Human Resource (HR) Training and Development Management Intensive Full-Time-3 Months-(Postgraduate-Diploma)

HRODC Postgraduate Training Institute
In Milano (Italy), Paris 01 Louvre (France) and Amsterdam (Netherlands)

£ 45,000 - (Rs 36,72,737)
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Important information


Suitable for: Human Resource Professionals. Human Resource Managers. Human Resource Specialists who need to expand their knowledge and expertise in all aspects of human resources management. Executives. Directors. Managers who need current, specialized knowledge Supervisors. Experienced managers who are new to the HR field. Other mid-level managers pursuing a career change or promotion. Business consultants. MBA students. Entrepreneurs who want to learn about human resource management. Management expertise

Important information

Where and when

Starts Location
Damrak 1-5, 1012, Noord Holland, Netherlands
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Via Washington, 66 Milan, 20146, Milano, Italy
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Paris 01 Louvre
(75) Paris, France
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Course programme

Contents, Concepts and Issues

Trainer Training: Training for Trainers

Learning Theory

Learning and Memory

Learning and Application

Education Training and Development: A Distinction

Conditions Conducive To Learning and Memory

The Taxonomy of Educational Objectives

The Value of Varied Learning Experiences

Establishing Learning Objectives

Determining the Content of Training Programmes

Designing Delegate Activities, In Line With Established Objectives

Effective Oral Presentations

Designing Training Courses

Designing Ice Breaker and Closure Activities

Creating an ‘Ideal’ Setting

Designing the Course Evaluation Questionnaire

Equipping the Training Room ‘Within the Budget’

Learning Organisation: An Introduction

Training and Development Policy

Training Needs Analysis

Individual Training Needs Analysis

Group Training Needs Analysis

Corporate Training Needs Analysis

Determining the Appropriateness of Training

Aligning the Training Department within Existing Organisational Structure

Aligning Training Strategy with Subsystem and Organisational Strategy

Effective Training Commissioning

Managing the Training Environment

Managing the Learning Environment

Organisational Training and Training Organisation

Contemporary Issues in Training Development

Training Interventions

Formal Training Intervention

nformal Training Intervention

Tacit Learning

Aptitude Treatment Intervention (ATI)

The Role of the Internal Trainer

Training and Organisational Policy and Strategy

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 & Motivation

Motivator-Hygiene Factor: Hertzberg’s Contribution

Process Theories

Equity Theory

Goal-Setting Theory

Expectancy Theory

Equitable Reward Systems

Reinforcement Theories

Reinforcement Theory

Motivation & 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

Employee Resourcing: Recruitment and Selection

Staff Turnover and Negative and Positive Impact On the Organisation

Levels of Individual Commitment of Potential and New Recruits

Moral Commitment -Remunerative Commitment -Calculative Commitment;

Recruitment and Selection as a Resourcing Activity

Training, Education, Development as Facilities for New Recruits

The Importance of Human Resource Forecasts

Methods of Forecasting Human Resource Needs of the Organisation

Strategic Operational Review’ (SOR) As Prerequisite For Human Resource Forecasting

The Legal Bases of Recruitment and Selection

Job Design

Types of Job Design

Mechanistic Job Design

Biological Job Design

Motivational Job Design

Perceptual Job Design

Importance of Human Resource Audit

Conducting Human Resource Audit

Periodic and Exit Interviews

Systematic Recruitment and Selection Process

Conducting Job Analysis

Designing Job Description

Designing Personnel Specification

Market Targeting

Designing and Placing Advertisement

Weighting and Using Candidate Assessment Form (CAF)

Non-Conventional Personnel Selection

The Value of Staff Induction

Organising an Induction Programme

Running an Induction Programme

Short Listing Candidates

Conducting Selection Interviews

The Value of and Problems of E-Recruitment

The Different Types and Levels of E-Recruitment

Conducting Periodic Interviews

Conducting Exit Interviews

Course #011: Financial Risk Management

Risk: A Working Hypothesis

Defining Risk – Generally

Financial Risk: A Plausible Definition

Financial Risk in an Organisational Setting

Financial Risk and ‘Market Dynamics’

Liquidity Risk

Operating Risk

Fraud Risk

Settlement Risk

Corporate Strategy and Risk Management

The Currency Derivatives Market

Financial Risk and Unpredictability: Uncontrollable Environmental Issues

Asset Behaviour and Pricing Implications

Credit and Counterparty Risk

The Legal and Political Risk Environments

Risk as an Economic Factor

Technological Risk Factor

Risk associated with Socio-Cultural Change

Financial Risk Settings: A Meta-Analytical Exploration

Risk in Financial Institutions

Banking Risk

Risk and the Currency Market

Risk and the Equity Market

Futures Market Risk

Financial Exposure as Risk

Economic Exposure

Transaction Exposure

Translation Exposure

Calculating Risk in Financial Exposure

Risk Management: A Conceptual and Statistical Meta-Analysis

Conducting a Risk Assessment

Managing Risk with Forward Contracts

Financial Methods of Measuring Risk

Quantifying Financial Risks

Some Qualitative Approaches to Financial Risk Assessment

Managing the Interest Rate Derivatives Market

Managing Equity Risk

Identifying and Measuring Currency Risk

Managing Financial Exposure Risk

Managing Currency Risk

Sensitivity Analysis as Risk Management

Managing Risk with Swaps:

Statistical Analysis as a Risk Management Instrument

Interpreting Statistical Data

Mean and Statistical Mean

Probability and Normal Distribution

Calculating Statistics from Actual Data

Understanding Statistical Significance

Making Sense of Chi-Squared Distribution

Using PESTEL as a Tool towards Risk Management

Modern Quality Systems

Quality: A Definition

Clients’ Quality Consciousness

The Law and Development of Quality Assurance

Using Quality As A Tool To:

Create a P o s i t i v e O r g a n i s a t i o n a l I m a g e

Lower Operational Costs

Reduce or Avert Product or Service Liability Litigation

Modern Control Systems

Management Information System

Computerised Information Systems

Information Speed

Information Retrieval

Management Accounting System

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

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

The ‘In’ Inventory

The ‘Out’ Inventory

The ‘JIT’ Inventory System

The Kanban System

Establishing Quality Objectives

Stating Precise Objective

Setting Quality Objectives in Relation to Other Organisational Objectives

Relating Objectives to Specific Actions

Pinpointing Expected Results

Specifying When Goals Are Expected To Be Achieved

Distinguishing Between Strategic, Tactical and Operational Quality Objectives

Establishing a ‘Quality- Throughput Accounting Balance’

Continuous Improvement Programme

Just-In-Time (JJIT) Compared With Material Requirements Planning (MRP)

JIT vs. MRP: Component and Material Sourcing Strategy

The Quality Benefits of JIT vs. MRP

The Quality Issues Involved In JIT and MRP

Kaizen or Continuous Improvement

Modern Quality Systems

The British Standard Institution (BSI) As An International Quality Assessment Body

The Fundamental Principles of Total Quality Management (TQM)

Implementing and Monitoring TQM

What is The International Organisation for Standardization (ISO)

What 'International Standardization' Means

How ISO Standards Benefit Society

The Hallmarks of the ISO Brand

ISO and World Trade

ISO and Developing Countries

How to Recognize an ISO Standard

The Big, Wide World of ISO Standards

What Makes ISO 9000 and ISO 14000 so Special

What Makes Conformity Assessment so Important

Iso9000 as A Quality Framework

The ISO 9000 Family

ISO 1400: An Introduction

Planning, Establishing & Monitoring Quality Systems

The Perceptual Value of Quality Assurance

Establishing Quality Assurance from Quality Objectives

Quality Benchmarking

Guidelines for Achieving Quality:

Philip B. Crosby,

W. Edwards Deming,

Joseph M. Juran,

Shigeo Shingo,

Armand V. Eeigenbaum

Quality and Internal and External Environmental Analysis

Quality and Strategic Operational Review

Incremental Quality Improvement

Identifying Areas for Quality Improvement

Communication for Quality Improvement

Researches and Development for Quality Improvement

Executive Leadership and High Performance Team Management

Team Dynamics

Groups: A Definition

Distinguishing Groups from Aggregations

Group Solidarity

Group Cohesion;

Team or Group: A Distinction

Team Dynamics

Types of Teams

Command Teams;

Committees (Temporary & Standing);

Task Forces;


Team Formation



Norming or Initial Integration;

Performing or Total Integration

Disbandment or Adjournment

Purpose of Teams in the Work-Place

Team Characteristics;

The Role Concept: An Introduction

How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team

Development Dysfunctional Behaviour in Teams




Seeking Sympathy


Special Pleading

Inter-Team Conflict;

Sources of Inter-Team Conflict;

Consequences of Dysfunctional Conflict;

Team Decision-Making;

Social Identity Theory

Team Building and Maintenance Roles: Improving Team Effectiveness

Encouraging Members


Standard Setting


Determining the Optimum Team Size

Providing Team Incentives

Encouraging Conflict

Averting Groupthink

Avoiding the Risky Shift Syndrome

‘Resonation’ As an Issue in Team Development

Employing Transactional Analysis

Employing Effective Diversity Management

Discouraging Resonation

Executive High Performance Leadership

The Concepts of ‘Leader’ and ‘Managerial Leader’

The Leader and Authority

The Leader and Influence

The Manager and the Conferment of Power

The Application of Control and ‘Power Cohesion’

The ‘Managerial Leader’ and the Ability to Vary Strategy

Power as a Recourse of the Managerial Leader

Leadership and Interpersonal Relationship

Approaches to Leadership

Qualities or Traits Approach to Leadership

Task and Person Orientation

Participative Leadership

Transactional Leadership

Transformational Leadership

Contingency or Situational Approaches To Leadership

Leaders vs. Non-Leaders In Relation To Confidence & Intelligence

Leadership and Extroversion

Problems with Traits Approach’

Social, Power & Achievement Needs and Their Relevance To Leadership

‘Task and Leader- Qualities Match’

Perceived Consequence of Task Orientation and Reduced Relationship Orientation for

Managerial Effectiveness

The Consequence Of Person or Consideration Oriented Leadership on Employee

Satisfaction and Subsequent Staff Turnover

Contingent Factors and Leader Effectiveness or Ineffectiveness

Perceived Value of ‘Democratic Leader Behaviour’, Dispensing Participative Leadership

Perceived Value of ‘Autocratic Leader Behaviour’

Value of ‘Performance Monitoring’ To Individual Effectiveness

Result Orientation Leadership vs. Process Oriented Leadership

Transformational Leadership and Charisma

Mission Progress Articulation

Leading Through Delegation

Subordinates’ Perception of Transformational Leadership vs. Transactional Leadership

Contingency Approaches to Leadership And The Crucial Nature of an Organisation’s

Environmental Variables

Contingency Approaches vs. Universalist Approaches to Leadership

Contingency Approaches to Leadership and Their Relationship to Trait and Style


Employee Development or Maturity and Its Relevance to Superior-Subordinate


Superior-Subordinate Relationships as Leader Behaviour

Superior-Subordinate Relationships as Control and Influence

Superior-Subordinate Relationships as Power and Authority

Least Preferred Co-Worker (LPC) – Low and High

Characteristics of LPC Managers and Their Relationship To McGregor’s Theory X and

Theory Y

Characteristics of Low LPC Managers and Their Relationship to Autocratic Leader


Characteristics of Low LPC Managers and Their Relationship with Theory X

Characteristics of Low LPC Managers and Their Relationship to Task Control

Characteristics of High LPC Managers and Their Relationship to McGregor’s Theory Y


Characteristics of High LPC Managers and Their Relationship to Permissive Leader


LPC Leaders and Their Relationship with Production Orientation

LPC Leaders and Their Perception of the Behaviour That They Need to Exhibit to

Achieve Productivity Improvement.

LPC Leaders and the Concept of ‘Power Distance’

LPC Leaders and Their Emphasis on Meeting Targets

LPC Leaders and the Level of Regard They Have for Superior-Subordinate Relationship

Relevance of Situational Variables on Leader Behaviour:

Leader-Member Relation

Task Structure

Position Power

Situational Variables and Expectancy Theory of Motivation

High-Performance Teams:

High Performance Teams: A Definition

Autonomous Work Teams

Autonomous Work Groups

Learning Groups

Self-Directed Work-Teams/Groups

Self-Managed Teams

The Potential Energy of High-Performance Teams

Organisational Benefits of High-Performance Teams

Instituting High-Performance Teams

Empowering High-Performance Teams

Inevitable Issues of Reward and Equity

Internal And External Organisational Development (OD) Consultant’s Role in the

Formation, Development, Support and Maintenance of High Performance Teams

Organisation Management: An Introduction

Introduction to Formal Organisations

Definition; Objectives – Social and Business


Division of Work/Labour







Informal Organisations

Case Study Analysis

The Functions of Management: An Introduction

The Functions of Management

The Management Process: Its Universality

Planning: The Basis for the Emanation of Subsequent Functions

The Different Types and Levels of Planning

Planning As Objective Establishment

Planning As a Procedural Issue

Organising Process, People and Subsystems

Fundamental Issues in Designing Organisations

Management Implications for Tall and Flat Structures

An Introduction to Basic Organisational Forms:

Simple Structure

Functional Structure

Divisional Structure

Matrix Structure

Organisational Design as a Function of Organisational Dynamics

Important Considerations in Organisational Design

Designing For Effective Product/Service Management

Designing For Communication Effectiveness

Designing For Effective Client/Customer Focus

Importance of Vertical and Horizontal Relationships

Directing or Leading

Directing or Leading? : A Question of Leadership Styles and Administrative Strategies

Directing or Leading? : Managerial Control vs. Worker Autonomy

The Relationship between Leadership and Worker Motivation

Co-Ordinating - Mintzberg’s Bases of Co-Ordination

Mutual Adjustment

Direct Supervision


Standardisation of Input

Standardisation of Work Process

Managing Organisations in a Stable Environment

Managing Organisations in an Unstable Environment

Increased Leisure Time

Enhanced Job Satisfaction

Reduced Stress

More Opportunity to Switch Off After Hours

More Room for Forward Planning & Long-Term Solutions

Higher Creativity

Time Management Tips for Managers

Reducing Time Spent On Meetings

Meeting Management

The Trading Game Scenario

Delegating For Organisational Effectiveness

What is Delegation?

Advantages of Delegation to Delegates

What Might Be Delegated?

Benefits of Delegation to Delegates

Prerequisites for Effective Delegation

Support Necessary during Task Performance

Importance of Communication in Delegation

Importance of Power and Authority in Delegation

Problems of Ineffective Delegation

Managing Individual Performance

Human Resource and Performance Management

Managing Poor Performance

Managing Absence

Dealing with Harassment

The Effective Management of Retirement, Redundancy, Dismissal and Voluntary


Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance

Staff Performance Appraisal

Performance Appraisal: A Definition

Objectives of Performance Appraisal

Why Some Managers Are Afraid To Appraise

Performance and the Halo Effect

Performance Appraisal and the Thorny Effect

Organisational Benefits and Performance Appraisal

Individual Benefits of Performance Appraisal

Paired Comparison


Critical Incident

Management by Objectives (MBO)

360 Degree Appraisal

The Appraisal Setting

Reward Management: Developing an Effective and Equitable Career Structure

Employee Reward: A Definition

Defining Reward Management

The Basis of Reward Management

Reward Management Strategies: Provide Support for Corporate Values

Reward Management Derived From Business Strategy and Goals

Reward Management and Its Links to Organisational Performance

Reward Management and the Driving Force for Individual Behaviour

Reward Management and Its Relationship to Leadership Styles

Reward Management and Competition

Reward Management and the Attraction to High Calibre Personnel

Advanced Financial Accounting

A Strategic View of the Business Environment

The Accounting Environment

The Uses and Purpose of Accounting

Users of Accounting and Financial Information

Various Groups of Stakeholders: Internal and External Users

Statement 1: The Balance Sheet – The Financial Position

The Structure of the Balance Sheet

What Does The Balance Sheet Tell Us About The Company?

Limitations of the Conventional Balance Sheet

Statement 2: The profit and loss account (income statement) – financial performance

What is Profit?

The Structure of the Profit And Loss Account

The Financial Statements and Financial Analysis

Statement 3: The Cash Flow Statement – Financial Flow

Cash vs. Profit

What is Included in the Cash Flow Statement?

Why is Cash Flow So Important?

The Annual Report and Financial Analysis

The Key Elements of Published Reports and Accounts

Ratio Analysis: Profitability; Efficiency and Performance; Liquidity; Investment;

Cash Flow; the DuPont System

Budgeting and Short-term Planning

Break-Even Analysis: Cost/Volume/Profit Analysis

Cost/Volume/Profit (CVP) Relationships

Break-Even Analysis

Single and Mixed Products

The Impact of Cost Structure Changes

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