Delegating For Role and Organizational Effectiveness, PG Course, inc. Delegated Task, 360 Degree Feedback, Delegated Task, Delegating Authority, Delegating Responsibility, Internal Promotion, Management Succession, Planning to Delegate, Self-Appraisal, Skills Identification, Task Delegation, Task Performance, Time Management, Training Effectiveness, Training Needs, Training Programme, When not to Delegate, When to Delegate, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

Seminar or Course Number 054 - Delegating For Role and Organisational Effectiveness Course, Leading to Diploma – Postgraduate – in Organisational Delegation, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours. Click to download the PDF Brochure for this Course.

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

For Whom This Course is Designed

This Course is Designed For:

  • Board of Directors;

  • Business Analysts;

  • Business Entrepreneurs;

  • Client Managers;

  • Departmental Managers;

  • Divestment Managers;

  • Divisional Directors;

  • Executive Directors;

  • General Managers;

  • Human Resource Development Experts;

  • Human Resource Directors;

  • Human Resource Managers;

  • Human Resource Professionals;

  • Investment Managers;

  • Knowledge Management Protagonists;

  • Line Supervisors;

  • National Directors;

  • Non-Executive Directors;

  • Organisational Analysts;

  • Organisational Development Specialists;

  • Organisational Improvement Specialists;

  • Private Equity Managers;

  • Product Directors;

  • Product Oriented Team Leaders;

  • Project Managers;

  • Project Specialist Team Leaders;

  • Public Equity Managers;

  • Quality Assurance Practitioners;

  • Quality Improvement Managers; 

  • Regional Directors;

  • Senior Executives;

  • Senior Managers;

  • Service Directors;

  • Talent Management Experts;

  • Team Leaders;

  • Venture Capitalists;

  • All others who are desirous of enhancing their knowledge and expertise effective organisational role and task delegation.

 

Classroom-Based Duration and Cost:

Classroom-Based Duration:

5 Days

Classroom-Based Cost:

£5,000.00 Per Delegate

Group Cost:

Varies With Group Size

Group Residential Cost:

Up To 86% Discount, Based on Numbers.

Online Synchronous (Video-Enhanced) Duration and Cost

Online Duration:

10 Days @ 3 Hours Per Day

Online Cost:

£3,350.00 Per Delegate

The course cost does not include living accommodation. However, delegates are treated with the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

 

Daily Schedule: 9:30 to 4:30 pm

 

Seminar or Course Number 054 - Delegating for Role and Organisational Effectiveness Seminar or Course, Leading to Diploma–Postgraduate – in Organisational Delegation, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

Course Objectives

 

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Ascertain the concept of delegation;

  • Explain at least 3 reasons for delegating;

  • Determine the benefits of delegating, thereby encouraging them to perform delegation whenever necessary;

  • Elucidate the concerns of managers in delegating;

  • Identify the difference between delegating authority and task;

  • Distinguish the underlying concepts of delegating, empowerment and decentralization;

  • Use some techniques in improving delegating skills;

  • Enumerate the factors influencing effective delegation;

  • Establish the right environment for successful delegation;

  • Determine the requisites for delegation to avoid any problem during the process;

  • Adopt different approaches in delegating;

  • Learn how effective delegation is perform;

  • Know the situations when delegating is proper;

  • Determine when delegation is not proper;

  • Identify the tasks which can be delegated;

  • Set parameters in delegating a task;

  • Learn how to determine the skills required for the delegated task;

  • Select the right person to do the tasks;

  • Express familiarity with the concept of responsibility, authority and accountability as it relates to delegation;

  • Set up a discussion when about task delegation;

  • Suggest how authority might be delegated effectively;

  • Demonstrate a heightened understanding of how best to support delegatees in their task performance;

  • Monitor progress and provide feedback about the delegated assignment;

  • Determine how to provide support even when the task is overwhelming for the delegate;

  • Suggest the strategies for handling descent from delegation;

  • Indicate how to address problems in delegation;

  • Evaluate the performance of the person with whom the job was delegated and the result of the completed assignment;

  • Teach delegation skills to team leaders;

  • Employ some tools for effective delegating.

 

Seminar or Course Number 054 - Delegating for Role and Organisational Effectiveness Seminar or Course, Leading to Diploma–Postgraduate – in Organisational Delegation, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

Course Contents, Concepts and Issues

  

Part 1: Factors Necessitating Delegation

A Working Definition of Delegation;

  • The Concept of ‘Leasing’;

  • Why Delegate?;

  • How Managers Benefit from Delegating;

  • How Subordinates Benefits from Being the Recipient of a Delegated Task;

  • Managerial Concerns about Delegating;

  • Delegating Authority for Effective Task Performance;

  • Delegating Responsibility with Delegated Task;

  • Factors Influencing Effective Delegation;

  • Delectation in a Time Management Context.

 

Part 2: Contextualising Delegation

  • Delegation as Internal Promotion;

  • Informal Management Succession Charts;

  • Formal Management Succession Charts;

  • Internal Selection Mechanism;

  • Delegation and External Candidature;

  • Authority: Facet #1.

 

 

Part 3: Planning to Delegat

  • What to Delegate;

  • When to Delegate;

  • When not to Delegate;

  • Setting Parameters in Task Delegation;

  • Skills Identification Required for the Delegated Task Performance.

 

 

Part 4: Managerial Support to Delegate vs. Managerial Control

  • Authority: Facet #2;

  • Delegatee Autonomy VS Managerial Control;

  • Releasing Control, without Relinquishing Responsibility;

  • The Emergent New Dimension of ‘Supervision’;

  • Scheduled ‘Supervision’;

  • Unscheduled ‘Supervision’;

  • Delegation Resourcing Requirements;

  • Conflict Resolution Mechanism.

 

Part 5: Monitoring Delegatee’s Performance

  • Establishing performance Standards;

  • Monitoring Progress and Providing General Feedback about the Delegated Assignment;

  • Addressing Target Progress;

  • Addressing Predetermined Problems in Delegated Task;

  • Evaluating Delegatee’s Role Performance.

  

Part 6: Delegate Development: Maintaining and Improving Authority and Performance

  • Maintaining Authority Facet #1;

  • Determining Delegatee’s Training Needs:

  • Specified Performance Measurement;

  • Self Appraisal;

  • Positive Application of 360 Degree Feedback.

  • Deciding on Training Programme;

  • Re-entry and Transfer;

  • Measuring Training Effectiveness.

 

Seminar or Course Number 054 - Delegating for Role and Organisational Effectiveness Seminar or Course, Leading to Diploma–Postgraduate – in Organisational Delegation, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.