# 032.1 - Executive Management
Course, Leading to Postgraduate Certificate
in Executive Management,
Accumulating to a Postgraduate Diploma, with
180 Additional
Credit-Hours. This Postgraduate Certificate
Programme is divided into six individual
Blocks, or modules, as constituents of our
Postgraduate Diploma in Executive
Management. When taken separately, each
Block leads to a Diploma - Postgraduate
Award.
Click to Download the PDF Brochure of this
Course.
Course Contents include: Matrix Structure,
Divisional Structure, Functional Structure,
Meeting
Management, Effective Agenda,
Importance of Agenda,
Steps For Productive and Effective Meeting,
Groupthink, Teamthink, Reducing Time Spent
on Meeting, Meeting Menaces, The Waffler,
The Turf Warrior, The Dominator, The
Interrupter, Meeting Mismanagement, Managerial
Leadership, Leader Behaviour in
Organisations, Scientific Management to
Organisational Design, Mechanistic
Organisational Design, Managerial Leader,
Transactional Leader Behaviour,
Charismatic or Transformational Leader,
Leadership and Authority, Management and
Power , Management and Control, Leadership
and Interpersonal Relationship, Qualities
or Traits Approach To Leadership, Task and
Person Orientation, Contingency or
Situational Approaches to Leadership,
Leadership and Extroversion, Leadership
and Social Needs, Leadership and Power
Needs, Leadership and Achievement Needs,
Leader Orientation,
Person Orientation, Employee Cantered
Leaders, Participative Leadership,
Democratic Leadership, Performance
Monitoring, Leadership and Environmental
Variability, Leadership-Superior
Subordinate Relationship, Leadership and
Team Development, Leadership and
Flexibility, Leadership and Decision
Making, Leadership Influence and Reward,
Defining Organisations, Social
Organisations, Formal Organisations,
Organisational Analysis, Organisational
Roles and Relationships, Organisational
Responsibilities, Organisational
Accountability, Internal Organisational
Accountability, Upward Organisational
Accountability, Downward Accountability,
The Organisation’s External Accountability,
Accountability To Owners/Sponsors,
Accountability To Creditors,
Accountability To Sector or Industry,
Accountability To The State,
Contextualising Authority and Authority
Structure, Traditional Authority,
Charismatic Authority, Legitimate
Authority, Professional Authority, Power,
Organisational Power Sources, Power
Derived from Authority, Power resulting
from Control Over Resources.
Programme Coordinator:
Prof. Dr. R. B. Crawford is the Director of
HRODC Postgraduate Training Institute, A
Postgraduate-Only Institution. He has the
following Qualifications and Affiliations:
Doctor of Philosophy {(PhD) {University College
London (UCL) - University of London)};
MEd Management (University of Bath);
Postgraduate (Advanced) Diploma Science Teacher
Ed. (University of Bristol);
Postgraduate Certificate in Information Systems
(University of West London, formerly Thames
Valley University);
Diploma in Doctoral Research Supervision,
(University of Wolverhampton);
Teaching Certificate;
Fellow of the Institute of Management
Specialists;
Human Resources Specialist, of the Institute of
Management Specialists;
Member of the Asian Academy of Management
(MAAM);
Member of the International Society of Gesture
Studies (MISGS);
Member of the Standing Council for
Organisational Symbolism (MSCOS);
Member of ResearchGate;
Executive Member of Academy of Management (AOM).
There, his contribution incorporates the judging
of competitions, review of journal articles, and
guiding the development of conference papers. He
also contributes to the Disciplines of:
Human Resources;
Organization and Management Theory;
Organization Development and Change;
Research Methods;
Conflict Management;
Organizational Behavior;
Management Consulting;
Gender & Diversity in Organizations; and
Critical Management Studies.
Professor Dr. Crawford has been an Academic in the following UK
Universities:
University of London (Royal Holloway), as Research Tutor;
University of Greenwich (Business School), as
Senior Lecturer (Associate Professor), in
Organisational Behaviour and Human Resource
Management;
University of Wolverhampton, (Wolverhampton Business School), as
Senior Lecturer (Associate Professor), in
Organisational Behaviour and Human Resource
Management;
London Southbank University (Business School),
as Lecturer and Unit Leader.
His responsibilities in these roles included:
Doctoral Research Supervisor;
Admissions Tutor;
Postgraduate and Undergraduate Dissertation Supervisor;
Programme Leader;
Personal Tutor
For Whom This Course is Designed
This Programme is Designed For:
Business Angels;
Management Trainees;
Management Aspirants;
Senior Human Resource Management (HRM) Officers;
Human Resource Development (HRD) Practitioners;
Retention Officers;
Recruitment and Selection Officers;
Induction Managers;
Role Enhancement Officials;
External Organisational Development Consultants;
Internal Organisational Development Consultants;
Senior Project Managers;
Internal Change Managers;
External Change Managers;
Senior Resource Managers;
Chief Executives;
Company Secretaries;
Departmental Heads;
Divisional Heads;
Executive Directors;
General Managers;
Managing Directors;
Senior Secretaries;
Vice Presidents;
Board of Directors;
Chief Executive Officers (CEOs);
Chief Executives;
Chief Financial Officers (CFOs);
Chief Secretaries;
Company Secretaries;
Corporate Managers;
Divisional Heads;
Entrepreneurs;
Executive Directors;
Executive Vice Presidents;
Human Resource Managers;
Human Resource Directors;
Management Graduates;
Management Lecturers;
Managing Directors;
Middle Managers;
Non-Executive Directors;
Organisational Development Practitioners;
Organisational Resource Directors;
Senior Managers;
Senior Project Managers;
Senior Resource Managers;
Supervisors;
University Vice Chancellors;
Venture Capitalists;
Individuals with a genuine interest in Issues
associated with Organisational Structure and
Control, and General Management, towards
Enhanced Organisational Effectiveness.
All others who are desirous of enhancing their
Proficiency in Executive Management.
Classroom-Based Duration and Cost:
Classroom-Based Duration: 6 Weeks (5 Days per Week)
Classroom-Based Cost: £30,000.00
Per Student
Online (Video-Enhanced) Duration and Cost
Online Duration:
10 Weeks – 3 Hours Per Day, 6 Days Per Week
Online Cost:
£20,100.00 Per Student
Classroom-Based Programme Cost includes:
Free Continuous snacks throughout the Event Days;
Free Hot Lunch on Event
Days;
Free City Tour;
Free Stationery;
Free On-site Internet Access;
Postgraduate Diploma/ Diploma – Postgraduate –or
Certificate of Attendance and Participation – if
unsuccessful on resit.
Students and Delegates will be given a Selection of
our Complimentary Products, which include:
Our Branded Leather Conference Folder;
Our Branded Leather Conference Ring Binder/ Writing Pad;
Our Branded Key Ring/ Chain;
Our Branded Leather Conference (Computer – Phone) Bag – Black or Brown;
Our Branded 8-16 GB USB Flash Memory Drive, with Course Material;
Our Branded Metal Pen;
Our Branded Polo Shirt.;
Our Branded Carrier Bag.
Daily Schedule:
9:30 to
4:30 pm.
Delivery Locations:
Central London, UK;
Dubai, UAE;
Kuala Lumpur, Malaysia;
Amsterdam, The Netherlands;
Brussels, Belgium;
Paris, France; and
Durban, South Africa;
Other International Locations, on request.
# 032.1 - Executive Management
Course, Leading to Postgraduate Certificate in
Executive Management,
Accumulating to a Postgraduate Diploma, with 180
Additional
Credit-Hours. This Postgraduate Certificate
Programme is divided into six individual Blocks, or
modules, as constituents of our Postgraduate Diploma
in Executive Management. When taken separately, each
Block leads to a Diploma - Postgraduate Award.
Click to Download the PDF Brochure of this Course.
Block 1
Organisation and Management: Pertinent Issues,
Leading to Diploma – Postgraduate – in Organisation
and Management, and Executive Management Block 1
Block 1
Objectives
By the conclusion of the specified learning and
development activities, delegates will be able to:
Classify formal and
social organisations;
Classify business and
non-business organisations;
Recognise power and
authority;
Extricate social &
business objectives;
Classify internal and
external accountability;
Develop strategies to
manage an organisation effectually in stable and
turbulent times;
Demonstrate a
heightened understanding in carrying out the
elements of management;
Demonstrate their
ability to establish an effective co-ordinating
mechanism;
Design a ‘leadership
strategy’, which has a high probability of greatly
enhancing worker motivation and improving their
morale - factors crucial to organisational success;
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;
Discuss the key
issues in designing effective organisations;
Establish objectives
in designing the mechanism for success;
Apply effective time
management to competitive situations;
Demonstrate a
heightened understanding about the importance of
delegation in human resource & organisational
development;
Demonstrate a
heightened understanding about the importance of
communication in the process of delegation;
Determine the factors
that delegates should ascertain before delegating
tasks;
Determine the support
that delegatees should give to their delegates
during their performance of the specified tasks.
Block 1: Contents, Concepts, and Issues
B1 - Part 1: Crucial Elements 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.
B1 - Part 2: The Functions of Management: Salient Issues (1)
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.
B1 - Part 3: The Functions of Management: Salient Issues (2)
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;
B1 - Part 4: The Functions of Management: Salient Issues (3)
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 and Long-Term Solutions;
Higher Creativity;
Time Management Tips for Managers;
Reducing Time Spent On Meetings;
Meeting Management;
The Trading Game Scenario.
B1 - Part 5: 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.
Block 2
Managing
Individuals and Groups in Organisations, Leading to
Diploma – Postgraduate – in Managing Individuals and
Groups in Organisations, and Executive Management
Block 2
Block 2
Objectives
By the conclusion of the specified learning and
development activities, delegates will:
Be aware that teams cannot perform effectively
unless they understand team dynamics;
Demonstrate their understanding of their role in the
management of teams in organisation;
Exhibit a good knowledge of the finer-points of
team-decision-making;
Demonstrate that their inter-personal skills are
well developed;
Demonstrate their ability and willingness to
contribute to the enhancement of a team’s
‘problem-solving capability’;
Exhibit an understanding ‘role relationships’ in
organisation;
Demonstrate an
understanding of the importance of understanding the
perceptions of their role set;
Be able to identify
the role segment5s of their role set
Distinguish between
conflict and role conflict;
Distinguish between
intrarole senders and intrarole senders;
Demonstrate an
enhanced understanding of interrole conflict and
intrarole conflict;
Exhibit their ability
to hypothise the existence of latent conflict;
Determine the
positive effect of conflict in a given situation;
Demonstrate their
ability to manage conflict effectively;
Demonstrate their
ability to choose the most appropriate conflict
resolution method for particular situations.
Employ role
negotiation as a conflict management tool.
Locate employee
development in a strategic context;
Demonstrate their
ability to analyse training needs;
Be able to evaluate
the conventional and non-conventional methods of
training needs analysis;
Demonstrate their
ability to develop and manage a management
succession chart;
Exhibit an
understanding of the use of focus groups in training
needs analysis;
Distinguish between
demand-led and demand-led training needs;
Exhibit an
understanding of the value of action learning in
determining training needs.
Be able to relate the
way in which action research can be used in
determining training needs;
Demonstrate their
understanding of the relationship between
individual; team and organisational training needs;
and
Have developed a
personnel deployment chart.
Block 2 Contents, Concepts, and Issues
B2 - Part 1: Team Dynamics: Empowering High-Performance Groups (1)
Groups: Definition;
Distinguishing Groups from Aggregations;
Group Solidarity;
Group Cohesion;
Team or Group: A Distinction;
Team Dynamics;
Types of Teams;
Command Teams;
Committees (Temporary and Standing);
Task Forces;
Boards;
Team Formation:
Forming;
Storming;
Norming/Initial Integration;
Performing/Total Integration;
Disbandment or Adjournment.
B2 - Part 2: Team Dynamics: Empowering High Performance Groups (2)
Purpose of Teams in the Work-Place;
Team Characteristics;
The Role Concept: An Introduction;
How ‘True-To-Life’ or Realistic Are the Forming and Norming
Stages of Team Development?
Dysfunctional Behaviour in Teams;
Aggressiveness:
Blocking;
Interfering;
Competing;
Seeking sympathy;
Withdrawal; and
Special pleading.
Inter-Team Conflict;
Sources of Inter-Team Conflict;
Consequences of Dysfunctional Conflict;
B2 - Part 3: Team Dynamics: Empowering High Performance Groups (3)
Team Decision-Making;
Social Identity Theory;
Team Building and Maintenance Roles: Improving Team
Effectiveness;
Encouraging Members;
Harmonising;
Standard Setting;
Gatekeeping;
Determining the Optimum Team Size;
Providing Team Incentives;
Encouraging Conflict;
Averting Groupthink;
Avoiding the Risky Shift Syndrome;
Employing Transactional Analysis;
Employing Effective
Diversity Management and Discouraging Resonation.
B2 - Part 4: Conflict Management in Organisation
Role: A Contextual Definition;
Role Enactors;
Roles in Organisational and Non-Organisational Settings;
The Role Set;
Role Segments;
Role Expectations;
Role Sender;
Conflict and Role Conflict;
Interpersonal Conflict;
Interrole Conflict;
Intrarole Conflict;
Conflict Management: An Introduction:
Latent Conflict;
Manifest Conflict;
Organisational Value of Conflict;
Introducing Conflict;
Exploiting Conflict.
Conflict Resolution Methods:
Mutual Resolution;
Collegial Intervention
Hierarchical Intervention;
Debriefing in Conflict situations.
Role Negotiation:
Beyond Worker-Manager Prerogative.
B2 - Part 5: Employee Development – Incorporating Training Needs
Analysis
Rationale For and Definition of Training Needs Analysis;
Approaches, Methods and Techniques of Training Need
Analysis;
The Traditional Approach to Training Needs Analysis;
Job Behaviour and Task Analysis;
Data Is Gathered From Field Observations Using Structured
Questionnaires and Formal Interviews;
Multi-Skilling;
Knowledge Skills, And Attitudes Development;
Job, Task and Role Analysis;
A Strategic Approach to Competency Assessment;
‘Supply-Led’ or
‘Pedagogical’ Approach to Training Needs Analysis;
Demand-Led’ Approach To Training Needs Analysis;
Behavioural Expectation Scales;
B2 - Part 6: Employee Development – Incorporating Training Needs
Analysis
Focus Groups;
Action Learning;
Action Research;
Process Management;
Assessment Centres;
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.
Block 3
Organisational Improvement: Revitalising
Organisations through Organisational Development and
Change, Leading to Diploma – Postgraduate – in
Organisational Improvement: Development and Change,
and Executive Management Block 3
Block 3
Objectives
By the conclusion of the specified learning and
development activities, delegates will be able to:
Demonstrate an understanding of organisational development as a
process;
Exhibit a heightened awareness of the constituents of
organisational development;
Demonstrate an understanding of organisational climate and how it
can be gauged;
Strike a balance between macro organisational development and
micro organisational development;
Demonstrate their ability to incorporate specified elements of
the quality of working life in the management of
their subsystems and sections;
Exhibit their ability to use aspects of quality of working life
to motivate workers;
Managed sensitivity training successfully;
Determine the different stages of process consultation;
Determine organisational success factors;
Demonstrate their awareness of the inevitability of
organisational change.;
Demonstrate their ability to conduct an internal environmental
analysis-SW;
Exhibit their ability to conduct an external environmental
analysis-OT;
Synthesize the relationship between internal and external
environmental analyses-SWOT;
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 the inevitability of
organisational change;
Demonstrate the need for a proactive stance to organisational
change;
Take steps to create a positive perception of the organisation,
among shareholders, funding agents, clients and
customers, during a strategic change process;
Manage the relationship between the organisation and its internal
and external stakeholders during the different
stages of the change process;
Determine the factors, which contribute to workers’ resistance to
change;
Suggest the efforts, which an organisation might employ to reduce
workers’ resistance to change;
Distinguish between change strategies and approaches to change;
Illustrate the advantages and disadvantages of each change
strategy;
Employ the correct change strategy that will create ‘winners’
even in a ‘most hopeless’ situation;
Determine the situations, in specific relation to scale, level,
cost, urgency (both proactive and reactive), where 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;
Appreciate the importance of change institutionalisation;
Design measures, which will ensure change institutionalisation;
Assess the likely effect of power distance on the effectiveness
of change communication, taking steps to create a
favourable situation within the internal and
external environments;
Distinguish between strategic and operational change;
Assess the impact of information and communications technologies
(ICTs) on the change process;
Exploit the benefits of information and communications
technologies (ICTs) in the planning, communication
and implementation of change, being mindful of their
drawbacks;
Match the mode, channel and method of communication with the
nature and stage of the change process;
Determine the type, level and stage of change that might be best
suited to the ‘employment’ of internal or external
change agents, respectively, maintaining an
effective working environment;
Appreciate the difference between individual stress tolerance
levels;
Devise methods of reducing stress levels;
Distinguish between the speed of change and ‘change
acceleration’;
Determine when change acceleration is necessary;
Devise a strategy that will reduce the negative effects of
‘change acceleration’;
Implement Change whilst avoiding human and organisational
casualties;
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; and
Demonstrate leadership in the implementation of change, whilst
avoiding whilst avoiding Human and Organisational
Casualties.
Block 3
Contents, Concepts and Issues
B3 - Part 1: Organisational Development (1)
What Is
Organisational Development?;
OD and
Organisational Effectiveness;
Differing Perspectives of Organisational Development;
Organisational Climate;
Organisational Culture;
Organisational Norms;
Organisational Values
Organisational Power Structure;
Worker Commitment;
Structure of Roles in Organisation.
B3 - Part 2: Organisational Development (2)
Inter-Group Collaboration;
The Combination of the Authority Based In Roles with
the Authority Based In Knowledge and Skills;
The Creation of an Open System of Communication
–Vertically, Horizontally, Diagonally; Management
Development;
Micro Organisational Development;
The Quality of Working Life (QWL);
Aspects of Quality of Working Life;
Adequate and Fair Compensation;
Healthy and Safe Working Conditions;
Development and Growth of Human Capacities;
Growth and Security.
B3 - Part 3: Organisational Development (1)
Social Integration of People;
Constitutionalism;
Protection of Total Life Space;
Social Relevance of Work;
Sensitivity Training;
Approach to Organisational Development;
Organisational Development Interventions;
Process Consultation;
Enhancing the Effectiveness of Programmes;
Macro Organisational Development;
Determination of Success.
B3 - Part 4: Dynamics of Organisational Change Management
Influence
Change Strategy: When They Should Be Used or
Avoided?;
Control
Change Strategies: When They Should Be Used or
Avoided?;
Communicating 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 and Individual Casualties;
B3 - Part 5: Dynamics of Organisational Change Management
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.
Block 4
Enhancing Managerial Effectiveness, leading to
Diploma – Postgraduate – in Enhancing Managerial
Effectiveness, and Executive Management Block 4
Block 4
Objectives
By the
conclusion of the specific learning & development
activities, delegates will be able to:
Appreciate the value of time in an organisational context;
Regard time as an important resource;
Apply the principle of throughput accounting to organisational;
Activities as a motivation towards effective time-management;
Devise an effective time management strategy;
Manage meetings more effectively as a time management device;
Apply effective time management to competitive situations;
Demonstrate their understanding of the intricacies that are
involved in the process of leadership;
Distinguish between a leader and a managerial leader;
Relate the theories of leadership to empirical research;
Demonstrate their understanding of the need to constantly
re-evaluate the superior-subordinate that they
encourage;
Exhibit an understanding of the relationship between leader
behaviour and leadership styles;
Demonstrate their understanding of the different aspects of the
contingency approaches to leadership;
Distinguish between control and influence administrative
strategies;
Demonstrate their understanding of the positive and negative
implications of a
manager’s
choice of administrative strategy for the management
of his or her organisation;
Demonstrate an understanding of the relationship, which exists
between administrative
strategy and
leadership style;
Assess the leadership style of a superior or colleague;
Demonstrate an understanding of the relationship between a
manager’s leadership style
and the type of
structure, which he or she is likely to implement;
Demonstrate their ability to carefully select administrative
strategies so as to promote
leader and
organisational flexibility; and
Propose ways of reducing cultural infringement in their choice of
strategy.
Block 4
Contents, Concepts and Issues
B4 -
Part 1: Time Management in Context (1)
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”).
B4 - Part 2: Time Management in Context (2)
The Four D’s of Time
Management:
Do;
Delegate:
Tasks Which Should Be
Delegated;
Effective Delegation
Techniques;
How to Delegate.
Dump;
Defer.
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.
B4 - Part 3: Effective Meeting Management
Meeting Management:
Creating an Effective
Agenda;
Importance of Agenda;
Steps For Productive
and Effective Meeting;
Groupthink;
Teamthink;
Reducing Time Spent
on Meeting;
Meeting Menaces:
The Waffler;
The Turf Warrior;
The Assassin;
The Dominator;
The Interrupter.
Meeting
Mismanagement.
Trading Game
Scenario.
B4 - Part 4: Managerial Leadership and Leader Behaviour in
Organisations (1)
Leadership-: General
Definition;
The Difference
between a Leader and a Managerial Leader;
Transactional Leader
Behaviour;
Charismatic or
Transformational Leader;
Leadership and
Authority;
Management and Power
;
Management and
Control;
Leadership and
Interpersonal Relationship;
Qualities or Traits
Approach To Leadership;
Task and Person
Orientation;
Contingency or
Situational Approaches to Leadership;
Leadership and
Extroversion.
B4 - Part 5: Managerial Leadership and Leader Behaviour in
Organisations (2)
Leadership and
Characteristics;
Leadership and Social
Needs;
Leadership and Power
Needs;
Leadership Sand
Achievement Needs;
Leader Orientation;
Person Orientation;
Employee Cantered
Leaders;
Participative
Leadership;
Democratic
Leadership;
Performance
Monitoring;
Leadership and
Environmental Variability;
Leadership-Superior
Subordinate Relationship;
Leadership and Team
Development;
Leadership and
Flexibility;
Leadership and
Decision Making;
Leadership Influence and Reward.
B4 - Part 6: Leadership Styles and Administrative Strategies:
Improving Management Performance (1)
The ‘Leader’ vs. the ‘Managerial Leader’;
Superior-Subordinate Relationships;
Leader Behaviour;
Administrative Strategy and the Concept of ‘Puissance’;
Control Administrative Strategy;
Influence Administrative Strategy;
Merits and Demerits of Control Strategy;
Advantages and Disadvantages of Influence Administrative
Strategy.
B4 - Part 7: Leadership Styles and Administrative Strategies:
Improving Management Performance (2)
Characteristics of a ‘Theory X’ Leader;
Characteristics of a ‘Theory Y’ Leader;
Relationship between Leadership Style and Organisational
Structure;
The Implications of Leadership Style for Organisational
Problem-Solving and Decision-Making;
Ascribing Leadership Styles;
Influencing Your Leadership Style;
Leadership Style vs. Leader and Organisational Flexibility;
The Concept of ‘Flexion’;
Flexion and Organisational Practices;
Flexion and Leadership Inflexibility;
Leadership Style and Cultural Infusion.
Block 5
The
Management of Human Resource, Leading to Diploma –
Postgraduate – in The Management of Human Resource,
and Executive Management Block 5
Block 5
Objectives
By the conclusion of the specified learning and
development activities, delegates will be able to:
Calculate the Return on Investment (ROI) in
Education, Training and Development;
Demonstrate a heightened knowledge of how training
needs might be devised from Strategic Plans;
Demonstrate an appreciation of important of welfare in the
development of personal management and human
resource management;
Demonstrate awareness of the importance of
communication in the process of Human Resource
Management;
Demonstrate their ability to conduct a Human
Resource Audit;
Demonstrate their
ability to design an effective Employee Resourcing
Strategy;
Demonstrate their ability to determine the type of
commitment that motivate particular individuals to
join an organisation;
Demonstrate their ability to lead a recruitment and
Selection Team;
Demonstrate their ability to manage recruitment and
selection within a ‘resourcing context’.
Demonstrate their
understanding of distinction between Personnel
Management and Human Resource Management;
Demonstrate understanding of distinction between
personal management and human resource management;
Design a Job Description;
Design a Personnel Specification;
Design and Weight a Candidate Assessment Form (CAF);
Determine the factors influencing Human Resource
Planning;
Determine the factors that Delegatees should
ascertain before delegating tasks;
Determine the links
between corporate planning and human resource
planning;
Determine the organisation’s opportunity costs in
providing Education, Training and Development for
its Employees;
Determine the resources necessary to enhance
individual and team performance;
Determine the support that Delegators should give to
their Delegatees, during their performance of the
specified tasks.
Determine when there
is a need to review an organization human resource
plans;
Discuss, with confidence, the factors that are
associated with poor performance;
Distinguish between Education, Training and
Development;
Elucidate the concerns of managers in delegating;
Exhibit their ability to take appropriate measures
to improve Individual and Team Performance;
Explain the process and value of Human Resource
Audit;
Explain the underlying concept of Investors in
People (IIP);
Illustrate the difference between the hard approach to HRM and
Soft approach to HRM;
Illustrate, vividly, how the Political, Economic,
Social, Technological, Environmental and Legal (PESTEL)
Factors impinge on Employee Resourcing,
incorporating Human Resource Planning;
Indicate the
significant aspects in the Development of Personnel
Management and Human Resource Management;
Link Employee
Resourcing with Business and Organisational
Development;
Locate Performance Management in an appropriate
context;
Manage
the strategic role:
Relate
the part played by Rowntree in the development of
personal management and human resource management;
Suggest the
importance of Human Resource Planning in
Organisation Management.
Block 5
Course Contents, Concepts, and Issues
B5 Part 1: From Personnel to Human Resource Management: A
Strategic Development
A Distinction between Personnel Management and Human Resource
Management;
The advent of Welfare Management;
The role of Joseph Rowntree in Industrial Welfare Development;
The Development of Professional Personnel and Human Resource
Management;
Concerns of Personnel Management:
Recruitment and Selection;
Workers’ Welfare and Benefits;
Industrial Relations;
Staff Appraisal;
Training and Development.
The strategic significance of Human Resource Management;
Concerns of Human Resource Management:
Recruitment;
Selection;
Motivation;
Human Resource Planning;
Workforce Management Strategy;
Flexible Working Strategy
B5- Part 2: Human Resource Management As A Strategic Tool
The rationale for Human Resource Planning (HRP);
The link between HRP and Corporate Planning;
Human Resource Forecasting (HRF);
Designing, implementing and reviewing the effectiveness of HRP;
The role of Employee Resourcing in Corporate Strategies and
Goals;
The role of internal and stakeholders in the Employee Resourcing
process;
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.
B5 - Part 3: Strategising Employee Resourcing (1)
Logicalising Internal and External Selection Processes;
Internal and External Selection Processes as an Organisational
Development Phenomena;
Rationalising Internal Selection as a Process;
Staff Turnover and
its Negative and Positive Impact on the
Organisation;
Recruitment and
Selection as a Resourcing Activity;
The Importance of
Human Resource Forecasts;
Methods of
Forecasting Human Resource Needs of the
Organisation;
The Political,
Economic, Social, Technological, Environmental and
Legal (PESTEL) Factors, in the External
Uncontrollable Environment and how they impinge on
Employee Resourcing, incorporating Human Resource
Planning;
Strategic Operational
Review’ (SOR) As Prerequisite for Human Resource
Forecasting.
B5 - Part 4: Strategising Employee Resourcing (2)
Importance of Human
Resource Audit;
Conducting Human
Resource Audit;
Personnel Deployment
Chart (PDC);
Management Succession
Chart (MSC);
Job Analysis;
Job Description;
Personnel
Specification;
Market Targeting;
Designing and Placing
Advertisement;
Designing a Candidate
Assessment Form (CAF);
Weighting and Using a
Candidate Assessment Form (CAF);
Non-Conventional
Personnel Selection;
Short Listing
Candidates;
Conducting Selection
Interviews;
B5 - Part 5: Motivation in Human Resource Management
Directing or Leading:
Setting The Stage;
The Conceptual Bases
of Motivation;
Theoretical Bases of
Motivation: An Overview;
Distinguishing
Between Knowledge and Skills;
Competence and
Performance: A Conceptual Exploration;
Is there a Definitive
Relationship between Competence and 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.
B5 - Part 6: Contextualising Motivation in Human
Resource Management
The Extent to Which
Salary or Wages Inducement Motivate Workers;
Performance Related
Pay (PRP);
Productivity Bonuses;
Efficiency Gains;
Profit Share;
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;
Designing an Effective Motivation Strategy.
Block 12
Organisational Structure and Control Systems,
Leading to Diploma – Postgraduate – in
Organisational Structure and Control Systems, and
Executive Management Block 12
Block 12
Objectives
By the conclusion of the specified learning and
development activities, delegates will be able to:
Apply the concept of
Equifinality in organisational control;
Appropriately define organisational structure;
Contextualise Standardisation of Work Process;
Delineate the Importance of Communication in
Organisation;
Delineate the
relationship between organisational structure and
leader and organisational flexibility
Delineate the
relationship between Organisational Structure and
Organisational Control Function;
Demonstrate an awareness of the fundamental issues
associated with Organisational design and their
implications for effective organisational
functioning;
Demonstrate their
ability to encourage the type of
superior-subordinate relationship which will be
conducive to organisational success
Demonstrate their
understanding of the different bases of
co-ordination;
Demonstrate their
understanding of the factors associated with
leadership Style Ascription;
Design an
organisation adhering to the principles of
horizontal and vertical relationship;
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;
Determine the level
of worker autonomy to permit when dealing with
highly motivated staff;
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;
Directly associate
the Levels of Worker Autonomy and Managerial Control
with Organisational Effectiveness;
Discuss the co-ordinating mechanism in a simple
structure;
Distinguish between different organisational
structures;
Distinguish between
Just-In-Time (JIT) system and Material Requirements
Planning (MRP);
Distinguish between Mutual Adjustment and Direct
Supervision;
Distinguish between Organismic and Mechanistic
Structures;
Distinguish between
the basic types of Organisational Structure;
Distinguish between the different types of Matrix
Structures;
Establish the key
features of a vibrant Management Accounting System;
Evaluate the impact
of a haphazard Management Accounting System on the
overall Organisational Control Mechanism;
Exemplify Process
Scheduling;
Explain Policy
Planning and Budgeting Systems, defending its value
in Budgetary Control;
Explain the approaches to Organisational Design;
Explain The Import-
Conversion –Export Process and the place of Remedial
Action in the promotion of Equifinality;
Explain the Import
Conversion Export Process;
Explain, with explicit examples, Structurally
Derived Control System;
Explain, with
explicit examples, the ‘Operational Control System’;
Explore the significant differences between
Standardisation of Output, on the one hand, and
Standardisation of Input, on the other;
Identify an Organisational Structure Type, from its
verbal or textual description;
Identify horizontal relationships in organisational
design;
Illustrate ‘The
Conversion Process’ in their individual
organisational setting;
Illustrate communication channels in an
organisational chart;
Illustrate lines of authority in an organisational
chart;
Illustrate the effect of organisational structure on
communication within an organisation;
Illustrate their ability to design an appropriate
organisational structure that takes account of
contingent internal and external environmental
factors;
Indicate the importance of communication in
organisation for the purpose of Corporate and
Operational Decision-making;
Indicate the importance of vertical and horizontal
relationships in organisational design;
Indicate when
Managerial Control should be relaxed, to facilitate
Organisational Development (OD) and Continuous
Professional Development (CPD);
Inform managers of
the importance and constituents of an effective
Management Information System;
Match the organisational design approach with the
level of development of the organisation;
Name
at least three Bases of Co-ordinating, according to
Mintzberg;
Name the Fundamental Organisational Structures and
their variations;
Outline the bases of
an effective Computerised Information Systems;
Outline, with vivid examples, the communication
requirement for Individual, Subsystem and System
Needs and Functions.
Practicalise Corporate and Subsystem Communication
Needs:
Provide at least
three examples of a ‘Service Operation’;
Provide at least
three points in support of the use of Zero-Base
Budgeting, in promoting Organisational Control;
Provide at least two
practical examples of the ‘KANBAN System’;
Provide examples of different bases of
Divisionalisation;
Provide the bases for Structural Contingencies
Provide the bases of Organisational Communication
Needs for Programme Formulation and Execution;
Provide the rationale for Organisational
Communication Need to facilitate Emergencies and
Contingencies;
Provide vivid
examples of The Import Process;
Recommend the most
appropriate structure for a particular organisation,
taking contingent factors into account;
Show the vertical relationships in an Organisational
Chart;
Suggest at least
three ways of Controlling the Utilisation of
Organisational Resources;
Suggest the
approaches which might be adopted in designing an
organisation;
Suggest the reason
that organisations need to ensure that their
Organisational Information Speed is optimal;
Tell their
counterparts how the Sequencing process operates in
their own organisations;
Translate the
positive and negative factors of particular types of
structure to the design of an organisation which
will enhance the effectiveness of an enterprise;
Typify the Loading in
their individual organisations.
Block 12
Contents, Concepts, and Issues
B 12 - Part 1: Contextualising Organisational Structure (1)
Defining Organisations;
Social Organisations;
Formal Organisations;
Salient Elements of Organisational Analysis;
Organisational Roles and Relationships;
Organisational Responsibilities
Organisational Accountability:
Internal Organisational Accountability;
Upward Organisational Accountability;
Downward Accountability.
The Organisation’s External Accountability:
Accountability To Owners/Sponsors;
Accountability To Clients/Users/Customers;
Accountability To Creditors;
Accountability To Sector Or Industry;
Accountability To The State.
B12 - Part 2: Contextualising Organisational Structure (2)
Contextualising Authority and Authority Structure:
Traditional Authority;
Charismatic Authority;
Legitimate Authority;
Professional Authority.
Power
Organisational Power Sources:
Power Derived from Authority
Power resulting from Control Over Resources
Power resulting from Control over information,
access to and control over the information flow
Power derived from Control over uncertainty
Unobtrusive Power
Delegation in Organisations:
Bases of Organisational Delegation;
Delegation and Professional Authority;
Delegation and Superior-Subordinate Relationship.
B12 - Part 3: Organisational Design: Typologies and Principles
An
Introduction to Organisational Design;
Approaches to Organisational Design;
Classical Organisational Design;
Bases of Classical Organisational Design:
Formal Authority;
Rules and Regulations;
Precedent for the establishment of future policy.
Protagonists of the Classical Approach to
organisational Design:
Max Weber;
Frederick Taylor;
Henri Fayol.
Neo-Classical Organisational Design;
Protagonists of
Neo-Classical Organisational Design:
Douglas McGregor;
Rensis Likert;
Chris Argyris.
Scientific Management
to Organisational Design: Mechanistic Approach to
Organisational Design;
Human Relations
Movement: Humanistic Approach to Organisational
Design;
Contingency
Approaches to Organisational Design:
Structure-Environment Match:
Organisational Structure for a Stable Environment;
Organisational Structure for Changing Environment;
Organisational Structure for Turbulent Environment.
Organisational Structure and Internal and External
Relationships;
Levels of Control and Role Specificity;
Mechanistic and Organismic Structures and Their
Types of Relationships;
A
Case in Point: The Mechanistic Factory Setting.
B12 - Part 4: Organisational Design Features
Vertical Relationships in Organisational Design;
Horizontal Relationships in Organisational Design;
Lines of Authority and Accountability in
Organisational Design;
Types of Organisational Structure:
The Simple Structure;
The Functional
Structure;
The
Divisional Structure and Its Internal Relationships.
Bases of Divisionalisation:
Product Divisional Structure;
Service Divisional Structure;
Geographic or Regional Divisional Structure.
The Matrix Structure:
Divisional Matrix Structure;
Functional Matrix Structure;
Customised Matrices.
The
Divisional Structure Compared with the Functional
Structure on the Basis of:
Communication,
Co-Ordination,
Worker Autonomy.
The Organisation of
the Matrix Structure;
Identifying and
Designing Organisational Structures.
B12 - Part 5: Organisational Control System and Structural
Relationship (1)
Control as an Operational Necessity;
Control as a Co-ordinating Mechanism;
Bases of Co-ordinating:
Mutual Adjustment;
Direct Supervision;
Standardisation of Work Process;
Standardisation of Output;
Standardisation of Input.
Structurally Derived Control System;
Importance of Communication in Organisation;
Corporate and Subsystem Needs:
Programmes;
Decisions;
Problems;
Emergencies and Contingencies;
Individual, Subsystem and System Needs and
Functions.
Traditional Control Systems;
Modern Control Systems;
Management
Information System;
Computerised
Information Systems;
Information Speed;
Information
Retrieval;
Management Accounting
System;
Zero-Base Budgeting;
Policy Planning and Budgeting Systems;
The Import- Conversion –Export Process;
The Import Process;
The Conversion Process.
B12 - Part 6: Organisational Control System and Structural
Relationship (2)
The Export Process;
Operational Control System;
Service Operation;
Process Scheduling;
Loading;
Sequencing;
Detailed Scheduling;
Inventory Control;
Cost Control;
Quality Control;
Controlling Utilisation of Organisational Resources;
Levels of Worker Autonomy and Managerial Control;
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;
Role Specificity;
Just In Time (JIT) vs. Material Requirements Planning;
Material Requirements Planning Inventory System;
The ‘IN’ Inventory;
The ‘OUT’ Inventory;
The ‘JIT’ Inventory System;
The KANBAN System.
# 032.1 - Executive Management
Course, Leading to Postgraduate Certificate in
Executive Management,
Accumulating to a Postgraduate Diploma, with 180
Additional
Credit-Hours. This Postgraduate Certificate
Programme is divided into six individual Blocks, or
modules, as constituents of our Postgraduate Diploma
in Executive Management. When taken separately, each
Block leads to a Diploma - Postgraduate Award.
Click to Download the PDF Brochure of this Course.