Business Administration Intensive Full-Time- 3 Months - (Postgraduate Diplom)
Master
In Al Farwānīyah (Kuwait)
*Indicative price
Original amount in GBP:
£ 38,000
Description
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Type
Master
-
Location
Al farwānīyah (Kuwait)
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Duration
3 Months
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Start date
Different dates available
Suitable for: Chief Executive Officers (CEOs). Board of Directors. General Managers. Managing Directors. Line Managers. Human Resource Managers. Marketing Managers. Supervisors. Team Leaders. Business Administration Graduates. Lecturers. Consultants. Business Owners. Entrepreneurs. Those desirous of managing and administering business
Facilities
Location
Start date
Start date
Reviews
Course programme
The Dynamic Functions of Management
Contents, Concepts and Issues
Profiling Managers at Different Organisational Levels Planning
The Planning Hierarchy
Difference Between Strategic, Tactical and Operational Plans
Standing Plan
Organising
Organisational Structure and Design
Effective organising
Division of Work
Departmentalising
Establishing Vertical and Horizontal Relationships and Formal Communication Channels
Establishing the Mechanism Whereby the Organisational Activities Can Be Co-Ordinated
Desirable Level of Specialisation
Level of Worker Autonomy and Managerial Control
Levels of Managerial Control and Worker Autonomy
Span of Management/Control or Span of Management
Degree of Decision-Making and Operational Centralisation or Decentralisation
Tall or Flat Structure
Directing/Leading
Co-ordinating
Mutual Adjustment - with Informal Communication
Direct Supervision
Standardisation of Work Process
Standardisation of Input - Skills, Knowledge and Attitudes
Standardisation of Output
Controlling
Organisational Improvement:
Revitalising Organisations through Organisational Development and Change
Organisational Development
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
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
Aspects of Quality of Working Life:
Adequate and Fair Compensation.
Healthy and Safe Working Conditions.
Development and Growth of Human Capacities
Growth and Security
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
Dynamics of Organisation Change Management
Influence Change Strategies: 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
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
Enhancing Managerial Effectiveness
Time Management and Meeting Management
Time in an Organisation-Wide Context: Its Importance Including:
Speeding Up Decision-Making
Reducing Research and Development Time
Reduction of Operational Cycle, e.g. Through the Use of:
Computer Aided Design (CAD)
Reduction of Testing Time
Throughput Accounting
Time Management and The Manager
Benefits of Effective Time Management, Including:
Increased Efficiency & Effectiveness
Higher Profitability
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
Managerial Leadership and Leader Behaviour in an Organisation
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
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
The Management of Human Resource
Human Resource and Personnel Management
The Development of HRM
Personnel and HRM: A Distinction
The Advent of Welfare Management
The Role of Rowntree in Industrial Welfare Development.
Welfare Workers and Recruitment and Selection.
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
The Strategic Significance of Human Resource Management
Concerns of Human Resource Management
Recruitment
Selection
Motivation
Human Resource Planning
Workforce Management Strategy
e.g. Workforce Flexibility
Flexible Working Strategy
Organisation Structure and Control System
Organisational Control Systems
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
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
Organisational Design: Structuring and Restructuring Organisations
What Is Organisational Design?
The Inevitability of Organisational Design
Approaches to Organisational Design
The Universalist Approaches
Classical Approach
Neo-Classical Approach
The Contingency Approach
Organisational Structure: An Introduction
Basic Forms of Organisational Structure
Simple Structure
Functional Structure
Divisional Structure
Matrix Structure
The Concepts of Bureaucracy
Adhocracy: A Move Away From Bureaucracy?
Mechanistic and Organismic Relationships
Organisational Design Features
Lines of Authority and Communication
Vertical Relationships
Horizontal Relationships
The Functional Structure
Features and Contingent Factors
The Functional Structure and Its Implications for Communication and Corporate
Management
Divisional Structure
Features and Contingent Factors
The Divisional Structure and Its Implications for Communication and Corporate
Management
Bases of Divisionalisation
Client-Based Division
Service-Based Division
Geographic/Regional Division
Matrix Structure
Features and Contingent Factors
The Matrix Structure and Its Implications For Communication and Corporate
Management
Organisational Structure and Organisational Flexibility
Motivating Workers: Intrinsic and Extrinsic Rewards
Directing or Leading
The Concept of Motivation
Theories of 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
Reinforcement Theory
Motivation and Contingency Theory
Designing an Effective Motivation Strategy
The Collectivist vs. the Individualist Perspective of Motivation
Common Trends in Motivation Theories
Intrinsic and Extrinsic Values of Motivation
Motivation and Worker Behaviour
The Extent to Which Salary or Wages Inducement Motivate Workers
Performance Related Pay (PRP)
Productivity Bonuses
Efficiency Gains
Profit Share
The Contingency Approach to Motivation
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
Modern Marketing in a Consumer-Lead Environment
Defining Marketing and the Marketing Process
Understanding the Marketplace and Consumers
Designing a Customer-Driven Marketing Strategy and Marketing Mix
Extending Marketing
Delegating for Role and Organisational Effectiveness
Overview of Delegating
Delegation Defined
Why Delegate
Benefits of Delegating
Managerial Concerns about Delegating
Delegating Authority vs. Delegating Task
Delegating vs. Empowerment vs. Decentralization
Improving Delegating Skills
Factors Influencing Effective Delegation
Guidelines for Effective Delegating
Establishing the Right Environment
Requirements for Successful Delegation
Approaches for Effective Delegation
Planning to Delegate
How to Delegate
When to Delegate
When not to Delegate
Determining Which Task to Delegate
Setting Parameters in Task Delegation
Skills Identification Required for the Delegated Task
Selecting the Right Person to do the Task
Responsibility, Accountability and Authority
Delegating the Task
Setting up the Discussion
Granting Authority
Monitoring a Delegation
Monitoring Progress and Providing Feedback about the Delegated Assignment
Providing Support
Handling Reverse Delegation
Addressing Problems in Delegation
Evaluating the Performance of the Delegatee and the Completed Assignment
Teaching Delegation Skills to Team Leaders
Planning, Costing and Budgeting for Executive Decision-Making
The Need for Financial Control in Business
Understanding Accounting and Accounting Process
Management Account versus Financial Accounting and Financial Management
Cost Behaviours in Cost-Volume-Profit Scenarios
Breakeven Technique and Targeted Net Income Scenarios
Business Cases with Master Budgets
Benefit-Cost Analysis
Capital Costs and Investment Appraisal
Understanding the Concept of Time Value Of Money
Estimating Cash Flows within the Business System
Understanding Pay Back Period, Accounting Return of Return, Net Present Value
(NPV) and Internal Rate Of Return (IRR)
Defining the Approval Criteria and Review Process
Post-Implementation Audits of Capital Projects
Sensitivity Analysis and Uncertainty
Monte Carlo Simulation Techniques in Budgeting
Cost Volume Profit (C-V-P) Analysis
Identifying Relevant and Irrelevant Costs in Complex Decisions
Complex Applications of C-V-P Analysis
Multiple Products and Services C-V-P
Evaluating C-V-P Before and After Implementation
Special Sales Orders and/or Segment Analysis
Make or Buy Decisions
Full Costing, Marginal Costing and Activity Based Costing
Understanding Full and Marginal Costing: A Comparison
Understanding Cost Behaviour, Direct and Indirect Costs in Budgeting for Decision
Making
Role of Costs in Pricing Strategies
Overhead Analysis and Overhead Allocation Methods and Difficulties
Performance Evaluation and Variance Analysis of Materials, Labour, and Overhead in
Manufacturing and Services
Understanding Advanced Costing Techniques Such as Activity Based Costing (ABC)
In Manufacturing and Services
Budget Construction and Control
Budgeting as Part of Planning Process and as a Communication Process
Nature and Purpose of Budgets for Planning and Control
Budgetary Control and Variance Analysis
Responsibility Centres: Cost, Profit and Investment
Segment Reporting Internally and Externally
An Introduction to Activity Based Budgeting
An Introduction to Zero Based Budgeting
Mergers, Acquisitions, Joint Ventures and Strategic Alliances: Financial and
Accounting Aspects of Mergers, Acquisitions and Joint Ventures for Managers
Merger and Acquisition (M&A) Accounting: An Overview
Introducing M&A Accounting
SFAS 141: Business Combinations
SFAS 142: Goodwill and Intangible Assets
FAS 141R and FAS 160
Purchase Method of Accounting
LIFO Reserve Adjustment
Writing Up Assets
Equity Method of Accounting
Synergies and Joint Opportunities
Common Investment Vehicles
Mergers and Acquisitions Transaction
Mergers and Acquisitions
Proof Behind Mergers and Acquisitions
Reason Behind Mergers and Acquisitions
Valuation of Mergers and Acquisitions
Creating Value in Mergers and Acquisitions
Structural Alternatives
Form of Merger or Acquisition
Accounting for Mergers and Acquisitions
Case Study
Divestitures and Asset Sales Transactions
Introduction
Evidence
Rationale
Divestitures vs. Other Forms of Restructuring
Divestitures and Asset sales Valuation
The Divestiture Process
Seller Considerations
Accounting for Divestitures and Asset Sales
Case Study
Joint Ventures and Alliances Transactions
Introduction
Joint Ventures vs. Alliances
Evidence Behind Joint Ventures and Alliances
Joint Ventures and Alliances Valuation
Key Success Variables
Case Study
Financial Risk Management
Risk: A Working Hypothesis
1. Defining Risk – Generally
2. Financial Risk: A Plausible Definition
3. Financial Risk in an Organisational Setting
4. Financial Risk and ‘Market Dynamics’
5. Liquidity Risk
6. Operating Risk
7. Fraud Risk
8. Settlement Risk
9. Corporate Strategy and Risk Management
10. The Currency Derivatives Market
Financial Risk and Unpredictability: Uncontrollable Environmental Issues
11. Asset Behaviour and Pricing Implications
12. Credit and Counterparty Risk
13. The Legal and Political Risk Environments
14. Risk as an Economic Factor
15. Technological Risk Factor
16. Risk associated with Socio-Cultural Change
Financial Risk Settings: A Meta-Analytical Exploration
17. Risk in Financial Institutions
18. Banking Risk
19. Risk and the Currency Market
20. Risk and the Equity Market
21. Futures Market Risk
Financial Exposure as Risk
22. Economic Exposure
23. Transaction Exposure
24. Translation Exposure
25. Calculating Risk in Financial Exposure
Risk Management: A Conceptual and Statistical Meta-Analysis
26. Conducting a Risk Assessment
27. Managing Risk with Forward Contracts
28. Financial Methods of Measuring Risk
29. Quantifying Financial Risks
30. Some Qualitative Approaches to Financial Risk Assessment
31. Managing the Interest Rate Derivatives Market
32. Managing Equity Risk
33. Identifying and Measuring Currency Risk
34. Managing Financial Exposure Risk
35. Managing currency Risk
36. Sensitivity Analysis As Risk Management
37. Managing Risk with SWAPS:
38. Statistical Analysis as a Risk Management Instrument
39. Interpreting Statistical Data
40. Mean and Statistical Mean
41. Probability and Normal Distribution
42. Calculating Statistics from Actual Data
43. Understanding Statistical Significance
44. Making Sense of Chi-squared Distribution
45. Using PESTEL as a Tool towards Risk Management
Research Project: Design, Conduct and Report
Research Design: Important Considerations
Data Elicitation Techniques
Sampling As an Important Element of Research Design
Probability or Random Samples?
Interview or Questionnaire?
Data Analysis
Data Interpretation
Use of Visual Representations
Writing a Research Proposal
Business Administration Intensive Full-Time- 3 Months - (Postgraduate Diplom)
*Indicative price
Original amount in GBP:
£ 38,000