£5,023.94

Enhancing Objective Accomplishments through an Enthusiastic Workforce

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This Course is Designed For:

 Corporate Managers;
 Executive Managers;
 Senior Managers;
 Middle Managers;
 Junior Managers;
 Human Resource Managers;
 Board of Directors;
 Team Leaders;
 Entrepreneurs;
 Supervisors;
 Organisational Development Practitioners;
 Management Graduates;
 Management Lecturers.

Course Duration: 5 Days

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, notable 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 strategy;
 Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps;
 Formulate a workable motivation strategy and follow the common trends in the popular motivation theories;
 Demonstrate their appreciation of the need of a variance in intrinsic and extrinsic values of 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 theories;
 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;
 Suggest the approaches which might be adopted in designing an organisation;
 Design an organisation adhering to the principles of horizontal and vertical relationships;
 Distinguish between the basic types of structure;
 Recommend the most appropriate structure for an organisation, taking contingent factors into account;
 Obtain an awareness of the relationship between organisational structure and organisational flexibility;
 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;
 Demonstrate their ability to encourage the type of superior-subordinate relationship, which will be conducive to organisational success;
 Converse the theories of learning and memory crucial to the development and implementation of training programmes;
 Demonstrate an awareness 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;
 Equip a training room for maximum impact and effectiveness, within organisational budget and other constraints;
 Design courses that account for individual training needs and learning curve;
 Design learning objectives, mindful of what can be realistically achieved in terms of the experience and motivation of delegates;
 Design learning experiences to ensure that learning objectives are met taking account of relevant factors associated with established principles of learning;
 Design appropriate delegate activities relevant to the stated learning objectives;
 Demonstrate their ability to prepare for and make effective oral presentations;
 Demonstrate their ability to conduct individual, team and organisational training needs analysis;
 Use different internal sources of information to assess individuals, team and organisation-wide immediate and future training and development needs;
 Demonstrate capability of designing evaluation questionnaire for individual courses, training programmes, and presenters;
 Determine when training intervention is necessary;
 Link organisational and subsystem business strategy to training and development strategy;
 Position effectively the training department within organisational corporate structure and design appropriate in-course evaluation;
 Design appropriate assessment strategy of award-bearing components of training programmes;
 Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation;
 Incorporate ‘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 and the training department.

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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