Human Resource (HR) Training and Development Management Intensive Full-Time-3 Months - (Postgraduate-Diploma)
Master
In Al Farwānīyah (Kuwait)
*Indicative price
Original amount in GBP:
£ 38,000
Description
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Type
Master
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Location
Al farwānīyah (Kuwait)
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Duration
3 Months
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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 who want to learn about human resource management. Management expertise
Facilities
Location
Start date
Start date
Reviews
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
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
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
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
Self-Appraisal
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
Human Resource (HR) Training and Development Management Intensive Full-Time-3 Months - (Postgraduate-Diploma)
*Indicative price
Original amount in GBP:
£ 38,000