Human Resource Management A Comprehensive View

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Dynamics of Organisational Change Management
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Define Organisational Development (OD)
Determine how OD leads to Organisational Effectiveness
Discuss the Differing Perspectives in OD
Distinguish Micro-OD from Macro-OD
Explain OD Interventions
Determine OD Success
Demonstrate their awareness of the inevitability of organisational change.
Demonstrate the need for a proactive stance in relation to Organisational change.
Determine the factors, which contribute to workersa ™ resistance to change.
Suggest the efforts, which an organisation might employ to reduce workersa ™ resistance to change.
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.
Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
Trainer Training: Training the Trainers
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
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
Meet the objectives - 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
Use different internal sources of information to assess
Be equipped with the immediate and future training and development needs
Be capable of designing evaluation questionnaire for individual courses, training programmes, and presenters
Determine when training intervention is necessary
Link organisational and subsystem business strategy to training and development strategy
Position the training department within organisational corporate structure
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
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
Effectively manage a training department
Motivating Workers: Intrinsic and Extrinsic Rewards
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
1. By the conclusion of the specific learning & development activities, delegates will be able to:
2. Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
3. Distinguish between the different sets of motivation theories, notably content, process and reinforcement
4. Demonstrate their ability to translate motivation theory into practice
5. Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
6. Demonstrate their ability to formulate a comprehensive motivation strategy
7. Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps
8. Formulate a workable motivation strategy
9. Follow the common trends in the popular motivation theories.
10. Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
11. Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
12. Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
13. Illustrate how the contingency approach to motivation might be applied to different situations.
14. Indicate the part that training and development play in worker motivation.
15. Manage the process of motivation, taking account of socio cultural and economic differences.
16. Manage the motivation process, taking account of the differences in preferences and expectation of workers.
17. Apply the a equitya ™ theory to work situation from a a differentiation perspectivea ™, rather than an a equality perspectivea ™.
18. Demonstrate the need to balance the a individualista ™ and a collectivista ™ perspective to motivation.
Employee Resourcing: Recruitment and Selection
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Exhibit an understanding of the desirability of a limited turnover of staff.
Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation
Have designed ways of stabilizing staff turnover/ high turnover
Be aware of how personnel demand forecast (PDF) is conducted
Demonstrate their ability to conduct a human resource audit
Be aware of the non-conventional selection methods
Be able to conduct periodic and exit interviews
Demonstrate their ability to conduct job analysis
Be able to design job description and personnel specification for particular roles
Be able to weight a candidate assessment form, on the basis of job description and personnel specification
Be able to use candidate assessment form in short listing and interviews
Be able to conduct individual and panel interviews
Be capable of arriving at objective decisions in personnel
Selection
Be able to analyse education, training and development programmes
Be able to design an effective induction package.
Demonstrate an understanding of the legal bases of Employee Resourcing
Relate specific recruitment, selection, retention and exit issues to UK and European legislation
Cite Specific legislation and related cases relevant particular job design issues
Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees.
Demonstrate their ability to lead a recruitment and Selection team.
Be able to manage recruitment and selection within a a resourcing contexta ™.
Diversity Management: A Value-Added Inclusion
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Distinguish between equal opportunities and diversity management;
Demonstrate an understanding of the Equal Opportunities Legislation and its implications for organisational operation;
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, creativity & system flexibility;
Be aware of vital diversity factoids, useful to their organisationa ™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 a gender friendlya ™ work environment - manifest in a bias-free career & promotion system and reduction in work-family conflict;
Demonstrate their understanding of a sentiencea ™ 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 a resonationa ™;
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 a sentiencea ™;
Have applied their understanding of organisational diversity to promote a desirable level of cohesiveness, reducing the likelihood of a groupthinka ™;
Have demonstrated competence in a diversity counsellinga ™;
Have demonstrated expertise in a relationship managementa ™;
Have exhibited the ability to detect tendencies towards a sentiencea ™ 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.
Demonstrate exceptional leadership in the management of a diverse workforce.
Organisation Management: An Introduction
Module Objectives
By the end of the specified learning and development activities, participants will be able to:
Distinguish between formal & 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 a leadership strategya ™, 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
Be able to determine the factors that delegates should ascertain before delegating tasks
Be better able to determine the support that delegates should give to their delegates during their performance of the specified tasks
Managing Individual Performance
Module 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
Explain and evaluate the rationale for performance related pay
Related Software Programs or Products: None
Related Awards, Degrees or Certifications: Diploma - Postgraduate
Related Jobs or Careers: Human Resource Professionals Human Resource Managers Human Resource Specialists who need to expand their knowledge
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
on-line tutorialThis is an online tutorial
instructor led trainingThis class may be available at a classroom in London, London,
Course Level:executive
Duration:35 days
Training Presented in:English
Master's Degree Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource Management A Comprehensive View
Dynamics of Organisational Change Management
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Define Organisational Development (OD)
Determine how OD leads to Organisational Effectiveness
Discuss the Differing Perspectives in OD
Distinguish Micro-OD from Macro-OD
Explain OD Interventions
Determine OD Success
Demonstrate their awareness of the inevitability of organisational change.
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 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.
Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
Dynamics of Organisational Change Management
Module Contents, Concepts and Issues
Organisational Development
What is Organisational Development (OD)?
OD and Organisational Effectiveness:
Differing Perspectives
Micro-OD
Macro-OD
OD Interventions
Determining OD Success
Organisational Change Management
Change and Its Inevitability
Anticipating the Need for Change
Resistance to Change
Latent and Manifest
Change Management and Human Resources Implications
Pertinent Factors Associated With Change Implementation
Approaches to Change: Their Merits and Demerits
The Big Bang Approach
The Incremental Approach
Strategies for Effecting Change
Influence Change Strategies: When They Should Be Used Or Avoided.
Control Change Strategies: When They Should Be Used Or Avoided.
Communicating Organisational Change (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 (Organizational) and Individual Casualties
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
Trainer Training: Training the Trainers
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
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
Meet the objectives - 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
Use different internal sources of information to assess
Be equipped with the immediate and future training and development needs
Be capable of designing evaluation questionnaire for individual courses, training programmes, and presenters
Determine when training intervention is necessary
Link organisational and subsystem business strategy to training and development strategy
Position the training department within organisational corporate structure
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
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
Effectively manage a training department
Trainer Training: Training the Trainers
Module Contents, Concepts and Issues
Learning Theory
Learning and Memory
Learning and Application
Education Training and Development: A Distinction
Conditions Conducive To Learning and Memory
The Taxonomy of Educational Objectives
The Value of Varied Learning Experiences
Establishing Learning Objectives
Determining the Content of Training Programmes
Designing Delegate Activities, In Line With Established Objectives
Effective Oral Presentations
Designing Training Courses
Designing Ice-Breaker and Closure Activities
Creating an Ideal Setting
Designing Course Evaluation Questionnaires
Equipping the Training Room Within Budget
Learning Organisation: An Introduction
Learning Organisation and Organisational Learning
Training and Development Policy
Training Needs Analysis
Individual Training Needs Analysis
Group Training Needs Analysis
Corporate Training Needs Analysis
Determining the Appropriateness of Training Interventions
Aligning the Training Department within Existing Organisational Structure
Aligning Training Strategy with Subsystem and Organisational Strategy
Effective Training Commissioning
Managing the Training Department
Managing the Learning Environment
Organisational Training and Training Organisation
Contemporary Issues in Training and Development
Training Interventions
Formal Training Intervention
Informal Training Intervention
Tacit Learning
Aptitude Treatment Intervention (ATI)
The Role of the Internal Trainer
Training and Organisational Policy and Strategy
Motivating Workers: Intrinsic and Extrinsic Rewards
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
1. By the conclusion of the specific learning & development activities, delegates will be able to:
2. Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
3. Distinguish between the different sets of motivation theories, notably content, process and reinforcement
4. Demonstrate their ability to translate motivation theory into practice
5. Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
6. Demonstrate their ability to formulate a comprehensive motivation strategy
7. Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps
8. Formulate a workable motivation strategy
9. Follow the common trends in the popular motivation theories.
10. Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
11. Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
12. Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
13. Illustrate how the contingency approach to motivation might be applied to different situations.
14. Indicate the part that training and development play in worker motivation.
15. Manage the process of motivation, taking account of socio cultural and economic differences.
16. Manage the motivation process, taking account of the differences in preferences and expectation of workers.
17. Apply the equity theory to work situation from a differentiation perspective , rather than an equality perspective .
18. Demonstrate the need to balance the individualist and collectivist perspective to motivation.
Motivating Workers: Intrinsic and Extrinsic Rewards
Module Contents, Concepts and Issues
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
Employee Resourcing: Recruitment and Selection
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Exhibit an understanding of the desirability of a limited turnover of staff.
Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation
Have designed ways of stabilizing staff turnover/ high turnover
Be aware of how personnel demand forecast (PDF) is conducted
Demonstrate their ability to conduct a human resource audit
Be aware of the non-conventional selection methods
Be able to conduct periodic and exit interviews
Demonstrate their ability to conduct job analysis
Be able to design job description and personnel specification for particular roles
Be able to weight a candidate assessment form, on the basis of job description and personnel specification
Be able to use candidate assessment form in short listing and interviews
Be able to conduct individual and panel interviews
Be capable of arriving at objective decisions in personnel
Selection
Be able to analyse education, training and development programmes
Be able to design an effective induction package.
Demonstrate an understanding of the legal bases of Employee Resourcing
Relate specific recruitment, selection, retention and exit issues to UK and European legislation
Cite Specific legislation and related cases relevant particular job design issues
Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees.
Demonstrate their ability to lead a recruitment and Selection team.
Be able to manage recruitment and selection within a resourcing context .
Employee Resourcing: Recruitment and Selection
Module Contents, Concepts and Issues
Staff Turnover and Negative and Positive Impact On the Organisation
Levels of Individual Commitment of Potential and New Recruits
Moral Commitment
Remunerative Commitment
Calculative Commitment
Recruitment and Selection as a Resourcing Activity
Training, Education, Development as Facilities for New Recruits
The Importance of Human Resource Forecasts
Methods of Forecasting Human Resource Needs of the Organisation
Strategic Operational Review (SOR) As Prerequisite For Human Resource Forecasting
The Legal Bases of Recruitment and Selection
Job Design
Types of Job Design
Mechanistic Job Design
Biological Job Design
Motivational Job Design.
Perceptual Job Design
Importance of Human Resource Audit
Conducting Human Resource Audit
Periodic and Exit Interviews
Systematic Recruitment and Selection Process
Conducting Job Analysis
Designing Job Description
Designing Personnel Specification
Market Targeting
Designing and Placing Advertisement
Weighting and Using Candidate Assessment Form (CAF)
Non-Conventional Personnel Selection
The Value of Staff Induction
Organising an Induction Programme
Running an Induction Programme
Short Listing Candidates
Conducting Selection Interviews
The Value of and Problems of E-Recruitment
The Different Types and Levels of E-Recruitment
Conducting Periodic Interviews
Conducting Exit Interviews
Diversity Management: A Value-Added Inclusion
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Distinguish between equal opportunities and diversity management;
Demonstrate an understanding of the Equal Opportunities Legislation and its implications for organisational operation;
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, 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.
Demonstrate exceptional leadership in the management of a diverse workforce.
Diversity Management: A Value-Added Inclusion
Module Contents, Concepts and Issues
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
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 Cr che
Employment of Older People
Example of Organizations with Diversity-Enhanced Environments:
Wall Street Journal
Lockheed Martin Aeronautics Company
Clairol
Quaker Oats
IBM
Ciba-Geigy
Pacific Telesis
Mercedes Benz
Levi Strauss
Managing Cultural Differences: Promoting An Understanding Of Sensitivity Towards Differences Existing Among Workers, e. g. in:
Culture
Gender
Ethnicity
Race
Sexuality
Age
Disability
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
Organisation Management: An Introduction
Module Objectives
By the end of the specified learning and development activities, participants will be able to:
Distinguish between formal & 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
Be able to determine the factors that delegates should ascertain before delegating tasks
Be better able to determine the support that delegates should give to their delegates during their performance of the specified tasks
Organisation Management: An Introduction
Module Contents, Concepts and Issues
Fundamentals of Organisational Analysis
Introduction to Formal Organisations
Definition; Objectives Social and Business
Tasks
Division of Work/ Labour
Delegation
Responsibility
Accountability
Authority
Power;
Roles
Informal Organisations
Case Study Analysis
The Functions of Management: An Introduction
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
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
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 & 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
Managing Individual Performance
Module 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
Explain and evaluate the rationale for performance related pay
Managing Individual Performance
Module Contents, Concepts and Issues
Human Resource and Performance Management
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
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
Ranking
Paired Comparison
Self Appraisal
Critical Incident
Management by Objectives (MBO)
360 Degree Appraisal
The Appraisal Setting
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 Organisational 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 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)
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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