and outputs.
Determine how the balanced scorecard can be applied in the organisation and HR department.
Specify the steps involved in using the Balanced Scorecard to create a strategy-oriented HR system.
Identify the key attributes of balanced scorecard.
Establish how balanced scorecard helps in the execution of organisational and HR strategy.
Develop Excel templates for balanced scorecard.
Draft an efficient balanced scorecard.
Implement balanced scorecard in
Realise the benefits of constructing and maintaining a good HR balanced scorecard.
Develop an excel templates for balanced scorecard.
Module 9 - Duration: 1 Day
HUMAN RESOURCE POLICY FORMULATION, IMPLEMENTATION AND REVIEW
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Developing HR Policies
Purposes of HR Policies
Policy Formation Process
Policy Formation Responsibility
Situational Analysis
Drafting of Policy Framework
Persons involved in the policy formation
Final Draft
Launch of HR Policy
Maintaining and Evaluation Process
Policy Categories
General Policy
Equal Opportunity and Employment Practices
Compensation
Employment Benefits
Training and Development
Termination of Employment
Regulatory Policy
Employee Assistance Practices
Succession Planning
Implementation of HR Policies and Common Deviation
Success Factor For HR Policy Implementation
HR Policy Review Process
Develop HR policies geared towards regulating the behavioural parameters of the organisation s work force.
Ascertain the importance of HR policies.
Exhibit a Knowledge of who are responsible for the formation of HR policies.
Employ an efficient situational analysis to devise good HR policies.
Draft a HR policy framework that is responsive to the needs of his/ her organisation s HR department.
Demonstrate their ability to maintain and evaluate the policy formation process.
Enumerate the different policy categories and formulate a policy for each category.
Develop different strategies for the proper implementation of HR Policies.
Demonstrate a heightened knowledge of some of the organisation s common deviation in the HR policy implementation and formulate ways to avoid these deviations.
Name the different success factors for HR policy implementation.
Conduct a sound HR Policy review to ensure the efficiency and proper implementation of the HR policies.
About The Training Provider: Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute - We offer a wide range of Postgraduate Courses, specifically designed to enhance the Employee Development and Continuous Professional Development (CPD) of Professionals and workers of all hierarchical levels within organisations. We maintain a viable presence in Construction, Government Organisations, Industrial Sub-Sectors, Banks, Commercial Institutions and Education, Internationally. A...
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