Strategic Management, Project Management, Organisational Analysis and Design

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