Human Resource Management A Practitioners Approach Course - Intensive Full-Time 3 Months

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Course Programme Human Resource Management: A Practitionera ™s Approach
Leading to Diploma Postgraduate Human Resource Management and MA Human Resource Management
Module # Module Title
001 Dynamics of Organisational Change Management
003 Trainer Training: Training for Trainers
004 Motivating Workers: Intrinsic and Extrinsic Rewards
005 Employee Resourcing: Recruitment and Selection
006 Diversity Management: A Value-Added Inclusion
032. B1 Organisation Management: An Introduction
032. B6 Managing Individual Performance
037 Advanced Financial Accounting
056 Training Needs Analysis: Determining Training Needs
123. 1 Key Success Factors (KSFs): Strategic Operational Survival Imperatives
131 Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness
147 Current and Recurrent Issues in Human Resource Management (HRM)
Related Software Programs or Products: None
Related Awards, Degrees or Certifications: Postgraduate-Diploma
Related Jobs or Careers: Dynamics of Organisational Change Management Module Objectives By the conclusion of the specified learning and development a
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
on-line tutorialThis is an online tutorial
instructor led trainingThis class may be available at a classroom in London, London,
Course Level:executive
Duration:3 months
Training Presented in:English
Master's Degree Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute

Human Resource Management A Practitioners Approach Course - Intensive Full-Time 3 Months Seminar Schedule

    Location    
March, 2016
21st Mar   Hotel - Central London   [Register]
 
Human Resource Management A Practitioners Approach Course - Intensive Full-Time 3 Months
Dynamics of Organisational Change Management
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Define Organisational Development (OD)
Determine how OD leads to Organisational Effectiveness
Discuss the Differing Perspectives in OD
Distinguish Micro-OD from Macro-OD
Explain OD Interventions
Determine OD Success
Demonstrate their awareness of the inevitability of organisational change.
Demonstrate the need for a proactive stance in relation to Organisational change.
Determine the factors, which contribute to workers resistance to change.
Suggest the efforts, which an organisation might employ to reduce workers resistance to change.
Demonstrate their awareness of change management and human resource implications.
Distinguish between change strategies and approaches to change.
Illustrate the advantages and disadvantages of each strategy.
Manage latent and manifest resistance to change.
Determine the situations when a particular approach might be appropriate.
Determine the most effective ways of communicating change decisions to workers.
Illustrate the advantages and drawbacks of group involvement in decisions related to change.
Design measures, which will ensure change institutionalisation.
Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
Dynamics of Organisational Change Management
Module Contents, Concepts and Issues
Organisational Development
What is Organisational Development (OD)?
OD and Organisational Effectiveness:
Differing Perspectives
Micro-OD
Macro-OD
OD Interventions
Determining OD Success
Organisational Change Management
Change and Its Inevitability
Anticipating the Need for Change
Resistance to Change
Latent and Manifest
Change Management and Human Resources Implications
Pertinent Factors Associated With Change Implementation
Approaches to Change: Their Merits and Demerits
The Big Bang Approach
The Incremental Approach
Strategies for Effecting Change
Influence Change Strategies: When They Should Be Used Or Avoided.
Control Change Strategies: When They Should Be Used Or Avoided.
Communicating Organisational Change (Organisational change)
Communication Media:
Mass or Personalised Communication?
Mode and Channels of Communication
Getting the Message Right
Timing of Communication
Who Should Communicate What, When?
Use of Groups in Change Process
Managing Latent and Manifest Resistance to Change
Effective, Overall, Change Leadership
Leading Change Implementation
Selecting the Appropriate Change Agent
Internal or External
Speed of Change
Change Acceleration
Averting Organisational (Organizational) and Individual Casualties
Confidence
Change Tolerance and Individual Stress Levels
Managing the External Environment
Improving Perception and Instilling
Stakeholders, Generally
Shareholders and Funding Agents
Customers and Clients
Potential Customers and Clients
Change Institutionalisation
Returning To Normality
Trainer Training: Training the Trainers
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Be conversant with the theories of learning and memory crucial to the development and implementation of training programmes
Be aware of the taxonomy of educational objectives and translate these into individual capability and achievements
Determine the most appropriate way to organise training and development courses
Be able to equip a training room for maximum impact and effectiveness, within organisational budget and other constraints
Design courses that account for individual training needs and learning curve
Design learning objectives, mindful of what can be realistically achieved - in terms of the experience and motivation of delegates
Design learning experiences that will ensure that learning
Meet the objectives - taking account of relevant factors associated with established principles of learning
Design appropriate delegate activities relevant to the stated learning objectives
Demonstrate their ability to prepare for and make effective oral presentations
Demonstrate their ability to conduct individual, team and organisational training needs analysis
Use different internal sources of information to assess
Be equipped with the immediate and future training and development needs
Be capable of designing evaluation questionnaire for individual courses, training programmes, and presenters
Determine when training intervention is necessary
Link organisational and subsystem business strategy to training and development strategy
Position the training department within organisational corporate structure
Design appropriate in-course evaluation
Design appropriate assessments and assessment strategy of award-bearing components of training programmes.
Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation
Incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses
Demonstrate exceptional leadership in the management of the learning environment
Effectively manage commissioning relationships
Effectively manage a training department
Trainer Training: Training the Trainers
Module Contents, Concepts and Issues
Learning Theory
Learning and Memory
Learning and Application
Education Training and Development: A Distinction
Conditions Conducive To Learning and Memory
The Taxonomy of Educational Objectives
The Value of Varied Learning Experiences
Establishing Learning Objectives
Determining the Content of Training Programmes
Designing Delegate Activities, In Line With Established Objectives
Effective Oral Presentations
Designing Training Courses
Designing Ice-Breaker and Closure Activities
Creating an Ideal Setting
Designing Course Evaluation Questionnaires
Equipping the Training Room Within Budget
Learning Organisation: An Introduction
Learning Organisation and Organisational Learning
Training and Development Policy
Training Needs Analysis
Individual Training Needs Analysis
Group Training Needs Analysis
Corporate Training Needs Analysis
Determining the Appropriateness of Training Interventions
Aligning the Training Department within Existing Organisational Structure
Aligning Training Strategy with Subsystem and Organisational Strategy
Effective Training Commissioning
Managing the Training Department
Managing the Learning Environment
Organisational Training and Training Organisation
Contemporary Issues in Training and Development
Training Interventions
Formal Training Intervention
Informal Training Intervention
Tacit Learning
Aptitude Treatment Intervention (ATI)
The Role of the Internal Trainer
Training and Organisational Policy and Strategy
Motivating Workers: Intrinsic and Extrinsic Rewards
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
1. By the conclusion of the specific learning & development activities, delegates will be able to:
2. Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
3. Distinguish between the different sets of motivation theories, notably content, process and reinforcement
4. Demonstrate their ability to translate motivation theory into practice
5. Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
6. Demonstrate their ability to formulate a comprehensive motivation strategy
7. Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps
8. Formulate a workable motivation strategy
9. Follow the common trends in the popular motivation theories.
10. Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
11. Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
12. Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
13. Illustrate how the contingency approach to motivation might be applied to different situations.
14. Indicate the part that training and development play in worker motivation.
15. Manage the process of motivation, taking account of socio cultural and economic differences.
16. Manage the motivation process, taking account of the differences in preferences and expectation of workers.
17. Apply the equity theory to work situation from a differentiation perspective , rather than an equality perspective .
18. Demonstrate the need to balance the individualist and collectivist perspective to motivation.
Motivating Workers: Intrinsic and Extrinsic Rewards
Module Contents, Concepts and Issues
Directing or Leading
The Concept of Motivation
Theories of Motivation
Content Theories and Some of Their Contributors
Maslow s Hierarchy of Needs
Analysis of Maslow s Claims
Mcclelland's Studies
Taylor: Money and Motivation
Motivator-Hygiene Factor: Herzberg s Contribution
Process Theories
Equity Theory
Goal-Setting Theory
Expectancy Theory
Equitable Reward Systems
Reinforcement Theories
Reinforcement Theory
Motivation and Contingency Theory
Designing an Effective Motivation Strategy
The Collectivist vs. the Individualist Perspective of Motivation
Common Trends in Motivation Theories
Intrinsic and Extrinsic Values of Motivation
Motivation and Worker Behaviour
The Extent to Which Salary or Wages Inducement Motivate Workers
Performance Related Pay (PRP)
Productivity Bonuses
Efficiency Gains
Profit Share
The Contingency Approach to Motivation
Social Differentiation in Motivation
Culture Differentiation in Motivation
Wealth as a Factor in Motivation
Class as an Issue in Motivation
Individual Expectation and Motivation
Individual Preferences as a Motivating Factor
Employee Resourcing: Recruitment and Selection
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Exhibit an understanding of the desirability of a limited turnover of staff.
Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation
Have designed ways of stabilizing staff turnover/ high turnover
Be aware of how personnel demand forecast (PDF) is conducted
Demonstrate their ability to conduct a human resource audit
Be aware of the non-conventional selection methods
Be able to conduct periodic and exit interviews
Demonstrate their ability to conduct job analysis
Be able to design job description and personnel specification for particular roles
Be able to weight a candidate assessment form, on the basis of job description and personnel specification
Be able to use candidate assessment form in short listing and interviews
Be able to conduct individual and panel interviews
Be capable of arriving at objective decisions in personnel
Selection
Be able to analyse education, training and development programmes
Be able to design an effective induction package.
Demonstrate an understanding of the legal bases of Employee Resourcing
Relate specific recruitment, selection, retention and exit issues to UK and European legislation
Cite Specific legislation and related cases relevant particular job design issues
Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees.
Demonstrate their ability to lead a recruitment and Selection team.
Be able to manage recruitment and selection within a resourcing context .
Employee Resourcing: Recruitment and Selection
Module Contents, Concepts and Issues
Staff Turnover and Negative and Positive Impact On the Organisation
Levels of Individual Commitment of Potential and New Recruits
Moral Commitment
Remunerative Commitment
Calculative Commitment
Recruitment and Selection as a Resourcing Activity
Training, Education, Development as Facilities for New Recruits
The Importance of Human Resource Forecasts
Methods of Forecasting Human Resource Needs of the Organisation
Strategic Operational Review (SOR) As Prerequisite For Human Resource Forecasting
The Legal Bases of Recruitment and Selection
Job Design
Types of Job Design
Mechanistic Job Design
Biological Job Design
Motivational Job Design.
Perceptual Job Design
Importance of Human Resource Audit
Conducting Human Resource Audit
Periodic and Exit Interviews
Systematic Recruitment and Selection Process
Conducting Job Analysis
Designing Job Description
Designing Personnel Specification
Market Targeting
Designing and Placing Advertisement
Weighting and Using Candidate Assessment Form (CAF)
Non-Conventional Personnel Selection
The Value of Staff Induction
Organising an Induction Programme
Running an Induction Programme
Short Listing Candidates
Conducting Selection Interviews
The Value of and Problems of E-Recruitment
The Different Types and Levels of E-Recruitment
Conducting Periodic Interviews
Conducting Exit Interviews
Diversity Management: A Value-Added Inclusion
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Distinguish between equal opportunities and diversity management;
Demonstrate an understanding of the Equal Opportunities Legislation and its implications for organisational operation;
Demonstrate their awareness of the bases for racial, ethnic and gender discrimination, focusing on the social identity perspective;
Be able to determine the organisational benefits of organisational diversity, on the bases of cost, resource acquisition, marketing, creativity & system flexibility;
Be aware of vital diversity factoids, useful to their organisation s effective operation;
Be able to design a system by which organisational diversity will be managed;
Have devised a managed approach to organisational culture;
Have devised a strategy for the creation of a bias-free human resource management;
Have devised ways to encourage a gender friendly work environment - manifest in a bias-free career & promotion system and reduction in work-family conflict;
Demonstrate their understanding of sentience as a basis for discrimination;
Have devised a system by which gender, racial and ethnic heterogeneity are promoted;
Be aware of the de-moralising effect of resonation ;
Be able to recognise resonation, taking the necessary steps to avert or prevent its reoccurrence;
Demonstrate their ability to manage complaints and disciplinary systems in such a way that all opportunities for discrimination are removed
Demonstrate their ability to apply their knowledge of organisational diversity to reducing the likelihood of sentience ;
Have applied their understanding of organisational diversity to promote a desirable level of cohesiveness, reducing the likelihood of groupthink ;
Have demonstrated competence in diversity counselling ;
Have demonstrated expertise in relationship management ;
Have exhibited the ability to detect tendencies towards sentience as a direct result of diversity;
Have demonstrated the ability to effectively manage in situations where sentience exists, progressing towards its elimination;
Have demonstrated their ability to formulate, implement and monitor an effective diversity policy.
Demonstrate exceptional leadership in the management of a diverse workforce.
Diversity Management: A Value-Added Inclusion
Module Contents, Concepts and Issues
The Concepts of Equal Opportunities and Diversity Management
Equal Opportunities in Employment and the British Legislation
Exploring Workforce Diversity
Cultural Diversity, Generally
Gender Diversity
Racial Diversity
Ethnic Diversity
Age Diversity
Perceptual and Mental Diversity
Physical Diversity
Sexuality Diversity
Sentience as a Basis for Racial, Ethnic and Gender Discrimination
Racial, Ethnic and Gender Discrimination: The Social Identity Perspective
Gender and Sex Discrimination
Age Discrimination (Ageism and Reverse Ageism)
Disability Discrimination
Racial Discrimination
Discrimination as Social Identity
Understanding and Dealing with Sentience
The Effectiveness of the British Legislation in Protecting the Rights of the Disadvantaged Groups
Gender Disparity in Organisations: An Analysis of the Status of Women in the Workplace
Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case Examples
Beyond Equal Opportunities: Towards Diversity Management.
Diversity Management and Effective Human Resource Utilization
Constitution of Committees and Task Forces
Gate Keeping: Avoiding Resonation
Utilizing Marketing Intelligence
Activities Necessary for an Effective Management of Organisational Diversity: Managing Organisational Culture
Ensuring Human Resource Management System Is Bias Free
Managing Diversity through Recruitment, Training, Education &
Development
Managing Diversity in Appraisal, Compensation and Benefits
Promotion
Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes
Managing Diversity through the Prevention of Subtle Sexual Harassment
Managing Racial, Ethnic and Gender Diversity through the Elimination of the Opportunities for Discrimination That Are Created By the Complaints System
Reducing Work-Family Conflict
Promoting Heterogeneity in Race, Ethnicity, Nationality
Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink
Effective Diversity Management and Organisational Success
Some Effective Diversity Initiatives
Mummy Tracks
Granny Cr che
Employment of Older People
Example of Organizations with Diversity-Enhanced Environments:
Wall Street Journal
Lockheed Martin Aeronautics Company
Clairol
Quaker Oats
IBM
Ciba-Geigy
Pacific Telesis
Mercedes Benz
Levi Strauss
Managing Cultural Differences: Promoting An Understanding Of Sensitivity Towards Differences Existing Among Workers, e. g. in:
Culture
Gender
Ethnicity
Race
Sexuality
Age
Disability
Taking Advantage of the Opportunities Which Diversity Provides
Organisational Diversity and the Issue of Sentience
Relationship Management
Diversity Management, Workforce Flexibility and Flexible Working Practices
Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies
The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity Management System
Organisation Management: An Introduction
Module Objectives
By the end of the specified learning and development activities, participants will be able to:
Distinguish between formal & social organisations
Distinguish between business and non-business organisations
List at least three characteristics of a formal organisation
List the key features of a collegia
Distinguish between power and authority
Distinguish
Between social & business objectives
Distinguish between internal and external accountability
State at least three agencies to which an organisation is accountable
Demonstrate an awareness of the difference between managing in stable and turbulent times
Be aware of the different elements, which constitute the role of a manager
Demonstrate a general understanding of how these fundamental elements of management are performed
Demonstrate their ability to establish an effective co-ordinating mechanism
Have designed a leadership strategy , which has a high probability of greatly enhancing worker motivation and improving their morale - factors crucial to organisational success
Be able to influence their leadership style in such a way that they develop the flexibility to manage their organisations and subsystems effectively, in stable and turbulent times.
Be aware of some key issues in designing effective organisations
Be aware of the importance of organisational design and communication effectiveness.
Be able to establish objectives, designing the mechanism for their accomplishment
Apply effective time management to competitive situations
Be aware of the importance of delegation in human resource & organisational development
Be aware of the benefits of delegation to delegates
Be aware of the benefits of delegation to delegates
Have exhibited confidence in delegating
Be aware of the importance of communication in the process of delegation
Be able to determine the factors that delegates should ascertain before delegating tasks
Be better able to determine the support that delegates should give to their delegates during their performance of the specified tasks
Organisation Management: An Introduction
Module Contents, Concepts and Issues
Fundamentals of Organisational Analysis
Introduction to Formal Organisations
Definition; Objectives Social and Business
Tasks
Division of Work/ Labour
Delegation
Responsibility
Accountability
Authority
Power;
Roles
Informal Organisations
Case Study Analysis
The Functions of Management: An Introduction
The Functions of Management
The Management Process: Its Universality
Planning: The Basis for the Emanation of Subsequent Functions
The Different Types and Levels of Planning
Planning As Objective Establishment
Planning As a Procedural Issue
Organising Process, People and Subsystems
Fundamental Issues in Designing Organisations
Management Implications for Tall and Flat Structures
An Introduction to Basic Organisational Forms:
Simple Structure
Functional Structure
Divisional Structure
Matrix Structure
Organisational Design as a Function of Organisational Dynamics
Important Considerations in Organisational Design
Designing For Effective Product/ Service Management
Designing For Communication Effectiveness
Designing For Effective Client/ Customer Focus
Importance of Vertical and Horizontal Relationships
Directing or Leading
Directing or Leading? : A Question of Leadership Styles and Administrative Strategies
Directing or Leading? : Managerial Control vs. Worker Autonomy
The Relationship between Leadership and Worker Motivation
Co-ordinating - Mintzberg s Bases of Co-Ordination
Mutual Adjustment
Direct Supervision
Output
Standardisation of Input
Standardisation of Work Process
Managing Organisations in a Stable Environment
Managing Organisations in an Unstable Environment
Increased Leisure Time
Enhanced Job Satisfaction
Reduced Stress
More Opportunity to Switch Off After Hours
More Room for Forward Planning & Long-Term Solutions
Higher Creativity
Time Management Tips for Managers
Reducing Time Spent On Meetings
Meeting Management
The Trading Game Scenario
Delegating For Organisational Effectiveness
What is Delegation?
Advantages of Delegation to Delegates
What Might Be Delegated?
Benefits of Delegation to Delegates
Prerequisites for Effective Delegation
Support Necessary during Task Performance
Importance of Communication in Delegation
Importance of Power and Authority in Delegation
Problems of Ineffective Delegation
Managing Individual Performance
Module Objectives
By the conclusion of the established learning activities, delegates will be able to:
Locate performance management in an appropriate context
Discuss the factors that are associated with poor performance
Exhibit their ability to take appropriate measures to improve individual and team performance
Establish and monitor targets
Determine the resources necessary to enhance individual and team performance
Determine the appropriate extrinsic reward that might contribute to improve performance
Develop a strategy manage poor performance
Locate performance appraisal within performance management structure
Determine the objectives of performance appraisal
Illustrate the organisational individual and subsystems benefits of performance appraisal
Explain at least three appraisals systems
Evaluate the effectiveness of individual appraisal systems
Conduct an appraisal interview
Implement a 360 degree appraisal programme
Customise, through a synthesis of existing systems, and an appropriate appraisal scheme that takes account of their unique cultural setting
Address some of the short coming s of traditional appraisal systems
Demonstrate their ability to avert the halo and thorny effects in appraisal
Define reward in an employee relation context
Suggest the importance of reward management in organisation
Explain the bases of reward management
Explain the reward model
Provide an appraisal of a specific remuneration system
Determine the factors that negatively or positively affect remuneration systems
Formulate and evaluate a recommended remuneration package
Understand and formulate pay or remuneration structures
Determine the criteria that are used to evaluate remuneration structure
Explain and evaluate the rationale for performance related pay
Managing Individual Performance
Module Contents, Concepts and Issues
Human Resource and Performance Management
Managing Poor Performance
Managing Absence
Dealing with Harassment
The Effective Management of Retirement, Redundancy, Dismissal and Voluntary Turnover
Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance
Working From Corporate Mission and Strategy,
Performance Targets
Tactical Performance Targets
Operational Performance Targets
Linking Performance Management with Operational Processes and Systems
Initiate Appropriate Reward Systems
Individual Development Plans
Performance and Reward Cycle
Staff Performance Appraisal
Performance Appraisal: A Definition
Objectives of Performance Appraisal
Why Some Managers Are Afraid To Appraise
Performance and the Halo Effect
Performance Appraisal and the Thorny Effect
Organisational Benefits and Performance Appraisal
Individual Benefits of Performance Appraisal
Subsystem Benefits of Performance Appraisal
The Appraisal Cycle
Systematising Performance Appraisal
Some Problems with Performance Appraisal
Punitive Aspects of Performance Appraisal
Some Popular Appraisal Systems
Graphic Rating Scales
Ranking
Paired Comparison
Self Appraisal
Critical Incident
Management by Objectives (MBO)
360 Degree Appraisal
The Appraisal Setting
Reward Management: Developing an Effective and Equitable Career Structure
Employee Reward: A Definition
Defining Reward Management
The Basis of Reward Management
Reward Management Strategies: Provide Support for Corporate Values
Reward Management Derived From Business Strategy and Goals
Reward Management and Its Links to Organisational Performance
Reward Management and the Driving Force for Individual Behaviour
Reward Management and Its Relationship to Leadership Styles
Reward Management and Competition
Reward Management and the Attraction to High Calibre Personnel
Encouraging Positive and Effective Organisational Culture
Culture and Organisational Values
Level and Type of Motivation Customer or Clients, Product or Service,
Degree of Learning That Is Encouraged and General Identity
Remuneration Systems:
Factors Affecting Remuneration Systems:
Government Reduced or Increased Spending
Increased or Decreased Labour Force Availability
Increased Demand for Quality
Organization s Expansion, Contraction or Diversification Plans
Increased Competition
Remuneration Packages, Including Salary and Welfare Benefits and Payments
Pay or Remuneration Structures
Pay Structures, Purpose, Criteria and Types
Performance Related Pay (PRP)
Advanced Financial Accounting
Module Objectives
By the conclusion of the established learning activities, delegates will be able to:
Understand strategic planning and decision-making framework
Provide a strategic view of the business environment
Understand and explain the nature and role of financial statements and their interpretation
Understand accounting and finance terminology and use the necessary accounting and financial jargon to communicate effectively with the financial professionals.
Review the financial performance and financial position of an organisation using the appropriate financial means including trend analysis, industry and index analyses, ratio and break-even analysis techniques.
Develop operating and resource budgets
Develop profit and cash flow budgets using traditional and activity based methods
Assess the risk and uncertainty associated with alternative outcomes
Use budgetary control to compare actual against planned performance and to identify corrective actions
Evaluate investments in capital and long-term projects using PB, ARR, NPV and IRR appraisal methods
Identify the features of the alternative sources of business financing
Appreciate the important role of strategic accounting in business performance improvement.
Advanced Financial Accounting
Module Contents, Concepts and Issues
The Accounting Environment
The Uses and Purpose of Accounting
Users of Accounting and Financial Information
Various Groups of Stakeholders: Internal and External Users
Accounting Language and Terminology
Cash vs. Profit, Accruals and Monetary Concepts
Profit and Profitability
Accounting Reports and Statements
Statement 1: The Balance Sheet The Financial Position
The Structure of the Balance Sheet
What Does The Balance Sheet Tell Us About The Company?
Limitations of the Conventional Balance Sheet
Statement 2: The Profit and Loss Account (Income Statement) Financial Performance
What Is Profit?
The Structure of the Profit and Loss Account
What Does The Profit And Loss Account Tell Us About The Company?
The Links between the Profit and Loss Account and Balance Sheet
The Financial Statements and Financial Analysis
Statement 3: The Cash Flow Statement Financial Flow
Cash vs. Profit
What Is Included In The Cash Flow Statement?
Why Is Cash Flow So Important?
The Structure of the Cash Flow Statement
The Links between Three Accounting Statements: The Cash Flow Statement, Profit And Loss
Account And Balance Sheet
The Annual Report and Financial Analysis
The Key Elements of Published Reports and Accounts
Ratio Analysis: Profitability; Efficiency and Performance; Liquidity; Investment; Cash Flow; the DuPont System
Cash vs. Profit as a Measure of Performance, EBITDA
Predicting Business Failure The Altman Z-Score
Sources of Financial Information
The Use of Non-Financial Information Together With Financial Information
Budgeting and Short-Term Planning
Break-Even Analysis: Cost/ Volume/ Profit Analysis
Cost/ Volume/ Profit (CVP) Relationships
Break-Even Analysis
Single and Mixed Products
The Impact of Cost Structure Changes
Limitations of CVP Analysis
Budgeting
Purposes of Budgeting
The Budget Process, Including Activity Based Budgeting
Uncertainty and Risk Worst and Best Outcomes
Motivation and the Behavioural Aspects of Budgeting
Problems in Budgeting
Budgetary Control, and Long-Term Planning DCF and Capital Investment Appraisal
Capital Investment Decisions
What Is An Investment?
Investment Appraisal Criteria and Investment Decisions
Time Value of Money
Free Cash Flows
Capital Rationing and Control of Capital Investment Projects
Risk and Uncertainty and Decision-Making Sensitivity Analysis
Budgetary Control
Organisational and Accounting Control Systems
Standard Costing
Flexed Budgets and Variance Analysis
Types of Variances and the Reasons They Occur
Planning And Operational Variances
Financing the Business and Strategic Accounting
Internal and External Sources of Finance
Financing the Business
Sources of Finance
Gearing
Weighted Average Cost of Capital (WACC)
Cost of Debt and Equity Capital
Risk Analysis And CAPM
Strategic Accounting
Outline of Strategic Management Accounting
Competitor Information and Strategic Positioning
Competitive Advantage
Strategic Accounting Systems, and the Balanced Scorecard
New Role for Managers and Accountant
Training Needs Analysis: Determining Training Needs
Module Contents, Concepts and Issues
Give the rationale for and definition of Training Needs Analysis (TNA)
Learn how to conduct:
Organisational Training Needs Analysis
Subsystem Training Needs Analysis
Individual Training Needs Analysis
Enumerate and explain the different approaches of Training Needs Analysis
Identify the following methods of Training Needs Analysis:
Focus Groups
Action Learning
Action Research
Process Management
Assessment Centres
TNA 2000
Techniques of TNA
Discuss the concepts of the following sources of information for Training Needs Analysis (TNA)
Strategic Plans
Tactical Plans
Operational Plans
Strategic Operational Review
Human Resource Plan
Succession Plan
Human Resource Audit
Critical Incident Reports
Individual Performance Appraisal Reports
Personnel Deployment Charts
Business Plans
Strategic Plans
Job Evaluation or Job Tasks and Role Analysis
Client or Customer Feedback
Learn about throughput accounting
Determine whether a programme or event increases throughput
Cite the effect of reducing investment (inventory) (money that cannot be used) in business and non-business organisations
Know how to reduce operating expense
Define efficiency gains
Measure efficiency gains
Improve efficiency gains
Learn how to substitute the concept of efficiency gains , in throughput accounting, for the concept of net profit in training departments.
Key Success Factors (KSFs)
Module Objectives
By the conclusion of the established learning activities, delegate 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 (KSFs).
Identify the different KSFs of their respective organisation/ business.
Determine what drives the business to succeed in the industry in which it is engaged.
Determine how the KSFs can help the organization achieve its goals and missions.
Ensure that the KSFs are correctly identified and pursued.
Exhibit their ability to determine which among the KSFs will work effectively for their organization/ business.
Formulate strategies to optimize the organisation s /business s performance.
Establish the fundamentals of strategic planning.
Devise an effective strategic plan.
Identity the different core values pertinent to their organisations.
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 at least 6 key goals.
Develop a strategy for each new goal.
Be familiar with the concept of 'living systems perspective'.
Establish the importance of effective communication.
Propose ideas on how to improve the communication process of the organisation.
Establish the importance of learning.
Suggest ways to adapt to a changing environment more efficiently.
Establish the interrelationship between the different key success factors.
Determine how the world s greatest managers handle their jobs.
Ascertain the different levels living systems, incorporating humans.
Recommend some strategies for effective marketing.
Address key issues associated with marketing.
Demonstrate their ability in marketing a small business.
Enumerate the different approaches to marketing.
Evaluate the efficiency of their organisation/ business operations.
Determine the effective use of the organisations/ business s finances and facilities.
Ascertain how to integrate the key success factors with a total success system.
Key Success Factors (KSFs)
Module Contents, Concepts and Issues
Introducing Organisational Success Factors
Defining Success Factors
Definition of Success Factors
Popular Success Factor
A Model of Success Factors
Strategy as a Fundamental Success Factor
Concentrating Your Resources An Ancient Concept
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 Critical/ Key Success Factor
Operationalizing 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
Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness
Module Objectives
By the conclusion of the established learning activities, delegate will be able to:
Demonstrate an exceptional ability in planning.
Define planning
Prepare a plan incorporating all the necessary requirements.
Explain the concept of informal plan.
Know the different purposes of planning.
Classify plan.
Identify the various contingency factors in planning to prepare their organisation for any unforeseen or unexpected circumstances.
Know the characteristics of planning.
Discuss in proper order the steps in planning.
Establish the relationship between planning and organisational control.
Discuss the various components of operation management.
Know the concept of, and prepare a tactical plan for their organisation.
Draft a strategic plan for their organisation incorporating therein the key components.
Discuss the underlying concepts of Strategic planning.
Use the different strategic planning tools in preparing their organisation s strategic plan.
Illustrate the strategic planning process.
Undertake tests to check the quality of their organisation s strategic plan.
Know the right period for doing strategic planning.
Draft an operational or business plan for their organisation.
Differentiate between standing and single-use plan.
Determine the issues involved in operational plan.
Distinguish between strategic planning and operational/ business planning.
Distinguish between strategic planning and tactical planning.
Adopt different strategies in drafting a plan.
Explain and illustrate the planning cycle.
Follow the steps in planning cycle.
Realize the importance of setting objectives in the preparation of the plan.
Draft a plan outline.
Demonstrate an exceptional ability in budgeting.
Realize how proper budgeting can help their management to keep in track with the financial transaction and to manage the finance of their organisation for its future growth and development by knowing the basic concept of budget and budgeting.
Know the two primary functions of budgeting.
Identify the benefits of proper budgeting towards the success of their organisation.
Cite the classification of budgets and distinguish one from the other.
Enumerate the different types of budget.
Avoid common traps associated with budgeting.
Develop ways to avoid damage caused by ineffective budgeting.
Suggest ways on how to prevent budgeting overkill.
Know the different strategies in making a good budget plan.
Establish how proper budgeting and forecasting will lead in the preparation of a good plan.
Ascertain the relationship between budgeting and management for the proper coordination of organisational activities.
Prepare an efficient budget plan by knowing the principles and procedures for successful budgeting
Specify the role of budgeting in the planning and communication process.
Understand the nature and purpose of budgets for planning and control.
Ascertain how budgetary control helps in monitoring revenue and expense levels in operating activities.
Learn how variance analysis helps management to understand the present costs and how to control the future costs.
Know how the different responsibility centres promote effective financial control
Report a budget segment internally and externally.
Distinguish between fixed and flexed budget.
Know the principles of a rolling budget.
Explain the underlying concept of zero-based budgeting and its advantages and disadvantages.
Differentiate traditional-based budgeting and zero based budgeting.
Give comments on the criticisms in zero-based budgeting.
Determine how zero-based budgeting may assist in budgeting, planning and control
Understand and explain the concept of Activity Based Budgeting (ABB).
Appreciate the importance of ABB towards creating accurate forecast for the organisation.
Enumerate the financial and organisational benefits of ABB.
Establish the relationship of ABB to operational planning and portfolio management.
Prepare a master budget for their organisation.
Explain the underlying concept of paradigm-based budgeting, process-based budgeting, priority-based budgeting and performance-based budgeting and differentiate one form the other.
Develop ways for innovative budgeting in credit crunch and economic recession.
Analyse how behaviour influences forecasting cost and budget plan creation.
Distinguish fixed, variable costs and mixed costs.
Design an activity-based costing model in estimating the cost elements of the organisation s products or services.
Know the different components of operating budget.
Explain the concept of project and variable budget.
Know the underlying concept of management by objectives.
Prepare/ Draft an operating budget plan for the continued operation of their organisation at current levels.
Prepare/ Draft a financial plan for the proper allocation of future income to various types of expenses.
Demonstrate understanding of distinction between personnel management and human resource management.
Indicate the significant aspects in development of human resource management and personnel management.
Demonstrate an appreciation of important of welfare in the development of personnel management and human resource management.
Relate the part played by Cadburys Rowntree in the development of personnel management and human resource management.
Manage the strategic role.
Illustrate the difference between the Hard approach to HRM and Soft approach to HRM.
Suggest the importance of human resource planning in organisation management.
Illustrate the significance of effective human resource.
Determine the links between corporate planning and human resource planning.
Indicate how human resource planning can support business systems.
Determine when there is a need to review an organization human resource plans.
Determine the factors influencing human resource planning.
Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness
Module Contents, Concepts and Issues
Key Issues in Planning
Planning, Defined
Requirements of Planning
Planning Characteristics
Informal Plans
Purpose of Planning
Planning Misconceptions
Planning Variations:
According to Breath or Coverage
According to Time Frame
According to Specificity
According to Frequency
Planning Contingency
Steps in Planning
Planning and Organisational Control
Planning in Operations Management
Planning as the Link-Pin in Organisational Management
Organising
Directing
Co-ordinating
Controlling
Types of Plan
Pertinent Planning Concepts
Key Planning Components
Strategic Planning Process
Quality Tests for Strategic Plan
Timing Strategic Plans
Operational Plan as Business Plan
Standing Plan
Single-use Plan
Operational Planning Issues: Perfecting the Business Plan
Operational, Production or Manufacturing Capabilities;
Cash flow Forecast
Liquidity Ratio
Facilities
Inventory and Inventory Control
Material Requirements Planning (MRP) VS Just-In-Time (JIT) Operation
Distribution, 'Facilitation' and Relationship Management
Maintenance or Service Order Fulfilment and Client or Customer Service
Strategic Planning vs. Operational/ Business Planning
Strategic Planning vs. Tactical Planning
Strategic Planning Tools
SWOT Analysis
Balanced Scorecard
Scenario Planning
PESTEL Analysis
Planning Strategies, Cycle and Outline
Planning Strategies
Planning as a Cyclical and Continuous Process
Initiate
Identify Aim
Explore Options
Selection of Best Options
Details Planning
Plan Evaluation
Implementation
Closure
Feedback
Objectives Setting: The Foundation of Planning
Real vs. Stated Objectives
Traditional Objective Setting
Means-Ends Chain
The Plan Outline
Setting goals & objectives
Determining steps to achieve goals
Setting start & completion dates
Assigning responsibility
Planning Strategies, Cycle and Outline
The Basic Concept of Budget and Budgeting
Two Primary Functions of Budgeting
Benefits of Budgeting
Classification of Budgets
Different Types of Budget
Methods in Assessing the Project
Typical Budgeting Traps
Damage from budgeting and how to avoid it
Budgeting Overkill
Budget and Strategy
Budgeting and Forecasting
Budgeting and Management
Principles and Procedures for Successful Budgeting
Budget Construction and Control
Budgeting As Part of Planning Process and As A Communication Process
Nature and Purpose of Budgets for Planning and Control
Budgetary Control and Variance Analysis
Responsibility Centres:
Revenue Centres
Expense or Cost Centres
Profit Centres
Investment Centres
Segment Reporting Internally and Externally
Different Approaches to Budgeting
Fixed and Flexed Budget (static and flexible budget)
Rolling Budget
Zero-based Budgeting
Concept
Traditional-based Budgeting vs. Zero Based Budgeting
Criticisms
How Zero-based Budgeting May Assist in Budgeting, Planning and Control?
Activity Based Budgeting (ABB)
Concepts
Importance
Financial Benefits
Organisational Benefits
Relationship to Operational Planning
Relationship to Portfolio Management
Master Budget
Paradigm-based Budgeting
Process-based Budgeting
Priority-based Budgeting
Performance-based Budgeting
Innovative Budgeting in Credit Crunch and Economic Recession
Policy, Planning and Budgeting System (PPBS)
Zero-Base Budgeting
Nature and Behaviour of Cost and the Budget Preparation Process
Cost Behaviour
Fixed Costs
Variable Costs
Activity-based Costing
Operating Budget
Project Budget
Flexible (Variable Budget)
Management by Objectives
The Preparation of Operating and Financial Budget
Organization for Budget Preparation
Budget Timetable
Setting Planning Guidelines
Preparing the Sales Budget
Initial Preparation of Other Budget Components
Negotiation
Coordination and Review
Final Approval and Distribution
Revisions
Current and Recurrent Issues in Human Resource Management (HRM)
Module Objectives
By the conclusion of the established learning activities, delegate will be able to:
Demonstrate their understanding of the importance of employee Resourcing in an organisational context
Demonstrate their understanding of the different employee resourcing strategy
Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy
Draw a parallel between material and facilities Resourcing and people Resourcing, from the standpoint of organisational effectiveness
Defend the strategic importance of employee Resourcing
Link employee Resourcing with business and organisational development
Devise an effective employee Resourcing strategy
Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective.
Suggest what Numerical Flexibility means.
Indicate the benefits of functional flexibility of workers and managers
Indicate the relationship between Temporal Flexibility and Financial Flexibility.
Decide what workers or managers are likely to gain from Geographical Flexibility.
Demonstrate their understanding of an effective job design system
Relate the factors to be taken into account to ensure that job design tribute to organisational success
Illustrate the legal bases of job design
Distinguish between the different types of job design
Demonstrate an understanding of ergonomics in job design
Indicate the factors that contribute to fatigue and fatigue reduction
Create a match between individual capabilities and orientation, on the one hand, and job design features, on the other
Distinguish between the different types of job design
Relate job design factors to the law
Demonstrate an understanding of reasonable support
Illustrate the balance that might be made between candidate immediate suitability and the possibility of Continuous Professional Development (CPD)
Manage the entry process of new employees in the organisation.
Illustrate the management succession chart.
Determine the impact of psychological contract in employee s retention.
Current and Recurrent Issues in Human Resource Management (HRM)
Module Contents, Concepts and Issues
Module Objectives
The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing
The Role of Employee Resourcing In Contributing To Corporate Strategies and Goals
The Role of Internal and Stakeholders in the Employee Resourcing Process
Managing the Potentially Conflicting Concerns of Stakeholders in Employee Resourcing
Dealing With Stakeholders Values and Expectations
Traditional Approaches to Employee Resourcing
Emergent and Contingency Approaches To Employee Resourcing
The Role of Employee Resourcing In Business and Subsystem Strategy
The Role of Employee Resourcing In the Development of Organisational Strategy
Organisational Strategy and Employee Resourcing Strategy Compatibility
Employee Flexibility and Workforce Flexibility
Alternative patterns of work and the increase in the non-standard contracts:
The Different Forms of Worker Flexibility
Elements of Workforce Flexibility
Numerical Flexibility
Functional Flexibility
Temporal Flexibility
Financial Flexibility
Geographical Flexibility
Hard and Soft HRM
The Flexibility Debate:
The Concept of the Flexible Firm
The Strategic Use of Flexible Workers
Flexibility Strategies for Economic Development
Job Design and Recruitment and Selection: The Legal Parameter
Effective Job Design
HRP and Job Design
Difference Approaches to Job Design
Mechanistic Job Design
Biological Job Design
Perceptual Job Design
Motivational Job Design
Linking Job Design with Motivation Theory
The Recruitment Process and the Law
Job Analysis as a Basis for Effective Recruitment and Selection
Job Description
Personnel Specification and the Law
Measuring the Effectiveness of Recruitment and Selection: Validating Recruitment and Selection Methods
Recruitment Method Reliability
Monitoring Recruitment and Selection Policy
Recruitment and Selection and Continuous Professional Development (CPD)
The Newcomer: A Strategic View
Managing Entry into the Organisation
Induction Programmes: A Strategic View
Transmitting Corporate Values
Enhancing the Probationary Experience;
Valuing and Exploiting Intellectual Capital: A Strategic Perspective;
Intellectual Property Rights: Intellectual Property Law
Learning from Early Leavers
Using Exit Interviews/ Questionnaires
Employee Retention: An Introduction to Talent Management
Career Management: Career Theory, Career Development, Management and Succession Planning
Management Succession Charts
The Psychological Contract and the Impact on Employee Retention
About The Training Provider: Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute - HRODC Postgraduate Training Institute is a Graduate Institution Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and can be Verified at: It provides Intensive Full-Time Postgraduate Diploma Courses. 3 Months Intensive...
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