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

HRODC Postgraduate Training Institute

Master

In Dubai (United Arab Emirates), Kuala Lumpur (Malaysia) and City of Doha (Qatar)

₹ 4,673,591.95 VAT incl.

*Indicative price

Original amount in GBP:

£ 45,000

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Description

  • Duration

    3 Months

  • Start date

    Different dates available

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. Small business owners. Resource Management expertise

Facilities

Location

Start date

City of Doha (Qatar)
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Al Wahda Street, 25500

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Different dates availableEnrolment now open
Different dates availableEnrolment now open
Dubai (United Arab Emirates)
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Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999

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Different dates availableEnrolment now open
Kuala Lumpur (Malaysia)
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Jalan Ampang Hilir, 68

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Different dates availableEnrolment now open

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Course programme

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
  • Informal 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
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 System
  • 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
  • Loading
  • Sequencing
  • 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
  • Human_Resource_HR_Training_and_Development_Management_Training_Trainer_Motivating_Workers_Employee_Resourcing_Recruitment_Selection_Financial_Risk_Management_Modern_Quality_Systems_ISO9000_Executive_Leade
  • rship_High_Performance_Team_Management_Organisation_Management_Managing_Individual_Performance_Reward_Management_Advanced_Financial_Accoutning_Effective_Time_Management_Training_Needs_Analysis_TNA_Traini
  • ng_Expenditure_Investment_Pilocy_Planning_and_Budgeting_System_PPBS_Zero_Base_Budgeting_Efficiency_Gains_Rate_Of_Return+From_Training_Investment
  • Human Resource (HR) Training and Development Management - Postgraduate Diploma, Progressing to MA, MBA, MSc
  • P. 19
  • 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;
  • Boards
  • Team Formation
  • Forming;
  • Storming;
  • 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
  • Aggressiveness-Blocking
  • Interfering
  • Competing,
  • Seeking Sympathy
  • Withdrawal
  • 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
  • Harmonising
  • Standard Setting
  • Gate-Keeping
  • 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
  • Orientations
  • Employee Development or Maturity and Its Relevance to Superior-Subordinate
  • Relationships
  • 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
  • Behaviour
  • 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
  • Leader
  • Characteristics of High LPC Managers and Their Relationship to Permissive Leader
  • Behaviour
  • 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
  • Tasks
  • Division of Work/Labour
  • Delegation
  • Responsibility
  • Accountability
  • Authority
  • Power;
  • Roles
  • 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
  • Output
  • 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
  • Turnover
  • Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance
  • Working From Corporate Mission and Strategy,
  • Performance Targets
  • Tactical Performance Targets
  • Operational Performance Targets
  • Linking Performance Management with Operational Processes and Systems
  • Initiate Appropriate Reward Systems
  • Individual Development Plans
  • Performance and Reward Cycle
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
  • Subsystem Benefits of Performance Appraisal
  • The Appraisal Cycle
  • Systematising Performance Appraisal
  • Some Problems with Performance Appraisal
  • Punitive Aspects of Performance Appraisal
  • Some Popular Appraisal Systems
  • Graphic Rating Scales
  • Ranking
  • Paired Comparison
  • Self-Appraisal
  • Critical Incident
  • Management by Objectives (MBO)
  • 360 Degree Appraisal
  • The Appraisal Setting

See related categories

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

₹ 4,673,591.95 VAT incl.

*Indicative price

Original amount in GBP:

£ 45,000

The best Recruitment courses

See all

See all