External and Internal Organisational Growth Strategy, Postgraduate Short Course, in Dubai KL London Abuja Accra Amman Delhi, 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.

Course Number 084 - External and Internal or Organic Organisational Growth Strategy: In Pursuit of Organisational Effectiveness Course, Leading to Diploma – Postgraduate - in Organic and External Growth Strategy for Organisational Effectiveness, 36 Credit-Hours, accumulating to a Postgraduate Certificate, with 144 additional Credit-Hours, and a Postgraduate Diploma, with 324 additional Credit-Hours. Contents include: Conducting an Organisation’s Internal Analysis: Determining Its Strengths and Weaknesses (SW); Assessing Organisational Strengths; Determining an Organisation’s Weaknesses; Eliminating Organisational Weaknesses or Conceding ‘Exposure’ Avoidance?; Aligning Organisational Strengths with Its Strategic and Operational Plans; External Growth Strategy Contextualised; External Integration and Its Ramifications for Organisational Effectiveness; Mergers as a Strategic Choice: Balancing the ‘Act’; Business and Organisation Acquisitions or Takeovers: Synergy or Asset Stripping; Joint Ventures: Limiting Wealth or Mitigating Risk?; Horizontal or Vertical Integration: Assessing Direction of Market Forces; Horizontal Integration: Solidifying Operational ‘Status’; Vertical Integration: Calculated Strategic Repositioning; Vertical Integration Forward: Influencing End-Users’ Choice; Vertical Integration Backward: Impacting Sourcing Strategy; Conglomerate Integration: Omnipresence or Hodgepodge?

 

Course Number 084 - External and Internal or Organic Organisational Growth Strategy: In Pursuit of Organisational Effectiveness Seminar or Course, Leading to Diploma – Postgraduate in Organic and External Growth for Organisational Effectiveness, Accumulating to a Postgraduate Certificate, with a Total of 180 Credit-Hours = 6 X 5-Day Courses, or 3 X 10-Day Courses; or a Postgraduate Diploma, with a Total of 360 Credit-Hours = 12 X 5-Day Courses, or 6 X 10-Day Courses. Click to download the PDF Brochure for this Course

 

 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.

  

For Whom This Course is Designed

This Course is Designed For:

  • Chief Executives;

  • Chief Executive Officers (CEOs);

  • Corporate Directors;

  • Divisional Heads;

  • Vice Presidents;

  • General Managers;

  • Corporate Strategists;

  • Business Development Directors;

  • Chief Business Development Officer;

  • Business Studies Lecturers;

  • Business Consultants;

  • Chief Financial Officers (CFOs);

  • Chief Marketing Officer;

  • Chief Operating Officers;

  • Chief Product Officer;

  • Production Superintendent;

  • Product Engineers;

  • Process Engineers;

  • Chief Process Engineers;

  • Organisational Development Specialists;

  • Organisational Enhancement Officers;

  • Collaborative Officers;

  • All others who are desirous of gaining enhanced understanding of the pertinent issues associated with:

  • Organisational Efficiency and Effectiveness;

  • Micro Organisational Development;

  • Macro Organisational Development;

  • Internal Analysis;

  • External Organisational Analysis;

  • Organisational Strengths;

  • Organisational Weaknesses;

  • Internal Growth Strategy;

  • External Growth Strategy;

  • Internal or Organic Growth;

  • Market Penetration Strategy;

  • Market Development or Market Expansion Strategy;

  • Product or Service Expansion or Development Strategy, etc.

  • Diversification Strategy.

 

 Duration: 6 Days

 Cost:  £6,000.00 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.

 

 

Location:  Central London and International Locations

 

Daily Schedule: 9:30 to 4:30 pm.

 

 Duration: 6 Days

 

Cost: £6,000.00 Per Delegate

 

Cost includes:

  • Free Continuous snacks throughout the Event Days;  

  • Free Hot Lunch on Event Days;                           

  • Free City Tour;             

  • Free Stationery;                               

  • Free On-site Internet Access;

  • Diploma – Postgraduate – in Organic and External Growth for Organisational Effectiveness; 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 Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

 

Course Number 084 - External and Internal or Organic Organisational Growth Strategy: In Pursuit of Organisational Effectiveness Seminar or Course, Leading to Diploma – Postgraduate in Organic and External Growth for Organisational Effectiveness, Accumulating to a Postgraduate Certificate, with a Total of 180 Credit-Hours = 6 X 5-Day Courses, or 3 X 10-Day Courses; or a Postgraduate Diploma, with a Total of 360 Credit-Hours = 12 X 5-Day Courses, or 6 X 10-Day Courses. Click to download the PDF Brochure for this Course

 

Course Contents, Concepts and Issues

 

Part 1: Organisational Development for Efficiency and Effectiveness

  • The Concept of Organisational Effectiveness;

  • Organisational Efficiency VS Organisational Effectiveness;

  • Organisational Effectiveness in Context;

  • Contextualising Organisational Development;

  • Micro Organisational Development;

  • Macro Organisational Development;

  • Organisational Development as an Instrument towards Organisational Effectiveness;

  • Change as a Symbiotic Issue in Organisational Development;

  • Internal Organisational Changes;

  • Employee Development and Organisational Effectiveness;

  • Organisational Effectiveness in Context;

  • Enhancing Organisational Effectiveness Through Organisational Development.

 

Part 2: Contextualising Strengths and Weaknesses (SW), and their Organisational Implications.

 

  • Conducting an Organisation’s Internal Analysis: determining Its Strengths and Weaknesses (SW);

  • Assessing Organisational Strengths;

  • Determining an Organisation’s Weaknesses;

  • Eliminating Organisational Weaknesses or Conceding ‘Exposure’ Avoidance?

  • Aligning Organisational Strengths with Its Strategic and Operational Plans.

 

 

Part 3: Strategic Operational Review: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors

 

Constituents and Importance of Strategic Operational Reviews

 

Political Context:

  • Bilateral Trade Agreements;

  • Multilateral Agreements;

  • Employment Tribunal Rulings;

  • Wage Regulations;

  • Equality and anti-discriminatory Act;

  • Disability Rights Act;

  • Equal Opportunity Act;

  • Sex Discrimination Act;

  • Sex Discrimination or Related Act;

  • Gender Reassignment or Similar Act;

  • Other Employment Related Acts.

    • Economic Context:

  • Economic Exposure;

  • Transaction Exposure;

  • Translation Exposure;

  • Economic Exposure;

  • Rulings by Regulatory Authorities;

  • Investment Boards;

  • Competition Commission;

  • Trading Regulation;

  • Foreign Exchange;

  • Interest Rates;

  • Availability of Funding.

 

Part 4: Strategic Operational Review: Conceptualising Political, Economic, Social, Technological, Environmental (PESTEL) External Uncontrollable Factors

 

Social Context:

  • General Social Context;

  • Urban-Suburban Preference;

  • Social Mobility;

  • Geographic Mobility;

  • Skills Levels;

  • Demographic Factors;

  • Age Range of Population;

  • Gender Mix of Population;

  • Ethnic Mix;

  • Vogue;

  • Behavioural Patterns;

  • Changing Expectations;

  • FADS; and

  • Social/Environmental Sensitivity.

 

Technological Context:

  • E-Commerce its impact on Client/ Customer Relationship Management (CRM);

  • Development and use of technology;

  • Affordability of technology;

  • Web-based recruitment;

  • E-Selection;

  • Web-based selection;

  • Video-conferencing;

  • Web-conferencing.

 

Environmental Context:

  • Internal Environmental Issues;

  • External Environmental Factors;

  • Competitive Forces;

  • Consumer Influence and Power;

  • Supplier Monopoly;

  • Duopolistic Market Domination;

  • Infrastructural Challenges;

  • Demand for Corporate Social Investment;

  • Strategy Implementation vs Ethical Concerns;

  • Social and Business Objectives: Compatibility or Spinoffs?

 

Legal Context:

  • Competition Rules;

  • Integration Rules;

  • Employment Law;

  • Indigenisation Rules;

  • Trading Rules;

  • Import and Export Laws;

  • Bilateral Trade Agreements;

  • Multilateral Agreements

  • Employment Tribunal Rulings

  • Wage Regulations;

  • Equality and anti-discriminatory acts – e.g.

  • Disability Rights Act

  • Equal opportunity Act

  • Sex Discrimination Act

  • Sex Discrimination Reassignment;

  • Other Employment Related Acts.

 

 

Part 5: Organisational External Analysis: Understanding the Threats Posed, and Opportunities Presented, by Prevailing or Anticipated PESTEL Factors

 

Focus of External Environmental Analysis: Opportunities and Threats (OT);

Contextualising Environmental Threats in the PESTEL; 

Assessing Political Threats:

  • Bilateral Trade Agreements;

  • Multilateral Agreements;

  • Employment Tribunal Rulings;

  • Wage Regulations;

  • Equality and anti-discriminatory acts – e.g.

  • Disability Rights Act;

  • Equal opportunity Act;

  • Sex Discrimination Act;

  • Sex Discrimination Reassignment;

  • Other Employment Related Acts.

 

Determining Economic Threats:

  • Economic Exposure;

  • Transaction Exposure;

  • Translation Exposure;

  • Economic Exposure;

  • Rulings by Regulatory Authorities;

  • Investment Boards;

  • Competition Commission;

  • Trading Regulation;

  • Foreign Exchange;

  • Interest Rates;

  • Availability of Funding.

 

Sorting Social Threats:

  • General Social Context;

    • Urban-Suburban Preference;

    • Demographic Factors, e.g.

    • Age Range of Population;

    • Gender Mix of Population;

    • Ethnic Mix;

    • Social Mobility;

    • Geographic Mobility;

    • Skills Levels;

    • Vogue;

    • Behavioural Patterns;

    • Changing Expectations;

    • FADS; and

    • Social/Environmental Sensitivity.

 

Analysing Technological Threats

  • E-Commerce its impact on Client/ Customer Relationship Management (CRM);

  • Development and use of technology;

  • Affordability of technology;

  • Web-based recruitment;

  • E-Selection;

  • Web-based selection;

  • Video-conferencing;

  • Web-conferencing.

    • Environmental Threats;

    • Internal Environmental Issues;

    • External Environmental Factors;

    • Competitive Forces;

    • Consumer Influence and Power;

    • Supplier Monopoly;

    • Duopolistic Market Domination;

    • Infrastructural Challenges;

    • Demand for Corporate Social Investment;

    • Strategy Implementation vs Ethical Concerns;

    • Social and Business Objectives: Compatibility or Spinoffs?

 

Legal Threats

  • Competition Rules;

  • Integration Rules;

  • Employment Law;

  • Indigenisation Rules;

  • Trading Rules;

  • Import and Export Laws;

  • Bilateral Trade Agreements;

  • Multilateral Agreements

  • Employment Tribunal Rulings

  • Wage Regulations;

  • Equality and Anti-Discriminatory Acts;

  • Disability Rights Act;

  • Equal opportunity Act;

  • Sex Discrimination Act;

  • Sex Discrimination Reassignment;

  • Other Employment Related Acts.

 

Acceding to, or Circumventing, PESTEL Threats.

 

Part 6: Formulating and Executing Organisational External Growth Strategy

 

  • External Growth Strategy Contextualised;

  • External Integration and Its Ramifications for Organisational Effectiveness;

  • Mergers as a Strategic Choice: Balancing the ‘Act’;

  • Business and Organisation Acquisitions or Takeovers: Synergy or Asset Stripping;

  • Joint Ventures: Limiting Wealth or Mitigating Risk?

  • Horizontal or Vertical Integration: Assessing Direction of Market Forces;

  • Horizontal Integration: Solidifying Operational ‘Status’;

  • Vertical Integration: Calculated Strategic Repositioning;

  • Vertical Integration Forward: Influencing End-Users’ Choice;

  • Vertical Integration Backward: Impacting Sourcing Strategy;

  • Conglomerate Integration: Omnipresence or Hodgepodge?

 

 

Part 7: Organisational Internal Growth Strategy

 

 

  • Internal or Organic Growth;

  • Market Penetration Strategy;

  • Market Development or Market Expansion Strategy;

  • Product or Service Expansion or Development Strategy;

  • Diversification Strategy.

Click to View and, or, Download the Brochure for Course Number 084 - External and Internal or

Organic Organisational Growth Strategy: In Pursuit of Organisational Effectiveness

Seminar or Course, Leading to Diploma – Postgraduate in Organic and External Growth for

Organisational Effectiveness, Accumulating to a Postgraduate Certificate, with a Total of 180 Credit-Hours = 6 X 5-Day Courses, or 3 X 10-Day Courses; or a Postgraduate Diploma, with a Total of 360 Credit-Hours = 12 X 5-Day Courses, or 6 X 10-Day Courses..