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This Course is Designed For:
 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.
Duration: 6 Days
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.

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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