£6,023.94

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This Course is Designed For:
 Corporate Managers;
 Executive Managers;
 Senior Managers;
 Middle Managers;
 Junior Managers;
 Business Analysts;
 Human Resource Managers;
 Board of Directors;
 Entrepreneurs;
 Supervisors;
 Organisational Development Practitioners;
 Management Graduates;
 Management Lecturers;
 Individuals with a genuine interest in Issues associated with Organisational Management.

Duration: 6 Days
By the conclusion of the specified learning and development activities, delegates will be able to:
 Define, describe and analyse the nature of an organisation;
 Distinguish between formal and informal organisations;
 Identify some organisational tasks and determine how tasks are grouped;
 Enumerate examples of business and non-business organisations;
 Define objectives, generally;
 Differentiate social objectives from business objectives;
 Peruse business objectives through business objectives;
 Explain how social objectives lead to profitability gain;
 Explore the bases for ‘division of labour/work’ in organisations and their relation to organisational effectiveness;
 Ascertain the importance of delegating tasks;
 Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations
 Provide a working definition of accountability
 Expound the facet of authority, providing practical examples
 Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;
 Ascertain the concept of delegation;
 Analyse the concept of leasing in relation to delegating;
 Know the importance of delegation in increasing productivity and workflow;
 Explain how managers and subordinates benefit from delegating;
 Identify the concerns of managers in delegating;
 Learn how to delegate authority for effective task performance;
 Learn how to delegate responsibility with delegated tasks;
 Enumerate the factors influencing effective delegation;
 Analyse how delegation contributes towards effective time management;
 Explain the concept of delegation as internal promotion;
 Distinguish between informal management and formal management succession charts;
 Understand the concept of internal selection mechanism;
 Establish the relationship between delegation and external candidature;
 Explain facets #1 and 2 of authority;
 Define role;
 Identify the set of complimentary relationship in every role;
 Demonstrate a heightened understanding of role relationships;
 Determine some exemplifying roles;
 Know the role actor or incumbent;
 Analyse the perception in each role;
 Establish the link between role and the external environment;
 Establish the link between role and the internal environment;
 Define role set;
 Identify role segments;
 Ascertain the relationship between an incumbent’s experience and role enactment;
 Ascertain the relationship between an incumbent’s role perception and his or her role performance;
 Determine the place of an incumbent’s perceived role expectations on his or her role enactment;
 Explain the concept of segmental expectations;
 Describe role as the behavioural expectations of a role set;
 Determine the boundary relationship of a role set;
 Identify the role expectations of social support;
 Describe the democratic incumbent, autocratic incumbent, the generous incumbent, the dedicated incumbent, the social self and the role of each;
 Describe self-ideal as a behavioural construct;
 Establish the relationship between self-ideal and a performance enhancer;
 Distinguish among internal, upward and downward organisational accountability;
 Manage the risk of internal ‘sabotage’;
 Deal with external organisational accountability;
 Know the organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry;
 Understand organisational structure as roles and relationships;
 Know the importance of lines of authority and accountability in organisations towards effective organisation communication;
 Conceptualise classical organisational theory and design, neo-classical, humanistic and contingency organisational design approaches;
 Differentiate operational centralisation and decentralisation;
 Describe the bureaucratic organisations, adhocratic organisations, mechanistic organisations, organismic organisations;
 Describe and enumerate some single and dual status organisations;
 Know the degree of specificity of role in mechanistic organisations and organismic organisations;
 Differentiate managerial control and worker autonomy and professionalism in mechanistic organisations;
 Differentiate managerial control and worker autonomy and professionalism in organismic organisations;
 List some structural typologies and describe each;
 Illustrate a simple, functional and divisional organisational structure;
 Give the bases of divisional organisational structure;
 Illustrate a matrix organisational structure;
 List down some matrix organisational types;
 Explain the concept of organisational culture;
 Explain the different classification of culture;
 Establish the relationship between power, culture and organisational structure;
 Cite the link between culture and managerial action; and
 Suggest ways to improve organisational culture.

We offer very attractive discount for groups of 3 and more people, from the same organisation, taking the same course. This discount is between ten percent (10%) and thirty three percent (33%), depending on the group size. Even with these discounts, we can also deliver courses for groups in the country of your choice.

Please feel welcome to contact me, at any time. My e-mail addresses are: fria@hrodc.com; and fria.hrodc@outlook.com
My Direct telephone number is +442071935906

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