Business Administration Intensive Full-Time -3 Months (Postgraduate Diploma)

HRODC Postgraduate Training Institute
In Dubai (United Arab Emirates), Kuala Lumpur (Malaysia) and Cairo (Egypt)

£ 45,000 - (Rs 36,80,162)
VAT incl.
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Important information


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

Important information

Where and when

Starts Location
Champolion, 12421, Egypt, Egypt
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Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
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Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
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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


Organisational Structure and Design

Effective organising

Division of Work


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



Mutual Adjustment - with Informal Communication

Direct Supervision

Standardisation of Work Process

Standardisation of Input - Skills, Knowledge and Attitudes

Standardisation of Output


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


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


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


The Strategic Significance of Human Resource Management

Concerns of Human Resource Management




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



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


Divisional Structure

Features and Contingent Factors

The Divisional Structure and Its Implications for Communication and Corporate


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


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


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




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


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

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