Human Resource Management: A Comprehensive View, - 7 Credit Course - (Diploma-Postgraduate)

HRODC Postgraduate Training Institute
In Milano (Italy), Dubai (United Arab Emirates), Kuala Lumpur (Malaysia) and 4 other venues

Rs 30,99,748
*Guide price
Original amount in GBP:
£ 35,000
You can also call the Study Centre
50919... More

Important information

Typology Master
Location At 7 venues
Duration 35 Days
Start Different dates available
  • Master
  • At 7 venues
  • Duration:
    35 Days
  • Start:
    Different dates available

Suitable for: This course is designed for: Human Resource Professionals. Human Resource Managers. Human Resource Specialist. Executives. Directors. MBA Students


Where and when

Starts Location
Different dates available
Different dates available
Al Farwānīyah
al-Kuwait, Kuwait
See map
Different dates available
Astana, Kazakshtan
Arka Street, 010 000, Kazahstan, Kazakhstan
Different dates available
Different dates available
Champolion, 12421, Egypt, Egypt
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Different dates available
Different dates available
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
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Different dates available
Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
See all (7)
Starts Different dates available
Different dates available
Al Farwānīyah
al-Kuwait, Kuwait
See map
Starts Different dates available
Astana, Kazakshtan
Arka Street, 010 000, Kazahstan, Kazakhstan
Starts Different dates available
Different dates available
Champolion, 12421, Egypt, Egypt
See map
Starts Different dates available
Different dates available
Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999, Dubai, United Arab Emirates
See map
Starts Different dates available
Kuala Lumpur
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
Starts Different dates available
Different dates available
Makati, 1200, Philippines, Philippines
See map
Starts Different dates available
Via Washington, 66 Milan, 20146, Milano, Italy
See map

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



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


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 &


Managing Diversity in Appraisal, Compensation and Benefits


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


Quaker Oats



Pacific Telesis

Mercedes Benz

Levi Strauss

Managing Cultural Differences: Promoting An Understanding Of Sensitivity Towards Differences Existing Among Workers, e.g. in:








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


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

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