Strategic Management, Project Management, Organisational Analysis and Design

HRODC Postgraduate Training Institute
In Cairo (Egypt), Dubai (United Arab Emirates), Kuala Lumpur (Malaysia) and 5 other venues

£ 10,000 - (Rs 8,68,314)
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Important information

Typology Training
Start At 8 venues
Duration 10 Days
Start Flexible

Suitable for: General Managers. Managing Directors. Strategic Planners. Chief Executive Officers (CEO's). Chief Operations Officers (COO's). Chief Financial Officers (CFO's). Senior Managers. Middle Managers. Junior Managers. Business Owners. Entrepreneurs. Project Managers. Supervisors

Important information

Where and when

Starts Location
South Sathon Road, 10120, Bangkok, Thailand
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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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Oxford Road, 2132, Johannesburg, South Africa
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Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
See all (8)
Starts Flexible
South Sathon Road, 10120, Bangkok, Thailand
See map
Starts Flexible
Champolion, 12421, Egypt, Egypt
See map
Starts Flexible
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
See map
Starts Flexible
Oxford Road, 2132, Johannesburg, South Africa
See map
Starts Flexible
Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
Starts Flexible
Makati, 1200, Philippines, Philippines
See map
Starts Flexible
Old Airport Road, 17058, Saudi Arabia, Saudi Arabia
Starts Flexible
Halaskargazi, 34373, Istanbul, Turkey
See map

Course programme

Course Contents, Concepts and Issues:

Organisational Analysis an Internal View

  • Definition of Organisation
  • Organisational Objectives,
  • The Collegium
  • Organisational Tasks
  • Division of Work/Labour
  • Delegation of Role, Task, Power, Authority in a Project Management and General Organisational Setting
  • Responsibility for Task Performance in an Organisation-Wide Context and Project Setting
  • Organisational Accountability: Internal and External
  • Internal Accountability: Worker Accountability to Team Managers and Project Leaders
  • Authority
  • Two Facets of Authority
  • The Second Facet of Authority
  • Traditional Authority
  • Legitimate Authority
  • Professional Authority
  • Power

Organisational Analysis: A Strategic View

  • External Organisational Accountability
  • Accountability to Owners/Sponsors
  • Accountability to Clients/Users/Customers
  • Accountability to Creditors
  • Accountability to Sector or Industry
  • Accountability to the State – Government, Generally; Regulatory Authorities (E.g. Office of Fair Trading, Competition Commission, Trading Standards, Sector Regulators, City Regulators

Internal and External Organisational Analysis: A Strategic View

  • Organisational Internal Analysis:
  • Organisational Strengths and Weaknesses Analysis
  • Organisational External Analysis: Opportunities and Threats Analysis
  • Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
  • External Global Analysis; Local, National, Global Analyses of PEST Factors or LONGPEST Analysis
  • Political, Economic, Social, Technological, European, Legal Analysis or PESTEL Analysis

Methods of Data Gathering

  • Questionnaire, Interview and Scalar Checklist Design
  • Information Gathering: Documentary Analysis, Conversation Analysis and Interviewing,
  • Levels of Participant Observation
  • The Complete Participant As Observer: Making ‘Detached Observations’
  • Information Processing: Data Analysis and Interpretation

The Individual in a Dynamic Environment

  • Individual Strengths and Weaknesses Analysis
  • Work Pressure as a ‘Stressor’
  • Dealing with Work Pressure
  • Time Management and ‘Accounting Throughput’
  • Pragmatic Assertiveness: Improving Your Ability to Question and Challenge

Encouraging Lateral Thinking

  • Brainstorming,
  • Forced Associations,
  • Metaphors,
  • Analogies

An Introduction to Strategic Management

  • Strategy: A Definition
  • The ‘Strategy Process’
  • What Makes Effective Strategy?
  • Defining Strategic Management
  • Three Core Areas of Strategic Management
  • Three Elements of the Strategic Decision
  • Five Key Elements to Strategy
  • Levels of Strategy
  • What Makes “Good” Strategy?
  • Two Main Test Areas for Strategy
  • Prescriptive Model of Business Strategy
  • Emergent Model of Business Strategy
  • What Is Green Strategy and Where Does It Fit In?
  • Why Do Companies Fail?

Analysing the Strategic Environment

  • Analysis of the Main Elements of the Environment
  • Analysing the Strategic Environment
  • The Ten Basic Analytical Tools
  • Steps in Taking the Analytical Tools
  • Customer Profiling
  • Segmentation and Positioning
  • Analysing the Strategic Environment: The Ten Basic Analytical Tools
  • How Do We Analyse The Strategic Environment?
  • Five Political Trends That Have Affected Strategic Management
  • Government and Industrial Policy

Strategy Dynamics: Prescriptive Purpose Delivered Through Mission, Objectives and Ethics

  • What Is Strategy Dynamics?
  • Various Approaches of Strategy Dynamics
  • Understanding the Organisation’s Purpose
  • Developing the Purpose of the Organisation
  • Identifying a Vision for the Future
  • Coping With Stakeholder Power
  • Developing Corporate Governance, Ethics and Corporate Social Responsibility (CSR)
  • What is Corporate Governance?
  • Ethics and CSR
  • Developing The Organisation’s Mission and Objectives
  • How to Formulate A Mission Statement
  • “What’s The Difference between Visions, Mission and Objectives?”
  • How to Develop Objectives
  • Mission and Objectives: Prescriptive and Emergent Approaches
  • Purpose and Quality Issues
  • Total Quality Management (TQM)

Project Totality: A Systems View of Project Management

Project Life Cycle

  • Planning – Conceptualisation, Analysis, Proposal, Justification, Agreement
  • Doing – Start-Up, Execution, Completion, Hand Over
  • Checking – Review
  • Acting – Feedback
  • Development of a Project Life Cycle, Project Brief and Proposal
  • The Management of Change
  • The Systems Approach to Project Management
  • The Requirements of Successful Project Management
  • Balancing Costs and Benefits
  • Managing the Planning Process
  • Critical Incident Analysis
  • Project Control Mechanism
  • The Value Chain: Adding Value to Processes, Products and Processes
  • Project Decision-Making
  • Project Coordination: The 5 Bases of Co-Ordination
  • Developing A CATWOE Focus of Project Management

Project Management: Approaches and Methodologies

  • An Introduction to Structured Systems Analysis and Design Method (SSADM)
  • Feasibility Study
  • Project Definition and Profile
  • Deciding On Analytical and Project Approach
  • Analytical Toolkit
  • Project Methodologies – Iterative Through To Waterfall
  • Joint Application Design (JAD)
  • Process Re-Engineering
  • RUP
  • Rapid Application Development (RAD)
  • Process Mapping/Modelling
  • CASE
  • Facilitation/Workshop
  • Data Modelling
  • Strategy
  • Creativity Reviewing
  • The Bigger Picture
  • Objectivity
  • Testing Techniques
  • Prototyping
  • Cause and Effect Analysis
  • Root Cause Analysis

Motivating Workers in a Project Setting

  • Directing or Leading
  • The Concept of Motivation
  • Theories of Motivation
  • Equitable Reward Systems
  • Designing an Effective Motivation Strategy
  • The Collectivist vs. the Individualist Perspective of Motivation
  • Common Trends in Motivation Theories

Organisational Design: Structuring and Restructuring Organisations

  • An Introduction to Organisational Design: Approaches to Organisational Design - Classical, Neo-Classical and Contingency Approaches
  • Organisational Structure: Internal and External Relationships. Vertical and Horizontal Relationships
  • Lines of Authority and Accountability
  • The Functional Structure
  • The Divisional Structure and Its Internal Relationships
  • Basis of Divisionalisation
  • The Divisional Structure Compared with the Functional Structure on the Basis of Communication, Co-Ordination, Autonomy, Control and Flexibility
  • The Organisation of the Matrix Structure Decision-Making and Communication Patterns in Functional, Divisional and Matrix Structures Compared

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