Human Resource Management HRM in the International Petroleum Oil and Gas Industry( Intensive Full Time)

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Contents of Course Programme for Human Resource Management in the
International Petroleum a Oil and Gas - Industry
Leading to Postgraduate Diploma in Human Resource Management in the
International Petroleum a Oil and Gas - Industry
Number Module Title Credit
091 Human Resource Management in the Oil and Gas Industry Double
156 Health and Safety Management in the Oil and Gas Industry Single
003 Training Trainers: Training for Trainers Single
004 Motivating Workers Single
006 Diversity Management Single
132. 1 Organisation Management: An Introduction Single
132. 6 Managing Individual Performance Single
030 Executive Leadership and High Performance Management Single
123 Key Success Factors (KSFs) and Key Performance Indicators (KPIs) in the Oil and gas Industry: Strategic Operational Survival Double
053 Effective Time Management Single
Programme Objectives
Human Resource Management in the Oil and Gas Industry
Module Objectives
Human Resource Management in the Oil and Gas Industry
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Discuss the different oil and gas conceptual and contextual explorations.
Explain the process involved in the horizontal, vertical and full integration activities, particularly:
Oil and gas exploration
Developing fields
Oil and gas production
Oil sands mining
Bitumen extraction
Liquefying gas by cooling (LNG)
LNG Regasification
Gas to liquid products (GTL) Conversion
Wind energy generation
Discuss the different downstream activities, specifically:
Re ning oil into fuels and lubricants
Petrochemicals production
Bio fuels development
Trading
Retail sales
CO2 emissions management
Supply and distribution
Business-to-business sales
Understand the governing principles in oil well lease.
Determine the applicable rules in long-term explicit contracts.
Ascertain how franchise agreements are drafted.
Learn the importance of joint ventures in the oil and gas industry.
Describe how facilities are co-located.
Cute the underlying concept of implicit contracts relying on firmsa ™ reputation.
Find out how geological research and oil exploration are conducted.
Be familiar with the basic drilling operation.
Differentiate natural vs. artificial lifts in oil and gas production.
Demonstrate a heightened understanding about coalbed methane drilling technology.
Specify the principles of gas processing.
Know the process in oil well drilling.
Be knowledgeable of spudding oil and gas wells.
Determine the process in oil and gas rig operation.
Determine the process offshore oil rig operation.
Determine accounting treatment in successful effort accounting.
Know how horizontal drilling is conducted.
Ascertain how oil and gas are marketed.
Explain the oil and gas production separator principles.
Discuss the concept of oil -water separator offshoring.
Explain the principles of amine sweetening.
Explain the production separator principles.
Explain the glycol dehydration principles.
Explain the emulsions and vertical heater treater principles.
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 the oil and gas industry.
Demonstrate an appreciation of the importance of welfare in the development of personnel management and human resource management within the oil and gas industry.
Relate the part played by Cadburys Rowntree in the development of personnel management and human resource management.
Manage the strategic role of HRM within the oil and gas industry.
Illustrate the difference between the Hard approach to HRM and Soft approach to HRM, focusing on the oil and gas sector.
Suggest the importance of human resource planning in organisation management within the oil and gas industry.
Illustrate the significance of effective human resource within the oil and gas industry.
Determine the links between corporate planning and human resource planning within the oil and gas industry.
Indicate how human resource planning can support business systems within the oil and gas industry.
Determine when there is a need to review an organization human resource plans within the oil and gas industry
Determine the factors influencing human resource planning.
Demonstrate their understanding of the importance of employee Resourcing in an oil and gas organisational context
Demonstrate their understanding of the different employee resourcing strategy that might be employed within the oil and gas industry
Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy, with specific reference to the oil and gas industry
Draw a parallel between material and facilities Resourcing and people Resourcing, from the standpoint of organisational effectiveness within the oil and gas industry
Defend the strategic importance of employee Resourcing within the oil and gas industry
Link employee Resourcing with business and organisational development within the oil and gas industry
Devise an effective employee Resourcing strategy.
Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective within the oil and gas industry.
Suggest what Numerical Flexibility means within the oil and gas industry
Indicate the benefits of functional flexibility of workers and managers within the oil and gas industry
Indicate the relationship between Temporal Flexibility and Financial Flexibility within the oil and gas industry.
Decide what workers or managers are likely to gain from Geographical Flexibility within the oil and gas industry.
Exhibit an understanding of the desirability of a limited turnover of staff.
Demonstrate their ability to determine the type of commitment that motivates 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.
Conduct periodic and exit interviews.
Demonstrate their ability to conduct job analysis.
Design job description and personnel specification for particular roles.
Weight a candidate assessment form, on the basis of job description and personnel specification.
Use candidate assessment form in short listing and Interviews.
Conduct individual and panel interviews.
Be capable of arriving at objective decisions in personnel Selection.
Analyse education, training and development programmes.
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 ™.
Health and Safety Management in the Oil and Gas Industry
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Know the Health and Safety Executive (HSE) Offshore Statistics in terms of
Hydrocarbon Releases (HCRS) 5
Fatal and Major Injuries to Offshore Workers
Types of Accidents
Over- 3-Day Injuries to Offshore Workers
Dangerous Occurrences Offshore
Incidence of Ill Health to Workers Offshore
Know the safety regulation and monitoring system of the following health and safety Institution
American Petroleum Institute: Environmental Health & Safety
Fire and Blast Information Group
National Offshore Petroleum Safety Authority
OSHA Oil and Gas Well Drilling and Servicing Worksafe BC Health & Safety Centre for Petroleum
Health and Safety Executive (HSE)
Petroleum Industry's Annual Safety Seminar
Specify the functions of safety release valves and ruptured disc.
Explain how Pressure Safety Valve (PSV) are operated and tested.
Be familiar with gaswell blowouts.
Discuss the principle of Hydrogen Sulfide in relation to workera ™s safety.
Gain familiarity of Blow-Out Preventers (BOP)
Recognise the new generation BOPs
Know how to deal with BOPa ™s malfunctioning.
Analyse BP oil disaster.
Describe the facets of ergonomics in the workplace.
Define ergonomics.
Indicate the role of Health and Safety Executives (HSE) in adopting proper ergonomics in the workplace.
Identify the different human factor and their business benefits
Enumerate the different job designs and differentiate one form the other.
Design safety features in the into workplace machines
Learn how ergonomics helps prevent Musculoskeletal Disorders (MDS)
Explain the concept of ergonomic risk analysis
Illustrate how the different ergonomic job analysis tools are conducted.
Enumerate the different sources of economic hazards
Be familiar with the various health and toxic substances which can be acquired in the workplace and identify the effect of each.
Identify the ways of controlling the environment and disturbing noise in the workplace.
Enumerate the different flammable and explosive materials in the workplace and suggest ways to avoid accident.
List the different personal protection equipment and first aid
Know how to conduct protection need assessment
Explain the concept of Personal Protective Equipment (PPE) Training and give its importance, particularly in the following areas:
Hearing protection
Eye and face protection
Respiratory protection
Confined space entry
Head protection
Learn the other personal protective equipment
Training Trainer: Training for Trainers in the Oil and Gas Industry
Module Objectives
By the conclusion of the specific learning & development activities, delegates will be able to:
Be able to position the training department within organisational corporate structure
Be able to design appropriate in-course evaluation
Design appropriate assessments and assessment strategy of award-bearing components of training programmes.
Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation
Be able to incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses
Demonstrate exceptional leadership in the management of the learning environment
Effectively manage commissioning relationships
Effectively manage a training department
Motivating Workers of Oil and Gas Industry
Module Objectives
By the conclusion of the specific learning & development activities, delegates will be able to:
Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
Distinguish between the different sets of motivation theories, notably content, process and reinforcement
Demonstrate their ability to translate motivation theory into practice
Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
Demonstrate their ability to formulate a comprehensive motivation strategy
Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps
Formulate a workable motivation strategy
Follow the common trends in the popular motivation theories.
Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
Illustrate how the contingency approach to motivation might be applied to different situations.
Indicate the part that training and development play in worker motivation.
Manage the process of motivation, taking account of socio cultural and economic differences.
Manage the motivation process, taking account of the differences in preferences and expectation of workers.
Apply the a equitya ™ theory to work situation from a a differentiation perspectivea ™, rather than an a equality perspectivea ™.
Demonstrate the need to balance the a individualista ™ and a collectivista ™ perspective to motivation.
Diversity Management within the Oil and Gas Industry
Module Objectives
By the conclusion of the specific learning & 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 within the Oil and Gas Industry
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 effective ness 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 Pay (PRP)
Executive Leadership and High Performance Management within the Oil and Gas Industry
Module Objectives
By the end of the specified learning and development activities, delegates will be able to:
Distinguish between groups and mere aggregations
Suggest the difference in interpretation of groups and teams
Demonstrate your understanding of the social and psychological relevance of the stages of
formation of a group
Distinguish between task forces, committees, command groups and boards
Suggest how informal groups might be empowered to enhance organisational effectiveness
Distinguish between the concepts of a leadera ™ and a managerial leadera ™
Demonstrate their understanding of at least 2 approaches to leadership
Demonstrate their understanding of the relationship between fieldera ™s situational model &
McGregora ™s Theory a Xa ™ & Theory a Ya ™ leadership styles
Plot the relationship between managers with high & low least preferred co-worker (LPC),
characteristics, respectively
Demonstrate their understanding of the High and Low LPC Leadersa ™ degree of behavioural control over their subordinates, respectively
Explain the relationship between the a goal-path modela ™ of leadership & the expectancy theory of motivation
Suggest problems with equalities or traits approaches
Explain a Persona ™ or a Consideration Orienteda ™ leaders and their relationship with employee satisfaction and subsequent staff turn over level Point to specific empirical research supporting the relationship between participative leadership behaviour and organisational effectiveness
Provide at least three alternative phrases for the concept of high performance teams
Illustrate the value of high performance teams in enhancing organisational development
Explain the motivation behind the excellence of high performance teams
Illustrate how their organisations can benefit from high performance teams
Demonstrate an understanding of the relationship between high performance teams and a Risky Shiftsa ™ and the measures that might be implemented to avert the negative consequence that is likely to ensue
Illustrate how the issue of added-value might be instilled by high performance teams
Discuss the positive effect of high performance teams to the enhancement of a Organisational
Learninga ™ and a Learning Organisationa ™
Demonstrate a positive perception of the value of a learning organisation to co-operate effectiveness
Design a strategy for the initiation development launching empowerment and support of high performance teams in their organisations
Use case examples to illustrate the need for culturing the appropriate leadership styles and
strategies that are conducive to the sustainability of high performance teams in their organisations
List the different stages of operational control
Suggest the most appropriate operational stage that is supportive of the continuance of high productivity in high performance teams
Determine the importance of training and development in the a culturinga ™ of high performance teams
Illustrate the importance of membersa ™ understanding of team dynamics for effecting their team building and maintenance roles
Demonstrate an understanding of the importance of inter-personal skills in the continuing performance of autonomous work teams
Indicate the function of communication as a medium of the transmission of values and role relationships in autonomous work teams
Suggest how effective conflict management might enhance the lifespan of high productivity teams
Demonstrate the ability to place equity in the context of organisational reward
Demonstrate and understanding of the place of equity in the functioning of high productivity teams
Illustrate the role of the internal and external Organisational Development Consultant (OD) in supporting the development maintenance and crisis management of high performance teams
Key Success Factors (KSFs) and Key Performance Indicators (KPIs) in the Oil and Gas Industry: Strategic Operational Survival
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Appreciate the importance of the different success factors in the operation of the organization.
Understand the underlying concepts of Key Success Factors (KSF).
Identify the different KSF of their respective organisation/ business.
Find out what drives the business to success in the industry in which it is engaged.
Determine how the KSF can help the organization achieve its goals and missions.
Ensure that the KSF 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 organisationa ™s/ businessa ™s performance.
Learn the fundamentals of strategic planning.
Devise an effective strategic plan.
Identity the different core values.
Indicate the relationship between the key success factors being employed and the existing core values in the organisation.
Create a challenging mission for the organisation.
Set a few key goals.
Develop a strategy for each new goal.
Be familiar with the concept of living systems perspective.
Know the importance of abundant communication.
Propose ideas on how to improve the communication process of the organisation.
Establish the importance of learning.
Suggest ways on how to adapt to changing environment more efficiently.
Establish the interrelationship among the different key success factors.
Determine how the worlda ™s greatest managers handle their jobs.
Ascertain the different living systems approach to people.
Recommend some strategies for effective marketing.
Address key issues associated with marketing.
Demonstrate their ability in marketing for a small business.
Enumerate the different approaches to marketing.
Evaluate the efficiency of their organisation/ business operations.
Learn the proper use of the organisationa ™s/ businessa ™s finances and facilities.
Ascertain how to integrate the key success factors with a total success system.
Enumerate the various kinds of key result indicators.
Distinguish performance and result indicators.
Understand the underlying concept of Key Performance Indicator (KPI).
Determine how the performances of organizations, business units and their divisions, departments and employees are assessed through KPI.
Give examples of KPI.
Explain how KPI helps an organisation measure progress towards its goals.
Measure the performance of the organisation/ business.
Design KPI for their organisation/ business.
Evaluate the effectiveness of the KPI of their organisation/ business.
Demonstrate the ability to choose the correct KPI for their organisation/ business.
Formulate efficient techniques to assess the present state of the organisation/ business and its key activities.
Identify the indicators of organisation/ business.
Ensure proper compliance with the key components of KPI.
Describe the characteristics of a good KPI.
Differentiate good KPI from a bad KPI.
Carry out the correct process for the implementation of KPI.
Indicate the benefits of KPI to the organisation/ business.
Be familiar with the management models that have a profound impact on KPIs.
Establish the relationship of KPI to other related management tools.
Determine the four foundation stones which guide the development and use of KPIs.
Engineer the organisationa ™s vision, mission and strategy.
Observe the step-by-step process in developing and using KPIs.
Distinguish KPI from Critical Success Factor (CSF).
Identify the different types of CSF.
Enumerate the key sources of CSF.
Guarantee proper compliance of CSF methods.
Incorporate CSF in strategic and business planning.
Give examples of CSF.
Effective Time Management
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Determine how efficient time management increases work effectiveness and productivity.
Develop a personal approach in using your time in the most productive way
Implement techniques for minimising disruptions.
Understand the underlying principles of a timea in an organisational wide context
Appreciate the importance of time management
Know the difference between being a busya and a productivea
Identify time wasters and adopt strategies for eliminating them
Make use of the different time management tools to increase their work effectiveness and productivity.
Develop ways to maximise their personal effectiveness.
Understand the difference between important and urgent activities/ works.
Learn how to diffuse the impact of others.
Adopt appropriate strategies for dealing with interruptions.
Learn how to handle interruptions constructively.
Learn how assert themselves politely and calmly.
Know how to refuse unreasonable requests in the proper manner.
Specify and explain the four Da ™s in time management.
Use effective delegation techniques at the workplace.
Decide which items can be delegated
Adopt effective delegation techniques.
Know how to properly delegate task.
Relate the concept of Maslowa ™s Hierarchy of Needs with effective time management.
Explain the pickle jar theory
Apply the Pareto Principle (80/ 20 rule) to time management issues.
Explain the concept of Eisenhower method.
Discuss POSEC Method in relation to time management.
Recognise the variety of causes of procrastination and apply relevant techniques to overcome them.
Identify time bandits and devise strategies for dealing with them.
Understand the concept of multitasking.
Suggest ways to manage multiple tasks.
Meet tight deadlines with time to spare.
Beat work related stress.
Gain a balance between professional goals and personal time.
Devise ways to avoiding time crunches.
Formulate strategies in handling unexpected job emergencies.
Enumerate the benefits of effective time management.
Specify the effects of poor time management.
Ascertain their respective goals/ objectives.
Realise the importance of goals.
Develop useful techniques for setting and achieving goals.
Determine how goal setting can lead to proper time management.
Set realistic goals through SMART method.
Identify their professional goals and personal time.
Name the different planning tools.
Devise their personal planner.
Develop your own individualised plan of action. to maximise their use of time.
Use practical techniques for organising work.
Handle e-mails, task and calendar systematically.
Manage information flow and retrieval process.
Deal with information overload.
Devise an organized and systematic schedule and handle it properly.
Develop their personal a To-Do List.a
Explain the concept of batching technique and its relationship to time management.
Learn how to utilize their gap times.
Manage projects in a systematic way.
Adopt an effective follow-up system in the workplace.
Develop and maintain a good time management habit.
Plan to make the best use of the time available through the art of effective scheduling.
Learn the step-by-step process in making effective schedule.
Understand the underlying concept of the prioritisation grid.
Prioritise a urgenta ™ and a importanta ™ activities.
Explain the time management matrix.
Develop their personal ABC123 prioritised planning.
Learn how to prioritise using decision matrices.
Learn how to maintain their responsibility.
Know how most managers apportioned their time.
Enumerate the different time management tips for managers.
Manage resources more efficiently.
Conduct an efficient workload analysis.
Learn how to manage their workloads more effectively.
Ascertain how to work with disorganised colleagues.
Specify and explain the four Da ™s in time management.
Use effective delegation techniques at the workplace.
Decide which items can be delegated
Adopt effective delegation techniques.
Know how to properly delegate task.
Create an effective agenda that will keep the meeting on the track
Realise the importance of agenda
Specify the steps for running productive and effective meeting
Distinguish groupthink from teamthink
Reduce time spent in meetings yet contribute more effectively
Identify the different meeting menaces and learn how to deal with them
Ascertain the possible causes and effects of meeting mismanagement
Solve problems through the trading game scenario.
Related Software Programs or Products: None
Related Awards, Degrees or Certifications: Postgraduate-Diploma
Related Jobs or Careers: Executives from the Oil and Gas Industry Senior Managers from Oil and Gas Industry Human Resource Professionals
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
instructor led trainingThis class may be available at a classroom in London, London,
Course Level:executive
Duration:3 months
Training Presented in:English
Master's Degree Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource Management HRM in the International Petroleum Oil and Gas Industry( Intensive Full Time)
Contents of Course Programme for Human Resource Management in the
International Petroleum Oil and Gas - Industry
Leading to Postgraduate Diploma in Human Resource Management in the
International Petroleum Oil and Gas - Industry
Number Module Title Credit
091 Human Resource Management in the Oil and Gas Industry Double
156 Health and Safety Management in the Oil and Gas Industry Single
003 Training Trainers: Training for Trainers Single
004 Motivating Workers Single
006 Diversity Management Single
132. 1 Organisation Management: An Introduction Single
132. 6 Managing Individual Performance Single
030 Executive Leadership and High Performance Management Single
123 Key Success Factors (KSFs) and Key Performance Indicators (KPIs) in the Oil and gas Industry: Strategic Operational Survival Double
053 Effective Time Management Single
Programme Objectives
Human Resource Management in the Oil and Gas Industry
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Discuss the different oil and gas conceptual and contextual explorations.
Explain the process involved in the horizontal, vertical and full integration activities, particularly:
Oil and gas exploration
Developing fields
Oil and gas production
Oil sands mining
Bitumen extraction
Liquefying gas by cooling (LNG)
LNG Regasification
Gas to liquid products (GTL) Conversion
Wind energy generation
Discuss the different downstream activities, specifically:
Re ning oil into fuels and lubricants
Petrochemicals production
Bio fuels development
Trading
Retail sales
CO2 emissions management
Supply and distribution
Business-to-business sales
Understand the governing principles in oil well lease.
Determine the applicable rules in long-term explicit contracts.
Ascertain how franchise agreements are drafted.
Learn the importance of joint ventures in the oil and gas industry.
Describe how facilities are co-located.
Cute the underlying concept of implicit contracts relying on firms reputation.
Find out how geological research and oil exploration are conducted.
Be familiar with the basic drilling operation.
Differentiate natural vs. artificial lifts in oil and gas production.
Demonstrate a heightened understanding about coalbed methane drilling technology.
Specify the principles of gas processing.
Know the process in oil well drilling.
Be knowledgeable of spudding oil and gas wells.
Determine the process in oil and gas rig operation.
Determine the process offshore oil rig operation.
Determine accounting treatment in successful effort accounting.
Know how horizontal drilling is conducted.
Ascertain how oil and gas are marketed.
Explain the oil and gas production separator principles.
Discuss the concept of oil -water separator offshoring.
Explain the principles of amine sweetening.
Explain the production separator principles.
Explain the glycol dehydration principles.
Explain the emulsions and vertical heater treater principles.
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 the oil and gas industry.
Demonstrate an appreciation of the importance of welfare in the development of personnel management and human resource management within the oil and gas industry.
Relate the part played by Cadburys Rowntree in the development of personnel management and human resource management.
Manage the strategic role of HRM within the oil and gas industry.
Illustrate the difference between the Hard approach to HRM and Soft approach to HRM, focusing on the oil and gas sector.
Suggest the importance of human resource planning in organisation management within the oil and gas industry.
Illustrate the significance of effective human resource within the oil and gas industry.
Determine the links between corporate planning and human resource planning within the oil and gas industry.
Indicate how human resource planning can support business systems within the oil and gas industry.
Determine when there is a need to review an organization human resource plans within the oil and gas industry
Determine the factors influencing human resource planning.
Demonstrate their understanding of the importance of employee Resourcing in an oil and gas organisational context
Demonstrate their understanding of the different employee resourcing strategy that might be employed within the oil and gas industry
Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy, with specific reference to the oil and gas industry
Draw a parallel between material and facilities Resourcing and people Resourcing, from the standpoint of organisational effectiveness within the oil and gas industry
Defend the strategic importance of employee Resourcing within the oil and gas industry
Link employee Resourcing with business and organisational development within the oil and gas industry
Devise an effective employee Resourcing strategy.
Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective within the oil and gas industry.
Suggest what Numerical Flexibility means within the oil and gas industry
Indicate the benefits of functional flexibility of workers and managers within the oil and gas industry
Indicate the relationship between Temporal Flexibility and Financial Flexibility within the oil and gas industry.
Decide what workers or managers are likely to gain from Geographical Flexibility within the oil and gas industry.
Exhibit an understanding of the desirability of a limited turnover of staff.
Demonstrate their ability to determine the type of commitment that motivates 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.
Conduct periodic and exit interviews.
Demonstrate their ability to conduct job analysis.
Design job description and personnel specification for particular roles.
Weight a candidate assessment form, on the basis of job description and personnel specification.
Use candidate assessment form in short listing and Interviews.
Conduct individual and panel interviews.
Be capable of arriving at objective decisions in personnel Selection.
Analyse education, training and development programmes.
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 .
Health and Safety Management in the Oil and Gas Industry
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Know the Health and Safety Executive (HSE) Offshore Statistics in terms of
Hydrocarbon Releases (HCRS) 5
Fatal and Major Injuries to Offshore Workers
Types of Accidents
Over- 3-Day Injuries to Offshore Workers
Dangerous Occurrences Offshore
Incidence of Ill Health to Workers Offshore
Know the safety regulation and monitoring system of the following health and safety Institution
American Petroleum Institute: Environmental Health & Safety
Fire and Blast Information Group
National Offshore Petroleum Safety Authority
OSHA Oil and Gas Well Drilling and Servicing Worksafe BC Health & Safety Centre for Petroleum
Health and Safety Executive (HSE)
Petroleum Industry's Annual Safety Seminar
Specify the functions of safety release valves and ruptured disc.
Explain how Pressure Safety Valve (PSV) are operated and tested.
Be familiar with gaswell blowouts.
Discuss the principle of Hydrogen Sulfide in relation to worker s safety.
Gain familiarity of Blow-Out Preventers (BOP)
Recognise the new generation BOPs
Know how to deal with BOP s malfunctioning.
Analyse BP oil disaster.
Describe the facets of ergonomics in the workplace.
Define ergonomics.
Indicate the role of Health and Safety Executives (HSE) in adopting proper ergonomics in the workplace.
Identify the different human factor and their business benefits
Enumerate the different job designs and differentiate one form the other.
Design safety features in the into workplace machines
Learn how ergonomics helps prevent Musculoskeletal Disorders (MDS)
Explain the concept of ergonomic risk analysis
Illustrate how the different ergonomic job analysis tools are conducted.
Enumerate the different sources of economic hazards
Be familiar with the various health and toxic substances which can be acquired in the workplace and identify the effect of each.
Identify the ways of controlling the environment and disturbing noise in the workplace.
Enumerate the different flammable and explosive materials in the workplace and suggest ways to avoid accident.
List the different personal protection equipment and first aid
Know how to conduct protection need assessment
Explain the concept of Personal Protective Equipment (PPE) Training and give its importance, particularly in the following areas:
Hearing protection
Eye and face protection
Respiratory protection
Confined space entry
Head protection
Learn the other personal protective equipment
Training Trainer: Training for Trainers in the Oil and Gas Industry
Module Objectives
By the conclusion of the specific learning & development activities, delegates will be able to:
Be able to position the training department within organisational corporate structure
Be able to design appropriate in-course evaluation
Design appropriate assessments and assessment strategy of award-bearing components of training programmes.
Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation
Be able to incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses
Demonstrate exceptional leadership in the management of the learning environment
Effectively manage commissioning relationships
Effectively manage a training department
Motivating Workers of Oil and Gas Industry
Module Objectives
By the conclusion of the specific learning & development activities, delegates will be able to:
Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
Distinguish between the different sets of motivation theories, notably content, process and reinforcement
Demonstrate their ability to translate motivation theory into practice
Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
Demonstrate their ability to formulate a comprehensive motivation strategy
Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps
Formulate a workable motivation strategy
Follow the common trends in the popular motivation theories.
Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
Illustrate how the contingency approach to motivation might be applied to different situations.
Indicate the part that training and development play in worker motivation.
Manage the process of motivation, taking account of socio cultural and economic differences.
Manage the motivation process, taking account of the differences in preferences and expectation of workers.
Apply the equity theory to work situation from a differentiation perspective , rather than an equality perspective .
Demonstrate the need to balance the individualist and collectivist perspective to motivation.
Diversity Management within the Oil and Gas Industry
Module Objectives
By the conclusion of the specific learning & 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.
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
Managing Individual Performance within the Oil and Gas Industry
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 effective ness 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
Executive Leadership and High Performance Management within the Oil and Gas Industry
Module Objectives
By the end of the specified learning and development activities, delegates will be able to:
Distinguish between groups and mere aggregations
Suggest the difference in interpretation of groups and teams
Demonstrate your understanding of the social and psychological relevance of the stages of
formation of a group
Distinguish between task forces, committees, command groups and boards
Suggest how informal groups might be empowered to enhance organisational effectiveness
Distinguish between the concepts of leader and managerial leader
Demonstrate their understanding of at least 2 approaches to leadership
Demonstrate their understanding of the relationship between fielder s situational model &
McGregor s Theory X & Theory Y leadership styles
Plot the relationship between managers with high & low least preferred co-worker (LPC),
characteristics, respectively
Demonstrate their understanding of the High and Low LPC Leaders degree of behavioural control over their subordinates, respectively
Explain the relationship between the goal-path model of leadership & the expectancy theory of motivation
Suggest problems with equalities or traits approaches
Explain Person or Consideration Oriented leaders and their relationship with employee satisfaction and subsequent staff turn over level Point to specific empirical research supporting the relationship between participative leadership behaviour and organisational effectiveness
Provide at least three alternative phrases for the concept of high performance teams
Illustrate the value of high performance teams in enhancing organisational development
Explain the motivation behind the excellence of high performance teams
Illustrate how their organisations can benefit from high performance teams
Demonstrate an understanding of the relationship between high performance teams and Risky Shifts and the measures that might be implemented to avert the negative consequence that is likely to ensue
Illustrate how the issue of added-value might be instilled by high performance teams
Discuss the positive effect of high performance teams to the enhancement of Organisational
Learning and Learning Organisation
Demonstrate a positive perception of the value of a learning organisation to co-operate effectiveness
Design a strategy for the initiation development launching empowerment and support of high performance teams in their organisations
Use case examples to illustrate the need for culturing the appropriate leadership styles and
strategies that are conducive to the sustainability of high performance teams in their organisations
List the different stages of operational control
Suggest the most appropriate operational stage that is supportive of the continuance of high productivity in high performance teams
Determine the importance of training and development in the culturing of high performance teams
Illustrate the importance of members understanding of team dynamics for effecting their team building and maintenance roles
Demonstrate an understanding of the importance of inter-personal skills in the continuing performance of autonomous work teams
Indicate the function of communication as a medium of the transmission of values and role relationships in autonomous work teams
Suggest how effective conflict management might enhance the lifespan of high productivity teams
Demonstrate the ability to place equity in the context of organisational reward
Demonstrate and understanding of the place of equity in the functioning of high productivity teams
Illustrate the role of the internal and external Organisational Development Consultant (OD) in supporting the development maintenance and crisis management of high performance teams
Key Success Factors (KSFs) and Key Performance Indicators (KPIs) in the Oil and Gas Industry: Strategic Operational Survival
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Appreciate the importance of the different success factors in the operation of the organization.
Understand the underlying concepts of Key Success Factors (KSF).
Identify the different KSF of their respective organisation/ business.
Find out what drives the business to success in the industry in which it is engaged.
Determine how the KSF can help the organization achieve its goals and missions.
Ensure that the KSF 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.
Learn the fundamentals of strategic planning.
Devise an effective strategic plan.
Identity the different core values.
Indicate the relationship between the key success factors being employed and the existing core values in the organisation.
Create a challenging mission for the organisation.
Set a few key goals.
Develop a strategy for each new goal.
Be familiar with the concept of living systems perspective.
Know the importance of abundant communication.
Propose ideas on how to improve the communication process of the organisation.
Establish the importance of learning.
Suggest ways on how to adapt to changing environment more efficiently.
Establish the interrelationship among the different key success factors.
Determine how the world s greatest managers handle their jobs.
Ascertain the different living systems approach to people.
Recommend some strategies for effective marketing.
Address key issues associated with marketing.
Demonstrate their ability in marketing for a small business.
Enumerate the different approaches to marketing.
Evaluate the efficiency of their organisation/ business operations.
Learn the proper use of the organisation s/ business s finances and facilities.
Ascertain how to integrate the key success factors with a total success system.
Enumerate the various kinds of key result indicators.
Distinguish performance and result indicators.
Understand the underlying concept of Key Performance Indicator (KPI).
Determine how the performances of organizations, business units and their divisions, departments and employees are assessed through KPI.
Give examples of KPI.
Explain how KPI helps an organisation measure progress towards its goals.
Measure the performance of the organisation/ business.
Design KPI for their organisation/ business.
Evaluate the effectiveness of the KPI of their organisation/ business.
Demonstrate the ability to choose the correct KPI for their organisation/ business.
Formulate efficient techniques to assess the present state of the organisation/ business and its key activities.
Identify the indicators of organisation/ business.
Ensure proper compliance with the key components of KPI.
Describe the characteristics of a good KPI.
Differentiate good KPI from a bad KPI.
Carry out the correct process for the implementation of KPI.
Indicate the benefits of KPI to the organisation/ business.
Be familiar with the management models that have a profound impact on KPIs.
Establish the relationship of KPI to other related management tools.
Determine the four foundation stones which guide the development and use of KPIs.
Engineer the organisation s vision, mission and strategy.
Observe the step-by-step process in developing and using KPIs.
Distinguish KPI from Critical Success Factor (CSF).
Identify the different types of CSF.
Enumerate the key sources of CSF.
Guarantee proper compliance of CSF methods.
Incorporate CSF in strategic and business planning.
Give examples of CSF.
Effective Time Management
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Determine how efficient time management increases work effectiveness and productivity.
Develop a personal approach in using your time in the most productive way
Implement techniques for minimising disruptions.
Understand the underlying principles of time in an organisational wide context
Appreciate the importance of time management
Know the difference between being busy and productive
Identify time wasters and adopt strategies for eliminating them
Make use of the different time management tools to increase their work effectiveness and productivity.
Develop ways to maximise their personal effectiveness.
Understand the difference between important and urgent activities/ works.
Learn how to diffuse the impact of others.
Adopt appropriate strategies for dealing with interruptions.
Learn how to handle interruptions constructively.
Learn how assert themselves politely and calmly.
Know how to refuse unreasonable requests in the proper manner.
Specify and explain the four D s in time management.
Use effective delegation techniques at the workplace.
Decide which items can be delegated
Adopt effective delegation techniques.
Know how to properly delegate task.
Relate the concept of Maslow s Hierarchy of Needs with effective time management.
Explain the pickle jar theory
Apply the Pareto Principle (80/ 20 rule) to time management issues.
Explain the concept of Eisenhower method.
Discuss POSEC Method in relation to time management.
Recognise the variety of causes of procrastination and apply relevant techniques to overcome them.
Identify time bandits and devise strategies for dealing with them.
Understand the concept of multitasking.
Suggest ways to manage multiple tasks.
Meet tight deadlines with time to spare.
Beat work related stress.
Gain a balance between professional goals and personal time.
Devise ways to avoiding time crunches.
Formulate strategies in handling unexpected job emergencies.
Enumerate the benefits of effective time management.
Specify the effects of poor time management.
Ascertain their respective goals/ objectives.
Realise the importance of goals.
Develop useful techniques for setting and achieving goals.
Determine how goal setting can lead to proper time management.
Set realistic goals through SMART method.
Identify their professional goals and personal time.
Name the different planning tools.
Devise their personal planner.
Develop your own individualised plan of action. to maximise their use of time.
Use practical techniques for organising work.
Handle e-mails, task and calendar systematically.
Manage information flow and retrieval process.
Deal with information overload.
Devise an organized and systematic schedule and handle it properly.
Develop their personal To-Do List.
Explain the concept of batching technique and its relationship to time management.
Learn how to utilize their gap times.
Manage projects in a systematic way.
Adopt an effective follow-up system in the workplace.
Develop and maintain a good time management habit.
Plan to make the best use of the time available through the art of effective scheduling.
Learn the step-by-step process in making effective schedule.
Understand the underlying concept of the prioritisation grid.
Prioritise urgent and important activities.
Explain the time management matrix.
Develop their personal ABC123 prioritised planning.
Learn how to prioritise using decision matrices.
Learn how to maintain their responsibility.
Know how most managers apportioned their time.
Enumerate the different time management tips for managers.
Manage resources more efficiently.
Conduct an efficient workload analysis.
Learn how to manage their workloads more effectively.
Ascertain how to work with disorganised colleagues.
Specify and explain the four D s in time management.
Use effective delegation techniques at the workplace.
Decide which items can be delegated
Adopt effective delegation techniques.
Know how to properly delegate task.
Create an effective agenda that will keep the meeting on the track
Realise the importance of agenda
Specify the steps for running productive and effective meeting
Distinguish groupthink from teamthink
Reduce time spent in meetings yet contribute more effectively
Identify the different meeting menaces and learn how to deal with them
Ascertain the possible causes and effects of meeting mismanagement
Solve problems through the trading game scenario.
Programme Contents, Concepts and Issues
Human Resource Management in the Oil and Gas Industry
Module Contents, Concepts and Issues
Understanding Oil and Gas Operation
Oil and Gas Conceptual and Contextual Exploration:
3-D Seismic
4-D Seismic
Acidizing a Well
AFE (Authorization For Expenditure)
Annular Space
Annulus Of A Well
Anticline
API Gravity
Associate Gas
Barrel Standard
Basement Rock
Bcf (Billion Cubic Feet)
Behind Pipe
Biomass
Bleeding Core
Blind Pool
Casinghead Gasoline
Cavings Rock
Cement
Cement Squeeze
Choke
Christmas Tree
Co2 Injection
Coal Gasification
Coal Liquefaction
Cogeneration
Commissions
Common Carrier
Completed Well
Condensate
Confirmation Well
Connate Water
Conventional Energy Sources
Conveyance or Conveyancing
Core
Cracking
Crude Oil
Crude Oil Equivalent
Cuttings
Down Hole
Downstream
Drill Bit
Drill String
Drilling
Drilling Break
Drilling Fund
Drilling Mud
Drilling Platform
Drilling Rig
Drill Stem Test
Dry Hole
Dry Natural Gas
Dual Completion
Ocs (Outer Continental Shelf)
Octane
Octane Number
Offering Memorandum
Offset Well
Offshore Platform
Oil Column
Oil Gravity
Oil In Place
Oil Pool
Oil Rig
Oil Run
Oil Shale
Oilfield Services
On The Pump
Sedimentary Basin
Sedimentary Rock
Seismic Exploration
Seismograph.
Selling Expenses
Separator
Service Well
Set Casing
Severance
Severance Tax
Shale
Shale Oil
Shale Shaker
Wet Gas
Whip Stock
Wildcat
Wildcatter
Working Interest
Work Over
Work Over Rig
Write-Off
Zone
Zone Isolation
Introducing the Oil Subsectors:
Horizontal, Vertical and Full Integration activities, including:
Exploring for oil and gas
Developing fields
Producing oil and gas
Mining oil sands
Extracting bitumen
Liquefying gas by cooling (LNG)
Regasifying LNG
Converting gas to liquid products (GTL)
Generating wind energy
Downstream Activities Including:
Re ning oil into fuels and lubricants
Producing petrochemicals
Developing bio fuels
Trading
Retail sales
Managing CO2 emissions
Supply and distribution
Business-to-business sales
Other Factors Relevant to Oil and Gas Production, Incorporating:
Oil Well Lease
Long-Term Explicit Contracts
Franchise Agreements
Joint Ventures
Co-Location Of Facilities
Implicit Contracts Relying on Firms Reputation
Geological Research and Oil Exploration
Drilling or Mining
Basic Drilling Operation
Natural Vs. Artificial Lifts in Oil and Gas Production
Coalbed Methane Drilling Technology
Principles of Gas Processing
Oil Well Drilling
Spudding Oil and Gas Wells
Oil and Gas Rig Operation
Offshore Oil Rig Operation
Successful Effort Accounting
Horizontal Drilling
Marketing Oil and Gas
Oil and Gas Production Separator Principles
Oil -Water Separator Offshore
Oil Separator
Principles of Amine Sweetening
Production Separator Principles
Glycol Dehydration Principles
Emulsions and Vertical Heater Treater Principles
Human Resource and Personnel Management
A Distinction between Personnel Management and HRM
The Advent of Welfare Management
The Role of Rowntree in Industrial Welfare Development
Welfare Workers and Recruitment and Selection
The Development of Professional Personnel and Human Resource Management
Concerns of Personnel Management within the Oil and Gas Industry
Recruitment and Selection within the Oil and Gas Industry: An Introduction
Workers Welfare and Benefits within the Oil and Gas Industry
Industrial Relations within the Oil and Gas Industry
Staff Appraisal within the Oil and Gas Industry
Impact of Human Resource Management on Oil and Gas Operation
Appraising Workers in Offshore Operation
Appraising Workers in Dangerous Operations
The Place of Critical Incidents in Appraisal of Oil and Gas Field Workers
Supporting Managers and Supervisors in Establishing and Managing Appraisal Schemes, In Volatile Environments
Difference between Tacit and Explicit Knowledge
Training
The Strategic Significance of Human Resource Management within the Oil and Gas Industry
HRM Value Chain in Oil and Gas Sector
Concerns of Human Resource Management within the Oil and Gas Industry:
Recruitment
Selection
Motivation
Human Resource Planning Within the Oil and Gas Industry
Workforce Management Strategy within the Oil and Gas Industry
Workforce Flexibility
Flexible Working Strategy
Human Resource Planning (HRP)
The Rationale for HRP within the Oil and Gas Industry
The Link between HRP and Corporate Planning Within the Oil and Gas Industry
The Investigation and Forecasting Processes-Understanding Contextual Influences within Oil and Gas Context
Designing, Implementing and Reviewing the Effectiveness of HRP in an Oil and Gas Setting.
Planning For the Future in Oil and Gas Industry
The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing
The Role of Employee Resourcing In Contributing To Corporate Strategies and Goals within the Oil and Gas Industry
The Role of Internal and Stakeholders in the Employee Resourcing Process within the Oil and Gas Industry
Managing the Potentially Conflicting Concerns of Stakeholders in Employee Resourcing Within the Oil and Gas Industry
Dealing With Stakeholders Values and Expectations within the Oil and Gas Industry
Traditional Approaches to Employee Resourcing Within the Oil and Gas Industry
Emergent and Contingency Approaches To Employee Resourcing Within the Oil and Gas Industry
The Role of Employee Resourcing In Business and Subsystem Strategy
The Role of Employee Resourcing In the Development of Organisational Strategy within the Oil and Gas Industry
Organisational Strategy and Employee Resourcing Strategy Compatibility within the Oil and Gas Industry
Employee Resourcing Strategy
Employee Retention in the Oil and Gas Industry
Determining Training Needs within the Oil and Gas Industry
Employee Flexibility and Workforce Flexibility
Alternative Patterns of Work and the Increase in the Non-Standard Contracts:
The Different Forms of Worker Flexibility within the Oil and Gas Industry
Elements of Workforce Flexibility
Numerical Flexibility
Functional Flexibility within the Oil and Gas Industry
Temporal Flexibility within the Oil and Gas Industry
Financial Flexibility within the Oil and Gas Industry
Geographical Flexibility within the Oil and Gas Industry
Hard and Soft HRM within the Oil and Gas Industry
The Flexibility Debate within the Oil and Gas Industry:
The Concept of the Flexible Firm within the Oil and Gas Industry
The Strategic Use of Flexible Workers within the Oil and Gas Industry
Flexibility Strategies for Economic Development within the Oil and Gas Industry
Human Resource and Performance Management
Assessing the Nature and Causes of Performance Problems:
Performance Management in Oil and Gas Operation
Managing Poor Performance within the Oil and Gas Industry
Managing Absence within the Oil and Gas Industry
Dealing With Harassment within the Oil and Gas Industry
The Effective Management of Retirement, Redundancy, Dismissal and Voluntary Turnover within the Oil and Gas Industry
Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance within the Oil and Gas Industry
Employee Resourcing: Recruitment And Selection: A Strategic Standpoint
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
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)
Conducting Interviews
Non-Conventional Personnel Selection
The Value of Staff Induction
Organising an Induction Programme
Running an Induction Programme
Short-Listing Candidates
Conducting Interviews
The Value of and Problems of E-Recruitment
The Different Types and Levels of E-Recruitment
Conducting Periodic Interviews
Conducting Exit Interviews
Job Design and the Law
Talent Management and Intellectual Capital within the Oil and Gas Industry
Talent Management in Oil and Gas, As an Expert Sector
Creating Most Desirable Employer Status in Oil and Gas Operation
Training and Development Strategy in Oil and Gas Industry
Knowledge Management in Oil and Gas Industry
Protecting Intellectual Property in the Oil and Gas Industry
Industrial Espionage in the Oil and Gas Industry
Managing Knowledge Transfer in Oil and Gas Industry
Understanding and Managing Expatriate Workforce
Creating a Learning Organisation within the Oil and Gas Industry
Synthesizing Knowledge in the Oil and Gas Industry
Enhancing Worker Motivation for Continued Moral Commitment to the Organisation
Technological Knowledge Transfer in Oil and Gas Industry
Employee Development in the Oil and Gas Industry
Health and Safety Management in the Oil and Gas Industry
Module Contents, Concepts and Issues
Oil and Gas Safety
Health and Safety Executive (HSE) Offshore Statistics
Hydrocarbon Releases (HCRS) 5
Fatal and Major Injuries to Offshore Workers
Types of Accidents
Over- 3-Day Injuries to Offshore Workers
Dangerous Occurrences Offshore
Incidence of Ill Health to Workers Offshore
Oil and Gas Industry Safety Regimes/ Institutions and Their Safety Regulation and Monitoring System
American Petroleum Institute: Environmental Health & Safety
Enform
A Step Change in Safety
Fire and Blast Information Group
National Offshore Petroleum Safety Authority
OSHA Oil and Gas Well Drilling and Servicing
Worksafe BC Health & Safety Centre for Petroleum
Health and Safety Executive (HSE)
Petroleum Industry's Annual Safety Seminar
Safety Relief Valves and Rupture Discs
Pressure Safety Valves (PSV), Operation and Testing
Gaswell blowouts
Hydrogen Sulfide
Hydrogen Sulfide Principles
Hydrogen Sulfide (H2S) Safety for Oil and Gas
Rig Accidents
Actinia Oil Rig Blowout
Blow-Out preventers (BOP)
New Generation of BOPs
Malfunctioning of BOPs
Dealing with Blowouts
Analysing the BP Oil Disaster
Prioritising Worker s Health and Safety While in the Workplace
HSE Human Factor Mixed with Ergonomics
Facets of Ergonomics
Ergonomics in General
Ergonomics and the HSE
Human Factor and Their Business Benefits
Job Design
Mechanistic Job Design
Biological Job Design
Motivational Job Design
Perceptual Job Design
Designing Safety Features in the into Workplace Machines
Musculoskeletal Disorder (MDS)
Ergonomic Risk Analysis
Ergonomic Job Analysis
Formal Analysis Tools
Rapid Upper Limb Assessment (RULA)
Rapid Entire Body Assessment (REBA)
The National Institute for Occupational Safety and Health (NIOSH) Lifting Equation
Sources of Economic Hazards
Health and Toxic Substances
Toxic Substances
Irritants
Systematic Poisons
Depressants
Asphyxiants
Carcinogens
Air Contaminants
Threshold Limit Values (TLV)
Detecting Contaminants
Approaches in Measuring Air-Contaminant Exposures
Environment Control and Noise
Ventilation
Design Principles
Makeup Air
Purification Devices
Indoor Air Quality (IAQ)
Industrial Noise
Decibels
Noise Measurement
Radiation
Flammable and Explosive Materials
Flammable Liquids
Sources of Ignition
Standards Compliance
Combustible Liquids
Spray Finishing
Dip Tanks
Explosives
Liquefied Petroleum Gas (LPG)
Personal Protection and First Aid
Protection Need Assessment
Personal Protective Equipment (PPE) Training
Hearing Protection
Eye and Face Protection
Respiratory Protection
Confined Space Entry
Head Protection
Miscellaneous Personal Protective Equipment
First Aid
Training Trainer: Training for Trainers in the Oil and Gas Industry
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 the Course Evaluation Questionnaire
Equipping the Training Room Within the Budget
Learning Organisation: An Introduction
Training and Development Policy
Training Needs Analysis
Individual Training Needs Analysis
Group Training Needs Analysis
Corporate Training Needs Analysis
Determining the Appropriateness of Training
Aligning the Training Department within Existing Organisational Structure
Aligning Training Strategy with Subsystem and Organisational Strategy
Effective Training Commissioning
Managing the Training Environment
Managing the Learning Environment
Organisational Training and Training Organisation
Contemporary Issues in Training 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 of Oil and Gas Industry
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 & 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
Diversity Management within the Oil and Gas Industry
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 and
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 Contents, Concepts and Issues
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 within the Oil and Gas Industry
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)
Executive Leadership and High Performance Management
Module Contents, Concepts and Issues
Team Dynamics
Groups: A Definition
Distinguishing Groups from Aggregations
Group Solidarity
Group Cohesion;
Team or Group: A Distinction
Team Dynamics
Types of Teams
Command Teams;
Committees (Temporary & Standing);
Task Forces;
Boards
Team Formation
Forming;
Storming;
Norming or Initial Integration;
Performing or Total Integration
Disbandment or Adjournment
Purpose of Teams in the Work-Place
Team Characteristics;
The Role Concept: An Introduction
How True-To-Life or Realistic Are the Forming and Norming Stages of Team Development Dysfunctional Behaviour in Teams
Aggressiveness-
Blocking
Interfering
Competing,
Seeking Sympathy
Withdrawal
Special Pleading
Inter-Team Conflict;
Sources of Inter-Team Conflict;
Consequences of Dysfunctional Conflict;
Team Decision-Making;
Social Identity Theory
Team Building and Maintenance Roles: Improving Team Effectiveness
Encouraging Members
Harmonising
Standard Setting
Gate-Keeping
Determining the Optimum Team Size
Providing Team Incentives
Encouraging Conflict
Averting Groupthink
Avoiding the Risky Shift Syndrome
Resonation As an Issue in Team Development
Employing Transactional Analysis
Employing Effective Diversity Management
Discouraging Resonation
Executive High Performance Leadership
The Concepts of Leader and Managerial Leader
The Leader and Authority
The Leader and Influence
The Manager and the Conferment of Power
The Application of Control and Power Cohesion
The Managerial Leader and the Ability to Vary Strategy
Power as a Recourse of the Managerial Leader
Leadership and Interpersonal Relationship
Approaches to Leadership
Qualities or Traits Approach to Leadership
Task and Person Orientation
Participative Leadership
Transactional Leadership
Transformational Leadership
Contingency or Situational Approaches To Leadership
Leaders vs. Non-Leaders In Relation To Confidence & Intelligence
Leadership and Extroversion
Problems with Traits Approach
Social, Power & Achievement Needs and Their Relevance To Leadership
Task and Leader- Qualities Match
Perceived Consequence of Task Orientation and Reduced Relationship Orientation for Managerial Effectiveness
The Consequence Of Person or Consideration Oriented Leadership on Employee Satisfaction and Subsequent Staff Turnover
Contingent Factors and Leader Effectiveness or Ineffectiveness
Perceived Value of Democratic Leader Behaviour , Dispensing Participative Leadership
Perceived Value of Autocratic Leader Behaviour
Value of Performance Monitoring To Individual Effectiveness
Result Orientation Leadership vs. Process Oriented Leadership
Transformational Leadership and Charisma
Mission Progress Articulation
Leading Through Delegation
Subordinates Perception of Transformational Leadership vs. Transactional Leadership
Contingency Approaches to Leadership And The Crucial Nature of an Organisation s Environmental Variables
Contingency Approaches vs. Universalist Approaches to Leadership
Contingency Approaches to Leadership and 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) Low and High
Characteristics of LPC Managers and Their Relationship To McGregor s Theory X and Theory Y
Characteristics of Low LPC Managers and Their Relationship to Autocratic Leader Behaviour
Characteristics of Low LPC Managers and Their Relationship with Theory X
Characteristics of Low LPC Managers and Their Relationship to Task Control
Characteristics of High LPC Managers and Their Relationship to McGregor s Theory Y Leader
Characteristics of High LPC Managers and Their Relationship to Permissive Leader Behaviour
LPC Leaders and Their Relationship with Production Orientation
LPC Leaders and Their Perception of the Behaviour That They Need to Exhibit to Achieve Productivity Improvement.
LPC Leaders and the Concept of Power Distance
LPC Leaders and Their Emphasis on Meeting Targets
LPC Leaders and the Level of Regard They Have for Superior-Subordinate Relationship
Relevance of Situational Variables on Leader Behaviour:
Leader-Member Relation
Task Structure
Position Power
Situational Variables and Expectancy Theory of Motivation
High-Performance Teams:
High Performance Teams: A Definition
Autonomous Work Teams
Autonomous Work Groups
Learning Groups
Self-Directed Work-Teams/ Groups
Self-Managed Teams
The Potential Energy of High-Performance Teams
Organisational Benefits of High-Performance Teams
Instituting High-Performance Teams
Empowering High-Performance Teams
Inevitable Issues of Reward and Equity
Internal And External Organisational Development (OD) Consultant s Role in the Formation, Development, Support and Maintenance of High Performance Teams
Key Success Factors (KSFs) and Key Performance Indicators (KPIs) in the Oil and Gas Industry: Strategic Operational Survival
Module Contents, Concepts and Issues
Key Success Factors (KSFs)
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
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
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
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
Pricing
Positioning
Naming and Branding
Outbound Marketing
Advertising and promotion
Public and Media Relations
Sales Customer Service
Customer Satisfaction
Social Networking
Online Marketing
Telemarketing
E-mail Marketing
Social Networking
Online Reputation Management
Marketing Public Sector Organisations
Marketing Non-Governmental Charitable Organisations (NGOs)
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
Key Performance Indicators (KPIs)
Introduction
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
Definitions
KPI and Other Related Management Tools
KPI and Balanced Scorecard
KPI and Benchmark
KPI and Business Intelligence
KPI and Business Performance Management
KPI and Business Performance Measurement
KPI and Management Information System (Dashboard)
KPI and Overall Equipment Effectiveness
KPI and Gap Analysis
KPI and Key Risk Indicator (KRI)
Foundations Stones for Implementing Key Performance Indicators
Four Foundation Stones Guiding the Development and Use of KPIs
Defining Vision, Mission and Strategy
Developing and Using KPIs: A 12-Step Model
Senior Management Team Commitment
Establishing a Winning KPI Project Team
Establishing a Just Do It Cult
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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