HRODC Postgraduate Training Institute

Transcription

1 HRODC Postgraduate Training Institute A Postgraduate-Only Institution 020 Human Resource Management: A Comprehensive View Course or Seminar Leading To: DIPLOMA POSTGRADUATE IN Human Resource Management: A Comprehensive View (8-Credit) Accumulating to POSTGRADUATE DIPLOMA Progressing To A Masters Degree MBA MSc - MA

2 Course Coordinator: Prof. Dr. R. B. Crawford Director of HRODC Ltd. and Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations: Doctor of Philosophy {(PhD)(University of London)}; MEd. Management (University of Bath); Advanced Dip. 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 Academy of Management (MAoM), within the following Management Disciplines: 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. 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); Life Member of Malaysian Institute of Human Resource Management (LMIHRM); Member of ResearchGate Community; Member of Convocation, University of London; Professor HRODC Postgraduate Training Institute. Prof. Crawford was an Academic at: University of London (UK);

3 London South Bank University (UK); University of Greenwich (UK); and University of Wolverhampton (UK). For Whom This Course is Designed This Course is Designed For: Human Resource Professionals; Human Resource Managers; Human Resource Specialists who need to expand their knowledge and expertise in all aspects of human resources management; Executives; Directors; Managers who need current, specialized knowledge Supervisors; Experienced managers who are new to the HR field; Other mid-level managers pursuing a career change or promotion; Business consultants; MBA students; Those considering entering the field of Human Resource Management Early- to midcareer professionals who need to manage the increasing complexity of interpersonal or organizational dynamics in their jobs; Entrepreneurs who want to learn about human resource management; Small business owners who do not have in-house professional Human Resource Management expertise. Duration:40 Days Cost: 40,000.00Per Delegate Please Note: V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or Courses in any location - within or outside the UK. It applies only to Individuals and Corporations based in the UK and to Non-UK Individual Residents taking courses in the UK. Cost includes: Free Continuous snacks throughout the Event Days; Free Hot Lunch on Event Days;

4 Free City Tour; Free Stationery; Free On-site Internet Access; Diploma Postgraduate in Human Resource Management (HRM): A Comprehensive View (7 Credit); or Certificate of Attendance and Participation if unsuccessful on resit. HRODC Postgraduate Training Institute s Complimentary Products include: 1. HRODC Postgraduate Training Institute s Leather Conference Folder; 2. HRODC Postgraduate Training Institute s Leather Conference Ring Binder/ Writing Pad; 3. HRODC Postgraduate Training Institute s Key Ring/ Chain; 4. HRODC Postgraduate Training Institute s Leather Conference (Computer Phone) Bag Black or Brown; 5. HRODC Postgraduate Training Institute s 8GB USB Flash Memory Drive, with Course Material; 6. HRODC Postgraduate Training Institute smetal Pen; 7. HRODC Postgraduate Training Institute s Polo Shirt. **Please see product images, as a separate file - Complimentary Products For Students and Delegates, from HRODC Postgraduate Training Institute.** Daily Schedule:9:30 to 4:30 pm. Location: Central London and International Locations

5 Human Resourrce Managementt:: A Comprrehensiive Viiew Leading to Diploma-Postgraduate in Human Resource Management: A Comprehensive View (8-Credit) Module Number Preexisting Course # Module Title Page # Dynamics of Organisational Change Management Credit Value 6 Single Trainer Training: Training for Trainers 9 Double B1 Motivating Workers: Intrinsic and Extrinsic Rewards Employee Resourcing: Recruitment and Selection Diversity Management: A Value-Added Inclusion Organisation Management: An Introduction 12 Single 14 Single 16 Single 20 Single B6 Managing Individual Performance 24 Single Module 1 Dynamics of Organisational Change Management Module1:Objectives By the conclusion of the specified learning and development activities, delegates will be able to: Define Organisational Development (OD); Determine how OD leads to Organisational Effectiveness; Discuss the Differing Perspectives in OD; Distinguish Micro-OD frommacro-od ; Module1:Contents, Concepts and Issues M1. Part 1: Organisational Development What is Organisational Development (OD)? OD and Organisational Effectiveness:

6 M1. Part 2: Organisational Change Management (1) Change and Its Inevitability; Anticipating the Need for Change; Resistance to Change; Latent and Manifest; M1. Part 3: Organisational Change Management (2) Strategies for Effecting Change; Influence Change Strategies: When They Should Be Used Or Avoided; Control Change Strategies:When They Should Be Used Or Avoided; Module 2 Trainer Training: Training the Trainers Module2:Objectives By the conclusion of the specified learning and development activities, delegates will be able to: Be conversant with the theories of learning and memory crucial to the development and implementation of training programmes; Be aware of the taxonomy of educational objectives and translate these into individual capability and achievements; Determine the most appropriate way to organise training and development courses; Module2:Contents, Concepts and Issues M. 2 - Part 1: Education, Training and Development Education Defined; Training Defined; Development Defined;

7 M. 2 - Part 2: Learning Theory Learning Defined; Factors Affecting Learning: Learning Curve: Aptitude, Treatment Intervention (ATI): M. 2 - Part 3: Learning & its Application to Organisations Bases of Learning Theories; Examples of Learning Theories; Historical Contributions to Learning Theories: M. 2 - Part 4: Role of Internal Trainer (1) Identification of Individual and Organisational Training Needs; Plan Training & Development Programmes; Establish Training & Development Objectives; Module 3 Motivating Workers: Intrinsic and Extrinsic Rewards Module3:Objectives By the conclusion of the specified learning and 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; Module 4 Employee Resourcing: Recruitment and Selection Module4:Objectives

8 By the conclusion of the specified learning and development activities, delegates will be able to: Exhibit an understanding of the desirability of a limited turnover of staff; Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation; Design ways of stabilizing staff turnover/high turnover; Demonstrate awareness of how personnel demand forecast (PDF) is conducted; Module 5 Diversity Management Module 5:Objectives By the conclusion of the specified learning and development activities, delegates will be able to: Distinguish between equal opportunities and diversity management; Demonstrate an understanding of the Equal Opportunities Legislation and its implications for organisational operation; Demonstrate their awareness of the bases for racial, ethnic and gender discrimination, focusing on the social identity perspective; Module 5:Contents, Concepts and Issues The Concepts of Equal Opportunities and Diversity Management; Equal Opportunities in Employment and the British Legislation; Exploring Workforce Diversity; Cultural Diversity, Generally; Module 6 Organisation Management: An Introduction Module6: Objectives By the end of the specified learning and development activities, participants will be able to: Distinguish between formal & social organisations; Distinguish between business and non-business organisations;

9 List at least three characteristics of a formal organisation; List the key features of a collegia; Distinguish between power and authority; Module6:Contents, Concepts and Issues M6. Part 1: Fundamentals of Organisational Analysis Introduction to Formal Organisations; Definition; Objectives Social and Business; Tasks; Division of Work/Labour; Delegation; M6. Part 2: The Functions of Management: An Introduction(1) The Functions of Management; The Management Process: Its Universality; Planning: The Basis for the Emanation of Subsequent Functions; M6. Part 3: The Functions of Management: An Introduction(2) Organising Process, People and Subsystems; Fundamental Issues in Designing Organisations; Management Implications for Tall and Flat Structures; An Introduction to Basic Organisational Forms: M6. Part 4: The Functions of Management: An Introduction(3) Organisational Design as a Function of Organisational Dynamics; Important Considerations in Organisational Design; M6. Part 5: The Functions of Management: An Introduction(2) Directing or Leading;

10 Directing or Leading? : A Question of Leadership Styles and Administrative Strategies; M6. Part 6: Internal and External Organisation Management Managing Organisations in a Stable Environment; Managing Organisations in an Unstable Environment; Increased Leisure Time; M6. Part 7: Delegating For Organisational Effectiveness What is Delegation?; Advantages of Delegation to Delegates; What Might Be Delegated?; Benefits of Delegation to Delegates; Module 7 Managing Individual Performance Module7:Objectives By the conclusion of the established learning activities, delegates will be able to: Locate performance management in an appropriate context; Discuss the factors that are associated with poor performance; Exhibit their ability to take appropriate measures to improve individual and team performance; Establish and monitor targets; Module7:Contents, Concepts and Issues M7. Part 1: Human Resource and Performance Management Managing Poor Performance; Managing Absence; Dealing with Harassment; M7. Part 2: Staff Performance Appraisal

11 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; M7. Part 3: 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; Service Contract, incorporating Terms and Conditions Click, or copy and paste the URL, below, into your Web Browser, to view our Service Contract, incorporating Terms and Conditions. y_point_period_cancellations_extinuating_circumstances_payment_protocol_location.ht m The submission of our application form or otherwise registration by of the submission of a course booking form or booking request is an attestation of the candidate s subscription to our Policy Terms and Conditions, which are legally binding.