Human Resource Training and Development Management Course Full-Time 6 Months

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Course Programme Human Resource (HR) Training and Development Management
Leading to Postgraduate Diploma and MSc Human Resource Training
and Development Management
Module # Module Title
003 Trainer Training: Training for Trainers
004 Motivating Workers: Intrinsic and Extrinsic Rewards
005 Employee Resourcing: Recruitment and Selection
011 Financial Risk Management
025 Modern Quality Systems
030 Executive Leadership and High Performance Team Management
032. B1 Organisation Management: An Introduction
032. B6 Managing Individual Performance
037 Advanced Financial Accounting
053 Effective Time Management
056 Training Needs Analysis: Determining Training Needs
063 Training Expenditure or Investment: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return
Related Software Programs or Products: None
Related Awards, Degrees or Certifications: Diploma-Postgraduate
Related Jobs or Careers: Human Resource Professionals Human Resource Managers Human Resource Specialists who need to expand their knowledge
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
on-line tutorialThis is an online tutorial
self directedThis is a self-directed course
instructor led trainingThis class may be available at a classroom in London, London,
Course Level:executive
Duration:6 months
Training Presented in:English
Master's Degree Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource Training and Development Management Course Full-Time 6 Months
Course #003: Trainer Training: Training for Trainers
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
Trainer Training: Training for Trainers
Course 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
Course #004: Motivating Workers: Intrinsic and Extrinsic Rewards
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.
Motivating Workers: Intrinsic and Extrinsic Rewards
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: Hertzberg s Contribution
Process Theories
Equity Theory
Goal-Setting Theory
Expectancy Theory
Equitable Reward Systems
Reinforcement Theories
Reinforcement Theory
Motivation & 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
Course #005: Employee Resourcing: Recruitment and Selection
By the conclusion of the specific learning & 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
Be able to conduct individual and panel interviews
Be capable of arriving at objective decisions in personnel
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
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
Course #011: Financial Risk Management
Contents, Concepts and Issues
Risk: A Working Hypothesis
Defining Risk Generally
Financial Risk: A Plausible Definition
Financial Risk in an Organisational Setting
Financial Risk and Market Dynamics
Liquidity Risk
Operating Risk
Fraud Risk
Settlement Risk
Corporate Strategy and Risk Management
The Currency Derivatives Market
Financial Risk and Unpredictability: Uncontrollable Environmental Issues
Asset Behaviour and Pricing Implications
Credit and Counterparty Risk
The Legal and Political Risk Environments
Risk as an Economic Factor
Technological Risk Factor
Risk associated with Socio-Cultural Change
Financial Risk Settings: A Meta-Analytical Exploration
Risk in Financial Institutions
Banking Risk
Risk and the Currency Market
Risk and the Equity Market
Futures Market Risk
Financial Exposure as Risk
Economic Exposure
Transaction Exposure
Translation Exposure
Calculating Risk in Financial Exposure
Risk Management: A Conceptual and Statistical Meta-Analysis
Conducting a Risk Assessment
Managing Risk with Forward Contracts
Financial Methods of Measuring Risk
Quantifying Financial Risks
Some Qualitative Approaches to Financial Risk Assessment
Managing the Interest Rate Derivatives Market
Managing Equity Risk
Identifying and Measuring Currency Risk
Managing Financial Exposure Risk
Managing Currency Risk
Sensitivity Analysis as Risk Management
Managing Risk with Swaps:
Statistical Analysis as a Risk Management Instrument
Interpreting Statistical Data
Mean and Statistical Mean
Probability and Normal Distribution
Calculating Statistics from Actual Data
Understanding Statistical Significance
Making Sense of Chi-Squared Distribution
Using PESTEL as a Tool towards Risk Management
Course #025: Modern Quality Systems
By the conclusion of the specific learning & development activities, delegates will be able to:
Demonstrate their appreciation for consumer and client demand for quality
Demonstrate their awareness of consumers increasing quality consciousness
Exhibit an understanding of the role of Quality Systems in:
Creating a positive organisational image
Lowering operational costs
Reducing or averting product or service liability litigation
Demonstrate their understanding of Modern Control Systems
Determine the place of mutual adjustment, as a co-ordinating mechanism within specific organisational settings determined by their sizes and stages of development, and work process
Determine how management information systems support organisational control
Determine the cybernetic value of computerised information system in general organisational functioning and specifically management control system
Evaluate the impact of a haphazard management accounting system on the overall organisational control mechanism
Explain the import conversion export process
Apply the concept of equifinality in organisational control
Indicate when managerial control should be relaxed, to facilitate organisational development, quality improvement and continuous professional development
Establish quality objectives
State quality objectives as precisely as possible
Set quality objectives in relation to other organisational objectives
Relate objectives to specific actions, whenever necessary
Pinpoint expected results
Specify when goals are expected to be achieved
Distinguish between strategic, tactical and operational quality objectives
Establish a quality-throughput accounting balance
Demonstrate how a continuous improvement strategy might be designed and implemented
Illustrate how just-in-time system works in practice
Establish the difference in push and pull between Just-In-Time (JIT) System and Material Requirement Planning (MRP)
Demonstrate their understanding of the fundamental differences between JIT and MRP
Demonstrate the quality benefits of JIT vs. MRP
Indicate the quality issues involved in JIT and MRP
Exhibit Their understanding of the Sourcing strategies, which are necessarily employed in JIT and MRP
Demonstrate their ability to circumvent problems posed by Single Sourcing
Exhibit their understanding of the fundamental tenets of Total Quality Management (TQM)
Demonstrate their ability to contextualise the following:
What is the International Organisation for Standardization (ISO)
What 'international standardization' means
How ISO standards benefit society
The hallmarks of the ISO brand
ISO and world trade
ISO and developing countries
How to recognize an ISO standard
The big, wide world of ISO standards
What makes ISO 9000 and ISO 14000 so special
What makes conformity assessment so important
ISO9000 as a quality framework
The ISO9000 Family
ISO 1400: An Introduction
Demonstrate their understanding of the role of the British Standard Institution (BSI) as an International Quality Assessment Body
Exhibit their ability to plan, establishing & monitor Quality Systems
Exhibit an understanding of the fundamental principles of Total Quality Management (TQM)
Demonstrate their ability to Implement and Monitoring TQM
Demonstrate an understanding of the operational constraints of popular quality systems
Illustrate the perceptual value of quality assurance
Exhibit their ability to establish quality assurance from quality objectives
Demonstrate their ability to Quality Benchmarking
Evaluate the standards proposed by internationally acclaimed quality protagonists, such as:
Philip B. Crosby,
W. Edwards Deming,
Joseph M. Juran,
Shigeo Shingo, and
Armand V. Eeigenbaum
Use quality as a basis for conducting an internal and external environmental analysis
Demonstrate their ability to use quality as the basis for conducting a strategic operational review
Exhibit their ability to initiate and institutionalise incremental quality improvement
Demonstrate their ability to Identify areas for quality improvement
Exhibit an understanding of the role of communication for quality improvement
Demonstrate their understanding of the role OF Research and Development for Quality Improvement
Modern Quality Systems
Contents, Concepts and Issues
Quality: A Definition
Clients Quality Consciousness
The Law and Development of Quality Assurance
Using Quality As A Tool To:
Create a Positive Organisational Image
Lower Operational Costs
Reduce or Avert Product or Service Liability Litigation
Modern Control Systems
Management Information System
Computerised Information Systems
Information Speed
Information Retrieval
Management Accounting System
The Import- Conversion Export Process
The Import Process
The Conversion Process
The Export Process
Operational Control System
Service Operation
Process Scheduling
Detailed Scheduling
Inventory Control
Cost Control
Quality Control
Controlling Utilisation of Organisational Resources
Co-Ordaining As a Control Mechanism
Mutual Adjustment
Direct Supervision
Standardisation of Work Process
Standardisation of Input-Skills, Knowledge And Attitudes
Standardisation of Output
Organisational Structure as a Control Function
Communication Dissemination
Decision Making Involvement
The In Inventory
The Out Inventory
The JIT Inventory System
The Kanban System
Establishing Quality Objectives
Stating Precise Objective
Setting Quality Objectives in Relation to Other Organisational Objectives
Relating Objectives to Specific Actions
Pinpointing Expected Results
Specifying When Goals Are Expected To Be Achieved
Distinguishing Between Strategic, Tactical and Operational Quality Objectives
Establishing a Quality-Throughput Accounting Balance
Continuous Improvement Programme
Just-In-Time (JJIT) Compared With Material Requirements Planning (MRP)
JIT vs. MRP: Component and Material Sourcing Strategy
The Quality Benefits of JIT vs. MRP
The Quality Issues Involved In JIT and MRP
Kaizen or Continuous Improvement
Modern Quality Systems
The British Standard Institution (BSI) As An International Quality Assessment Body
The Fundamental Principles of Total Quality Management (TQM)
Implementing and Monitoring TQM
What is The International Organisation for Standardization (ISO)
What 'International Standardization' Means
How ISO Standards Benefit Society
The Hallmarks of the ISO Brand
ISO and World Trade
ISO and Developing Countries
How to Recognize an ISO Standard
The Big, Wide World of ISO Standards
What Makes ISO 9000 and ISO 14000 so Special
What Makes Conformity Assessment so Important
Iso9000 as A Quality Framework
The ISO 9000 Family
ISO 1400: An Introduction
Planning, Establishing & Monitoring Quality Systems
The Perceptual Value of Quality Assurance
Establishing Quality Assurance from Quality Objectives
Quality Benchmarking
Guidelines for Achieving Quality:
Philip B. Crosby,
W. Edwards Deming,
Joseph M. Juran,
Shigeo Shingo,
Armand V. Eeigenbaum
Quality and Internal and External Environmental Analysis
Quality and Strategic Operational Review
Incremental Quality Improvement
Identifying Areas for Quality Improvement
Communication for Quality Improvement
Researches and Development for Quality Improvement
Course #030: Executive Leadership and High Performance Team Management
By the conclusion of the specific learning & 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
Executive Leadership and High Performance Team Management
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;
Team Formation
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
Seeking Sympathy
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
Standard Setting
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
Course #032. 1: Organisation Management: An Introduction
Contents, Concepts and Issues
By the conclusion of the specific learning & development activities, delegates 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
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
Contents, Concepts and Issues
Introduction to Formal Organisations
Definition; Objectives Social and Business
Division of Work/ Labour
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
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
Course #032. 6: Managing Individual Performance
By the conclusion of the specific learning & development 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
Demonstrate their ability to avert the halo and thorny effects in appraisal
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
Explain and evaluate the rationale for performance related pay
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
Managing Individual Performance
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
Paired Comparison
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)
Course #037: Advanced Financial Accounting
By the conclusion of the specific learning & development 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
Contents, Concepts and Issues
A Strategic View of the Business Environment
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 versus 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
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
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 Accountants
Course #053: Effective Time Management
By the conclusion of the specific learning & 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 prioritize 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 team think
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.
Effective Time Management
Contents, Concepts and Issues
Introduction to Time Management
Time Management Defined
Time in an Organisational Wide Context: Acting in Time
The Cost of Time
Time Management Tools
Maximising Personal Effectiveness
Busy vs. Productive
Time Wasters/ Time Robbers/ Time Stealers/ Time Bandits
Managing Time Wasters/ Time Robbers/ Time Stealers/ Time Bandits
Combating Procrastination
Diffusing the Impact of Others
Handling Interruptions Constructively
Asserting Yourself Politely and Calmly
Conquering Over commitment ( Learn to say, No )
Contextualising Time Management
The Four D s of Time Management
Tasks Which Should Be Delegated
Effective Delegation Techniques
How to Delegate
Managing Multiple Task and Deadlines
Combating Work Related Stress
Balancing Personal and Professional Life
Avoiding Time Crunches
Handling Unexpected Job Emergencies
Human Multitasking
Benefits of Effective Time Management
Effects of Poor Time Management
Time Management Theories
Maslow s Hierarchy of Needs
The Pickle Jar Theory
Pareto Principle or 80/ 20 Rule
Eisenhower Method
POSEC Method
Setting Goals/ Objectives, Planning and Getting Organised
Setting Goals and Objectives
What You Want to Achieve
Importance of Goal
Setting Realistic Goals Through SMART Method
Techniques for Setting and Achieving Goals
Management and Planning Tools
Using a Planner
Developing Action Plan
Getting Organised
Organizing Your Workspace, Files and Folders
E-mail, Task and Calendar Managing
Information Flow and Retrieval Process
Information Overload
Schedule Management
Scheduling to Create Work/ Life Balance
Creating Dynamic To-Do List
Reducing Mental Clutter
The Batching Technique
Utilize Time Gaps
Effective Follow-up System
Developing Time Management Habit
Scheduling, Prioritising and Time Management Application
Effective Scheduling
Steps in Scheduling
The Prioritization Grid
Important vs. Urgent
Time Management Matrix (Covey s Four Quadrant Matrix)
To-Do List
ABC123 Prioritised Planning
Decision Matrix
Time Management and Manager
How Most Managers Apportioned Their Time
Time Management Tips for Managers
Effective Resource Management
Workload Analysis
Managing Workload
Managing Disorganised Staffs
Achieving Effective Time Management through Proper Meeting Management
Meeting Management
Creating an Effective Agenda
Importance of Agenda
Steps For Productive and Effective Meeting
Team think
Reducing Time Spent on Meeting
Meeting Menaces
The Waffler
The Turf Warrior
The Assassin
The Dominator
The Interrupter
Meeting Mismanagement
Trading Game Scenario
Course #056: Training Needs Analysis
Contents, Concepts and Issues
Rationale For and Definition of Training Needs Analysis (TNA)
Organisational Training Needs Analysis
Subsystem Training Needs Analysis
Individual Training Needs Analysis
Approaches, Methods and Techniques of Training Needs Analysis
Approaches to and Methods of Training Needs Analysis
Approaches to Training Needs Analysis
Methods of Training Needs Analysis
Focus Groups
Action Learning
Learning by Doing;
Experiential Learning;
Reflecting On Practice;
Being Open;
Sharing Ideas;
Learning to Learn;
Life-Long Learning; And
Learning In the Workplace
Improved Strategic Thinking Ability;
Understanding Group Processes and Organisational Change;
Improved Understanding between Sections Of The Organisation;
Development of New Skills (E. G. Leadership, Problem-Solving, Communication, Questioning. Presentation and Process Facilitation Skills);
Ideas for Future Projects and Programs;
A Concrete Outcome of Benefit to the Organisation and Program Participants; and
High Proven Returns on Investment in the Action Learning Program
Action Research
Process Management
Assessment Centres
TNA 2000
Techniques of TNA
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
Throughput Accounting
Throughput Accounting: An Introduction
Determining whether a Programme or event Increases Throughput
Effect of Reducing Investment (Inventory) (money that cannot be used) in Business and Non-Business Organisations
Reducing Operating Expense
Efficiency Gains
Defining Efficiency Gains
Measuring Efficiency Gains
Improving Efficiency Gains
Substituting the concept of Efficiency Gains , in Throughput Accounting, for the Concept of Net Profit in Training Departments, as in:
Net profit (NP) = Throughput - Operating Expense = T-OE
Return on investment (ROI) = Net profit / Investment = NP/ I
Productivity (P) = Throughput / Operating expense = T/ OE
Investment turns (IT) = Throughput / Investment = T/ I
Difference between Education, Training and Development
Training and Opportunity Cost
Calculating Rate of Return from Training Investment
Investors In People (IIP): The British Model
Course #063: Training Expenditure or Investment: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return
Contents, Concepts and Issues
Organisational Control
Organisational Control Systems
Operational Control
Sequencing -
Detailed Scheduling:
Other Control Mechanism Include:
Inventory Control
Cost Control
Quality Control
Budgeting As a Control Mechanism
Budgeting and the Controlling Of Organisational Resources
Traditional Methods of Resource Allocation
Modern Approaches to Resource Allocation - Based On Assessment of the Potential of Subsystem to Succeed, In Relation To Prevailing Environmental Situation
Responsibility Centres in the Form of:
Revenue Centres
Expense or Cost Centres
Profit Centres
Investment Centres
Managing Organisational Resources
Relationship between Strategic Management and Resource Management
Conflict between Corporate and Operational Management in Relation To Resource Utilisation
The Functions of Management
Planning as a Function of Management
Strategic Plans
Tactical Plans
Operational Plans
Standing Plans
Co-Ordinating as a Function of Management: Training and Development Modification
Co-Ordinating through Mutual Adjustment
Co-Ordinating through Direct Supervision
Co-Ordinating through Standardisation of Work Process
Co-Ordinating through Standardisation of Input - Skills, Knowledge and Attitudes
Co-Ordinating through Standardisation of Output
Costing and Cost-Benefit Analysis
Activity-Based Costing
Policy Planning and Budgeting Systems (PPBS)
Zero Base Budgeting
Paradigm-Based Budgeting
Process-Based Budgeting
Priority-Based Budgeting
Performance-Based Budgeting
Activity-Based Budgeting
Efficiency Gains
Defining Efficiency Gains
Measuring Efficiency Gains
Improving Efficiency Gains
Substituting The Concept Of Efficiency Gains , In Throughput Accounting, For The Concept Of Net Profit In Training Departments, As In:
Net Profit (NP) = Throughput - Operating Expense = T-OE
Return on Investment (ROI) = Net Profit / Investment = NP/ I
Productivity (P) = Throughput / Operating Expense = T/ OE
Investment Turns (IT) = Throughput / Investment = T/ I Difference between Education, Training and Development
Training and Opportunity Cost
Calculating Rate of Return from Training Investment
Investors in People (IIP): The British Model
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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