Human Resource Management: A Comprehensive View, - 7 Credit Course - (Diploma-Postgraduate)
Master
In Manila (Philippines), Dubai (United Arab Emirates), Kuala Lumpur (Malaysia) and 4 other venues
*Indicative price
Original amount in GBP:
£ 35,000
Description
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Type
Master
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Location
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Duration
35 Days
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Start date
Different dates available
Suitable for: This course is designed for: Human Resource Professionals. Human Resource Managers. Human Resource Specialist. Executives. Directors. MBA Students
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Location
Start date
Start date
Start date
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Reviews
Course programme
Dynamics of Organisational Change Management
Modules Contents, Concepts and Issues
Organisational Development
What is Organisational Development (OD)?
OD and Organisational Effectiveness:
Differing Perspectives
Micro-OD
Macro-OD
OD Interventions
Determining OD Success
Organisational Change Management
Change and Its Inevitability
Anticipating the Need for Change
Resistance to Change
Latent and Manifest
Change Management and Human Resources Implications
Pertinent Factors Associated With Change Implementation
Approaches to Change: Their Merits and Demerits
The Big Bang Approach
The Incremental Approach
Strategies for Effecting Change
Influence Change Strategies: When They Should Be Used Or Avoided.
Control Change Strategies: When They Should Be Used Or Avoided.
Communicating Organisational Change (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 (Organizational) and Individual Casualties
Confidence
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
Trainer Training: Training the Trainers
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able to:
Be conversant with the theories of learning and memory crucial to the development and implementation of training programmes
Be aware of the taxonomy of educational objectives and translate these into individual capability and achievements
Determine the most appropriate way to organise training and development courses
Be able to equip a training room for maximum impact and effectiveness, within organisational budget and other constraints
Design courses that account for individual training needs and learning curve
Design learning objectives, mindful of what can be realistically achieved - in terms of the experience and motivation of delegates
Design learning experiences that will ensure that learning
Meet the objectives - taking account of relevant factors associated with established principles of learning
Design appropriate delegate activities relevant to the stated learning objectives
Demonstrate their ability to prepare for and make effective oral presentations
Demonstrate their ability to conduct individual, team and organisational training needs analysis
Use different internal sources of information to assess
Be equipped with the immediate and future training and development needs
Be capable of designing evaluation questionnaire for individual courses, training programmes, and presenters
Determine when training intervention is necessary
Link organisational and subsystem business strategy to training and development strategy
Position the training department within organisational corporate structure
Design appropriate in-course evaluation
Design appropriate assessments and assessment strategy of award-bearing components of training programmes.
Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation
Incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses
Demonstrate exceptional leadership in the management of the learning environment
Effectively manage commissioning relationships
Effectively manage a training department
Motivating Workers: Intrinsic and Extrinsic Rewards
Module Contents, Concepts and Issues
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
Employee Resourcing: Recruitment and Selection
Module Contents, Concepts and Issues
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
Diversity Management: A Value-Added Inclusion
Modules Contents, Concepts and Issues
The Concepts of Equal Opportunities and Diversity Management
Equal Opportunities in Employment and the British Legislation
Exploring Workforce Diversity
Cultural Diversity, Generally
Gender Diversity
Racial Diversity
Ethnic Diversity
Age Diversity
Perceptual and Mental Diversity
Physical Diversity
Sexuality Diversity
Sentience as a Basis for Racial, Ethnic and Gender Discrimination
Racial, Ethnic and Gender Discrimination: The Social Identity Perspective
Gender and Sex Discrimination
Age Discrimination (Ageism and Reverse Ageism)
Disability Discrimination
Racial Discrimination
Discrimination as Social Identity
Understanding and Dealing with Sentience
The Effectiveness of the British Legislation in Protecting the Rights of the Disadvantaged Groups
Gender Disparity in Organisations: An Analysis of the Status of Women in the Workplace
Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case Examples
Beyond Equal Opportunities: Towards Diversity Management.
Diversity Management and Effective Human Resource Utilization
Constitution of Committees and Task Forces
Gate Keeping: Avoiding ‘Resonation’
Utilizing Marketing Intelligence
Activities Necessary for an Effective Management of Organisational Diversity: Managing Organisational Culture
Ensuring Human Resource Management System Is Bias Free
Managing Diversity through Recruitment, Training, Education &
Development
Managing Diversity in Appraisal, Compensation and Benefits
Promotion
Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes
Managing Diversity through the Prevention of Subtle Sexual Harassment
Managing Racial, Ethnic and Gender Diversity through the Elimination of the Opportunities for Discrimination That Are Created By the ‘Complaints System’
Reducing Work-Family Conflict
Promoting Heterogeneity in Race, Ethnicity, Nationality
Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink
Effective Diversity Management and Organisational Success
Some Effective Diversity Initiatives
Mummy Tracks
Granny Crèche
Employment of Older People
Example of Organizations with Diversity-Enhanced Environments:
Wall Street Journal
Lockheed Martin Aeronautics Company
Clairol
Quaker Oats
IBM
Ciba-Geigy
Pacific Telesis
Mercedes Benz
Levi Strauss
Managing Cultural Differences: Promoting An Understanding Of Sensitivity Towards Differences Existing Among Workers, e.g. in:
Culture
Gender
Ethnicity
Race
Sexuality
Age
Disability
Taking Advantage of the Opportunities Which Diversity Provides
Organisational Diversity and the Issue of ‘Sentience’
Relationship Management
Diversity Management, Workforce Flexibility and Flexible Working Practices
Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies
The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity Management System
Organisation Management: An Introduction
Module Contents, Concepts and Issues
Fundamentals of Organisational Analysis
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
Human Resource Management: A Comprehensive View, - 7 Credit Course - (Diploma-Postgraduate)
*Indicative price
Original amount in GBP:
£ 35,000