Executive Management Block 2: Managing Individuals & Groups in Organisations, PG Short Course, in Dubai KL London Abuja Accra, Online

HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Seminar or Course Number 32, Block 2 - Managing Individuals and Groups In Organisations (Organizations) Course,  Leading to Diploma – Postgraduate – in Management of Individual and Groups and Executive Management Block 2, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.

 

 Contents include High Performance Teams, High Performing Teams, Team solidarity, Team cohesion, Team or group  Team dynamics, Types of teams, Command teams, Temporary Committees, Standing Committees, Task Forces,  Board Members. Team formation, Forming in Teams, Storming in Teams, Norming or initial integration,   Performing Teams, Total integration, Team Disbandment, Team adjournment, Team in the work-place, Team characteristics,   Team role, norming stage, team development, Dysfunctional behaviour in teams, aggressiveness in Teams, Blocking  in Teams, Interfering in Teams, Competing in Teams, Seeking sympathy in Teams, Withdrawal in Teams, Special pleading in Teams, Inter-team conflict,  Sources of inter-team conflict,  dysfunctional conflict,  Team decision-making,  Social identity theory, Team building, Team maintenance role, improving team effectiveness, Encouraging members, Harmonising energies, Standard setting, Gatekeeping in Team, Gatekeeping at meetings, optimum team size, team incentives, Encouraging conflict, Averting groupthink, Avoiding risky shift, transactional analysis, diversity management, discouraging resonation, resonation in teams, Role Relationships, Role enactors,

 

 Course Co-ordinator:

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

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.

 

Cost:  £5,000.00  Per Delegate

 

The course cost does not include living accommodation. However, students and delegates are treated to 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.

 

 

Executive Management Block 2 - Managing Individuals and Group

 

 Course Objectives

 

Team Dynamics: Empowering High Performance Groups

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

v          Be aware that teams cannot perform effectively unless they understand team dynamics;

v          Demonstrate their understanding of the their role in the management of teams in organisation;

v          Exhibit a good knowledge of the finer-points of team-decision-making;

v          Demonstrate that their inter-personal skills are well developed;

v          Demonstrate their ability and willingness to contribute to the enhancement of a team’s ‘problem-solving capability’;

v          Exhibit an understanding ‘role relationships’ in organisation 

 

Conflict Management In Organisations

By the conclusion of the specified learning and Development activities, delegates will:

v          Demonstrate an understanding of the importance of understanding the perceptions of their role set;

v          Be able to identify the role segment5s of their role set

v          Distinguish between conflict and role conflict;

v          Distinguish between intra-role senders and intra-role senders;

v          Demonstrate an enhanced understanding of inter-role conflict and intra-role conflict;

v          Exhibit their ability to hypothese the existence of latent conflict;

v          Determine the positive effect of conflict in a given situation;

v          Demonstrate their ability to manage conflict effectively;

v          Demonstrate their ability to choose the most appropriate conflict resolution method for particular situations.

v          Employ role negotiation as a conflict management tool. 

 

Employee Development – incorporating Training needs Analysis

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

v          Locate employee development in a strategic context;

v          Demonstrate their ability to analyse training needs;

v          Be able to evaluate the conventional and non-conventional methods of training needs analysis;

v          Demonstrate their ability to develop and manage a management succession chart;

v          Exhibit an understanding of the use of focus groups in training needs analysis;

v          Distinguish between demand-led and demand-led training needs;

v          Exhibit an understanding of the value of action learning in determining training needs.

v          Be able to relate the way in which action research can be used in determining training needs;

v          Demonstrate their understanding of the relationship between individual; team and organisational training needs.

v          Have developed a personnel deployment chart.
 

Executive Management

Block 2 - Managing Individuals and Group

 

CONTENTS, CONCEPTS and ISSUES

Groups: 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/initial integration; 

  • Performing/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 and 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

  • Gatekeeping

  • Determining the optimum team size

  • Providing team incentives

  • Encouraging conflict

  • Averting groupthink

  • Avoiding the risky shift syndrome

  • Employing transactional analysis

  • Employing effective diversity management and discouraging resonation

Role and Role Relationships

  • Role: A contextual Definition

  • Role enactors

  • Roles in Organisational and non-organisational settings;

  • The role set

  • Role segments

  • Role expectations

  • Role sender

  • Conflict and role conflict

  • Interpersonal conflict

  • Interrole conflict

  • Intrarole conflict

  • Conflict management: An introduction

  • Latent conflict

  • Manifest conflict

  • Organisational value of conflict

  • Introducing conflict

  • Exploiting conflict

  • Conflict Resolution Methods

  • Mutual Resolution

  • Collegial Intervention

  • Hierarchical intervention

  • Debriefing in Conflict situations

  • Role negotiation: beyond worker-manager prerogative

Training Needs Analysis

  • Rationale for and definition of training needs analysis

  • Approaches, methods and techniques of training need analysis.

  • The traditional approach to training needs analysis

  • Job behaviour and task analysis

  • Data is gathered from field observations using structured questionnaires and formal interviews

  • Multi-skilling

  • Knowledge skills, and attitudes development;

  • Job, task and role analysis

  • A strategic approach to competency assessment

  • ‘supply-led’ or ‘pedagogical’ approach to training needs analysis

  • Demand-led’ approach to training needs analysis

  • Behavioural expectation scales

  • Focus groups

  • Action learning

  • Action research,

  • Process management,

  • Assessment centres

  • Human resource plan

  • Succession plan

  • Human resource audit

  • Critical incident reports

  • Individual performance appraisal reports

  • Personnel deployment charts

  • Business plans

  • Strategic plans

  • Job evaluation or job tasks and role analysis

  • Client or customer feedback.

 

London Executive Management Block 2, Managing Individuals and Groups in Organisations Course, London, KL, Dubai, Durban, Kuwait, Postgraduate Diploma in Executive Management, London. Contents: 

High Performance Teams, High Performing Teams, Team solidarity, Team cohesion, Team or group  Team dynamics, Types of teams, Command teams, Temporary Committees, Standing Committees, Task Forces,  Board Members. Team formation, Forming in Teams, Storming in Teams, Norming or initial integration,   Performing Teams, Total integration, Team Disbandment, Team adjournment, Team in the work-place, Team characteristics,   Team role, norming stage, team development, Dysfunctional behaviour in teams, ggressiveness in Teams, Blocking  in Teams, Interfering in Teams, Competing in Teams, Seeking sympathy in Teams, Withdrawal in Teams, Special pleading in Teams, Inter-team conflict,  Sources of inter-team conflict,  dysfunctional conflict,  Team decision-making,  Social identity theory, Team building, Team maintenance role, improving team effectiveness,

 

Encouraging members, Harmonising energies, Standard setting, Gatekeeping in Team, Gatekeeping at meetings, optimum team size, team incentives, Encouraging conflict, Averting groupthink, Avoiding risky shift, transactional analysis, diversity management, discouraging resonation, resonation in teams, Role Relationships, Role enactors, role actors, Roles in Organisations, organisational setting, role set, role segments, Role expectations, Role sender, Conflict and role conflict, Interpersonal conflict, Interrole conflict, Intrarole conflict, Conflict management, Latent conflict, Manifest conflict, Introducing conflict, Exploiting conflict, Conflict Resolution, Mutual Conflict Resolution, Collegial Conflict Intervention, Hierarchical Conflict intervention,

 

Debriefing in Conflict situations, Role negotiation, training needs analysis, approach to training needs analysis, Job behaviour, task analysis, Data is gathered, field observations, structured questionnaires, formal interviews, Multi-skilling, skill development, knowledge management, attitudes development,  task and role analysis, strategic approach, competency assessment, supply-led approach, pedagogical approach, supply led training needs analysis, Demand-led training needs analysis, Behavioural expectation, Focus groups, Action learning, Action research, Process management, Assessment centres, Human resource plan, Succession plan, Human resource audit, Critical incident reports, Individual performance, performance appraisal, appraisal report, Personnel deployment, Personnel deployment charts, Business plans, Strategic plans, Job evaluation, job tasks and role analysis, Client feedback, customer feedback