| | Organisational Improvement: Revitalising Organisations, Through Organisational Development and Change Seminar or Public Course Fundamentals of Oil and Gas Accounting Seminar or Public Course Strategic Management and Strategic Cost Management The details below focus on the Jeddah Saudi Arabia Training Seminars or Public Training Courses
A Public Change Seminar Change Management Seminar (public course) - Coming To A Centre Near You!! 'Dynamics Of Organisational Change Management Seminar': A Change Seminar (public course) With A Difference Seminar (public course) 1 Dynamics Of Organisational Change Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Change Management For: Senior and Middle Managers, Internal and External Change Agents DURATION: 3 DAYS HOW YOU WILL BENEFIT/ Seminar (public course) OBJECTIVES
By the conclusion of the specific learning & development activities, in this change management Seminar, delegates will be able to: Ψ Demonstrate their awareness of the inevitability of organisational change (organizational change) Ψ Demonstrate the need for a proactive stance to organisational change (organizational change) Ψ Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process. Ψ Demonstrate effective leadership at all levels of responsibility, during the change process Ψ Manage the relationship between the organisation and its internal and external stakeholders, during the different stages of the change process Ψ Determine the factors, which contribute to workers resistance to change Ψ Suggest the efforts, which an organisation might employ to reduce workers resistance to change Ψ Demonstrate their awareness of change management and human resources implications Ψ Distinguish between change strategies and approaches to change Ψ Illustrate the advantages and disadvantages of each change strategy Ψ Manage latent and manifest resistance to change Ψ Employ the correct change strategy that will create winners even in a most hopeless situation. Ψ Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate Ψ Determine the most effective ways of communicating change decisions to workers Ψ Illustrate the advantages and drawbacks of group involvement in decisions related to change Ψ Appreciate the importance of change institutionalisation Ψ Design measures, which will ensure change institutionalisation Ψ Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environmentsΨ Distinguish Between Strategic and Operational ChangeΨ Assess the impact of Information and Communications Technologies (ICTs) on the change processΨ Exploit the benefits of Information and Communications Technologies (ICTs) in the planning, communication and implementation of change, being mindful of their drawbacks Ψ Match the mode, channel and method of communication with the nature and stage of the change process.Ψ Determine the type, level and stage of change that might be best suited to the employment of internal or external change agents, respectively, maintaining an effective working environmentΨ Appreciate the difference between individual stress tolerance levelsΨ Devise methods of reducing stress levelsΨ Distinguish between the speed of change and change accelerationΨ Determine when change acceleration is necessaryΨ Devise a strategy that will reduce the negative effects of change acceleration Ψ Demonstrate leadership in the Implementation of change, whilst avoiding Human and Organisational Casualties (organizational casualties)
CONTENTS AND CONCEPTS  Change and Its Inevitability
Anticipating The Need For Change Resistance To Change - Latent & Manifest
Change Management And Human Resources ImplicationsPertinent Factors Associated With Change Implementation Approaches To Change: Their Merits & 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 (organizational 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 Confidence Stakeholders, generally Shareholders and Funding Agents Customers and Clients Potential Customers and Clients Change Institutionalisation: Returning To Normality
Product Differentiation: How 'Dynamics Of Organisational Change Management Seminar' Differs From Other Change Management Seminars This change management Seminar, claims superiority over other change management Seminars. As a revolutionary change Seminar, it seeks to empower corporate and operational managers, and change agents, in particular, to manage the organisational (organizational) change management process more effectively. While we are aware of their general popularity of change Seminars, this is not just another change management Seminar. It is a change management Seminar (public course) with major differences, the first of which is the fact that this change Seminar (public course) is research-driven. The concept of 'change acceleration' is a new change management concept, emerging out of Prof. Dr. Crawford's empirical change management research. The 'Dynamics of Organisational Change Management Seminar (public course) ' is the first change management Seminar (public course) in which 'change acceleration' is discussed, in relation to change management. Delegates' understanding of change management and human resources implications will, therefore, be heightened. Delegates of this change management Seminar (public course) will, therefore, benefit from the new knowledge and expertise that this change Seminar (public course) guarantees, improving their value to their organisations, as they strive towards acquiring and, or, maintaining their competitive advantage. They will benefit immensely from the expertise of Dr. Crawford, as a senior academic, change management expert, consultant and trainer. The delegate activities of the change Seminar (public course) are carefully designed to ensure that the objectives of this change management Seminar (public course) are achieved. They are based on sound principles of learning and development, taking individual variants into account. These change Seminar (public course) activities also address the levels of change management competence that delegates achieve, and will be measured continuously throughout the change management Seminar, with a view to enhancing their improvement. |
This Seminar (public course) is Delivered by: Prof. Dr. Ronald B. Crawford
PhD (London), MEd.M. (Bath), Adv. Dip. Ed. (Bristol), PGCIS (TVU), ITC (UWI), MAAM, MAOM, LESAN, MISGS. Visiting Prof. P.U.P..
Chief Executive and Chief Consultant of
Human Resource & Organisational Development Consultancy (HRODC)
Cost Includes: Seminar (public course) Guide Seminar (public course) Supplement Stationery HRODC Diploma or Certificate of Attendance & Participation Lunch Coffee Tea
Other Seminars (public courses) are: Motivation Seminar; Trainer Training Seminar; Recruitment and selection Seminar; Diversity Seminar; Customer care Seminar; Research Seminar HRODC Postgraduate Diploma in Executive Management A 12-Week 12-Block Management Training Programme Leading To the HRODC Postgraduate Diploma In Executive Management Programme Cost: £3,000.00 Per Delegate Per Block Organisational Improvement: Revitalising Organisations, Through Organisational Development And Change |
Module title | Objectives | Contents & Concepts | Duration | | By the conclusion of the specified learning and development activities, delegates will: | v What is Organisational Development (OD)? v OD and organisational effectiveness: v Differing perspectives of organisational development v Organisational climate; v Organisational culture v Organisational norms; v Organisational values, v Organisational power structure; v Worker commitment; v Structure of roles in organisation; v Inter-group collaboration; v The combination of the authority based in roles with the authority based in knowledge and skills; v The creation of an open system of communication vertically, horizontally, diagonally; management development v Micro organisational development v The quality of working life (qwl) v Aspects of quality of working life: o Adequate, and fair compensation. o Healthy and safe working conditions. o Development and growth of human capacities o Growth and security. o Social integration of people o Constitutionalism o Protection of total life space. o Social relevance of work; v Sensitivity training v Approach to organisational development v Organisational development interventions v Process consultation v Enhancing the effectiveness of programmes v Macro organisational development v Determination of success
| 2 days | | By the conclusion of the specific learning & development activities, delegates will be able to: v Demonstrate their awareness of the inevitability of organisational change. v Demonstrate their ability to conduct an internal environmental analysisSW v Exhibit their ability to conduct an external environmental analysisot v Synthesize the relationship between internal and external environmental analysesswot v Demonstrate the need for a proactive stance in relation to organisational change. v Determine the factors, which contribute to workers resistance to change. v Suggest the efforts, which an organisation might employ to reduce workers resistance to change. v Demonstrate their awareness of the inevitability of organisational change v Demonstrate the need for a proactive stance to organisational change v Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process. v Manage the relationship between the organisation and its internal and external stakeholders during the different stages of the change process v Determine the factors, which contribute to workers resistance to change v Suggest the efforts, which an organisation might employ to reduce workers resistance to change v Distinguish between change strategies and approaches to change v Illustrate the advantages and disadvantages of each change strategy v Employ the correct change strategy that will create winners even in a most hopeless situation. v Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate v Determine the most effective ways of communicating change decisions to workers v Illustrate the advantages and drawbacks of group involvement in decisions related to change v Appreciate the importance of change institutionalisation v Design measures, which will ensure change institutionalisation v Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environments v Distinguish between strategic and operational change v Assess the impact of information and communications technologies (icts) on the change process v Exploit the benefits of information and communications technologies (icts) in the planning, communication and implementation of change, being mindful of their drawbacks v Match the mode, channel and method of communication with the nature and stage of the change process. v Determine the type, level and stage of change that might be best suited to the employment of internal or external change agents, respectively, maintaining an effective working environment v Appreciate the difference between individual stress tolerance levels v Devise methods of reducing stress levels v Distinguish between the speed of change and change acceleration v Determine when change acceleration is necessary v Devise a strategy that will reduce the negative effects of change acceleration v Implement change, whilst avoiding human and organisational casualties v Demonstrate their awareness of change management and human resource implications. v Distinguish between change strategies and approaches to change. v Illustrate the advantages and disadvantages of each strategy. v Manage latent and manifest resistance to change. v Determine the situations when a particular approach might be appropriate. v Determine the most effective ways of communicating change decisions to workers. v Illustrate the advantages and drawbacks of group involvement in decisions related to change. v Design measures, which will ensure change institutionalisation. v Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
| The inevitability of Organisational Conducting an internal environmental analysis SW v Conducting an External Environmental analysis OT v Synthesize the relationship between internal and external environmental analysesSWOT Influence change strategies: v When they should be used or avoided. v Control change strategies: v When they should be used or avoided. v Communicating organisational change. (organizational change). v Communication media: v Mass or personalised communication? v Mode and channels of communication. v Getting the message right. v Timing of communication. v Who should communicate what, when? v Use of groups in change process. v Managing latent and manifest resistance to change. v Effective, overall, change leadership. v Leading change implementation. v Selecting the appropriate change agent v Internal or external. v Change acceleration: v Averting organisational (organizational) and individual casualties. v Confidence. v Change tolerance and individual stress levels. v Managing the external environment: v Improving perception and instilling v Stakeholders, generally. v Shareholders and funding agents. v Customers and clients. v Potential customers and clients. v Change institutionalisation: v Returning to normality.
| 3 Days |
Oil and Gas Accounting - Fundamentals of Oil and Gas Accounting Seminar or Public Course. Oil and Gas Accounting - Fundamentals of Oil and Gas Accounting In-house Course, Leading to HRODC Diploma, at Postgraduate Level, in Fundamentals of Oil and Gas Accounting Oil and Gas Accounting - Fundamentals of Oil and Gas Accounting Seminar or Public Course. Oil and Gas Accounting - Fundamentals of Oil and Gas Accounting In-house Course. Designed for Finance Directors and Managers, Financial Controllers, Chief Accountants, Treasury Officers, Asset Accountants, Joint Venture Accountants, Management Accountants, Internal and External Auditors, Government Regulators, Financial Analysts, Public Accountants. Concepts, including Financial reporting standards and generally accepted accounting principles, Accounting concepts, Governance, transparency and disclosure, Reserve recognition accounting, FC and SE accounting, Ceiling test limitation, Non-drilling exploration cost, Acquisition costs of unproved property, Drilling and development costs, Proved property cost disposition, Full cost accounting, Pre-development costs, Development costs, International Accounting Standards for Oil and Gas, Comparing financial statements, Reserve ratios, Reserve replacement ratio, life ratio, net wells to gross well ratio, Reserve cost ratios, Lifting cost ratios DD&A analysis, Reserve value ratios, Value added ratio, Ratio Roulette, Financial ratios. .Click for Seminar or Public Course Schedule Fundamentals of Oil and Gas Accounting Understanding finance and accounting is often the key to managerial progression, but the special problems in financial reporting and accounting for the Oil and Gas industry can make the whole topic seem daunting. The industry typically requires extremely high levels of speculative investment with absolutely no guarantee of a successful return. It is characterised by lengthy time periods between the initial investment and any returns and it attracts many regulatory accounting rules and standards. This five-day seminar discusses the ways that the finance function deals with these special requirements. The seminar will have a practical approach and aims to enable each participant to fully appreciate the role of financial and accounting information in decision making and also the impact of their personal activities on their organizations financial viability. Development Opportunity Understanding the major accounting documents and their interrelationships Grasping the importance of cash flow Observing the differing levels of regulation and standardisation applied to Oil and Gas accounting Practical corporate analysis case studies Seeing better the role of finance and accounting in an Oil and Gas organisation An appreciation of financial reporting policies and practices applicable in Oil and Gas Industries An understanding of the requirements of International Financial Reporting Standards (including International Accounting Standards) relevant to Oil and Gas Industries An understanding of both financial and non-financial key performance indicators (KPIs) in Oil and Gas Industries An understanding of analysis of your companys performance and how to compare the business performance of your company with the business performance of others in the industry
For Whom Designed
This programme is designed specifically for all who work with financial information and measures of performance for Oil & Gas Exploration & Production activities, and people seeking to advance their career by improving their understanding of industry financial management. The target people seeking to broaden knowledge to improve job performance include: Finance Directors and Managers Financial Controllers Chief Accountants Treasury Officers Asset Accountants Joint Venture Accountants Management Accountants Internal and External Auditors Government Regulators Financial Analysts Public Accountants
Programme Outline Day 1 Introduction to Oil and Gas Accounting Financial reporting standards and generally accepted accounting principles Accounting concepts Governance, transparency and disclosure Reserve recognition accounting FC and SE accounting Ceiling test limitation Book value, SEC value, and FMV of reserves Depreciation, depletion, and amortization Cost depletion and percentage depletion International Accounting Standards for Oil and Gas Summary and key concepts
Day 2 Cost Accounting for Oil and Gas Industries Non-drilling exploration cost Acquisition costs of unproved property Drilling and development costs Proved property cost disposition Full cost accounting Pre-development costs Development costs International Accounting Standards for Oil and Gas Summary and key concepts
Day 3 - Accounting for Production Activities and Revenues Accounting for production activities Accounting for revenue from Oil and Gas Sales International Accounting Standards for Oil and Gas Oil and Gas tax accounting Summary and key concepts
Day 4- Analysis of Oil and Gas Companies Financial Statements Comparing financial statements Reserve ratios Reserve replacement ratio, life ratio, net wells to gross well ratio Reserve cost ratios Lifting cost ratios DD&A analysis Reserve value ratios Value added ratio Ratio Roulette Financial ratios Summary and key concepts
Day 5 Competitive Analysis and Comparisons Individual investment Institutional investment Employment Benchmarking Merger and Acquisition potential Identification of peer group Identification of comparison criteria
Oil and Gas Accounting - Fundamentals of Oil and Gas Accounting Seminar or Public Course. Oil and Gas Accounting - Fundamentals of Oil and Gas Accounting In-house Course, Leading to HRODC Diploma, at Postgraduate Level, in Fundamentals of Oil and Gas Accounting Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management Introduction and Rationale In 21st century business environment, effective strategic management is critical to the success of the firm or organization and is thus a pervasive theme of this seminar. The growing pressures of global competition, technological innovation, and change in business processes have made cost management much more critical and dynamic than ever before. Managers and management accountants must think competitively; doing so requires a strategy. Because strategic issues are increasing in importance to management, cost management has moved from a traditional role of product costing and operational control to a broader, strategic focus: strategic cost management. Strategic Cost Management is the development of cost management information to facilitate the principal management function, strategic management. Cost management information is a broad concept and includes information that the manager needs to effectively mange the firm or not-for-profit organization and included both financial information about costs and revenues as well as relevance non financial information about productivity, quality, and other key success factors for the firm. |
Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management For Whom Designed?: Non-Financial managers from all functions of an enterprise will benefit from this intensive seminar which teaches the key financial issues covered in international MBA programmes. Financial managers wanting an update or refresher of their knowledge will also benefit from attending. In detail: Managers with direct financial responsibilities Cost and management accountant Financial planners and cost analysts Senior managers who supervise people with financial responsibilities Financial and budget controllers who are moving to wider responsibilities Managers who need to know more about business planning, budgeting, costing terms and techniques. Managers who have to plan, cost and budget new business ventures. Managers and Supervisors from every business discipline and department who have to run departments and plan, cost and budget during their business lives. First appointment managers on fast-track development programmes Managers who require a refresher programme on the topic or who would benefit from having an opportunity to consider new ideas and methods
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Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management PROGRAMME OBJECTIVES and TRAINING METHODOLOGY PROGRAMME OBJECTIVES Participants gain the insights they need to win in the global marketplace. Key subjects that the seminar addresses include: Cost management and Strategy Implementing Strategy Basic Cost and Cost Analysis Cost Bahaviour and Cost Estimation Different Approaches to Costing (Standard Costing, Activity-Based Costing,
) Cost Planning and Budgeting Strategic Performance Measurement Decision Making with Relevance Costs and a Strategic Emphasis
TRAINING METHODOLOGY Using a combination of lectures and group exercises, the delegates will gain both a theoretical and practical knowledge of the topics covered. The emphasis is on the practical application of the topics and as a result delegates will return to the workplace with both the ability and the confidence to apply the techniques learned. |
PROGRAMME OUTLINE DAY 1 Cost management and Strategy; with a review of key cost concepts The use of cost management information The issue of costing Creating cost-aware organizations Review of some key cost concepts Product vs. Period costs Direct and Indirect Costs Cost behavior: Fixed and Variable Costs Problems and Examples
DAY 2 Different Approaches to Costing Absorption (Full) vs. Variable costing Under-costing and over-costing: the consequences for profitability How to refine a costing system? Activity-based costing (ABC) and cost-management Cost hierarchy & Cost drivers Linking resources, activities and management Introducing Activity-based management (ABM) Linkages between ABM and ABC monitoring value creation Problems, Case Study and Examples
DAY 3 Different Approached to Budgeting Fixed and flexed budget (static and flexible budget) Rolling budget Zero based budgeting Activity based budgeting Master budget From costing to budget: interpreting variances (variance analysis) Integrate continuous improvement into variance analysis. Problems, Case Study and Exercises
DAY 4 Cost Planning and Pricing Decisions: Life-Cycle-Costing, Target costing and Target Pricing Linking process development to costing Target costing, target pricing and its implications The three major influences on pricing decisions Distinguish between cost incurrence and locked-in costs Cost plus approach to pricing Life cycle product budgeting and costing to assist in pricing decision Problems, Case study and Examples
DAY 5 Control Systems and Performance Measurement Financial and non-financial measures of performance Design an accounting-based performance measure Understand ROI, RI and EVA Strategic performance measurement: Balanced scorecared New role for managers and management accountants in designing incentive systems Case, problems and examples
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Strategic Management and Strategic Cost Management Seminar or Public Course and In-House Course, Leading To HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management Click To Reserve a Place on this Seminar These courses are available on Short Intensive, Full-Time and On-Line Delivery Modes. A.Learning is our dedicated On-Line Learning Site, which is located at: http://www.hrodc-business-products-and-services.com/ Courses of one month and more lead to a Postgraduate Diploma. Shorter Courses combine to form a full Postgraduate Diploma. All Postgraduate Diploma Holders can register for MBA, MSc or MA. All courses accumulate to a Masters Degree MBA, MA, MSc Click to view Postgraduate Degree (MBA, MSc, MA) Regulation. Click this Link to View Seminar or Course Schedule Part 1 Click This Link To View Seminar or Course Schedule Part 2 Click Link, Below, To Book a Course = http://www.hrodc.com/Course%20Booking%20Form.htm Course Name and Award Name Dynamics Of Organisational Change Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Organisational Change Management Client Or Customer Care Seminar, Leading to HRODC Diploma - Postgraduate - in Client Or Customer Care Trainer Training: Training for Trainers Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Trainer Training: Training for Trainers Motivating Workers: Intrinsic and Extrinsic Rewards Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Worker Motivation Employee Resourcing: Recruitment and Selection Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Employee Resourcing: Recruitment and Selection Diversity Management: A Value-Added Inclusion Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Diversity Management Research Project: Design, Conduct & Report Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Research Project Management Anti-Dumping and Anti-Subsidy: Claims, Measures and Stance Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Anti-Dumping and Anti-Subsidy Internal Audit Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Internal Audit Human Resource Management (HRM): A Practitioners Approach Seminar (public course), Leading to HRODC Postgraduate Diploma in Human Resource Management (HRM) Financial Risk Management Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Financial Risk Management Judges Seminar (public course) 1: Dealing with Economic and Financial Crimes Seminar (public course), Leading to HRODC Diploma - Postgraduate - in Judging Economic and Financial Crimes Judges Seminar (public course) 2: The UK Legal System Court Organisation, Management & Sentencing Seminar (public course), Leading to HRODC Diploma - 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in Information, Risk and Security Management Executive Leadership and High Performance Team Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Executive Leadership and High Performance Team Management Organisational Design: Structuring and Restructuring Organisations Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Organisational Design: Structuring and Restructuring Organisations Executive MBA - Postgraduate Diploma in Executive Management Seminar or Public Course, leading to HRODC Postgraduate Diploma in Executive Management Organisation and Management: An Introduction Seminar or Course - Postgraduate Managing Individuals and Groups In Organisations Seminar or Course - Postgraduate Organisational Improvement: Revitalising Organisations, Through Organisational Development and Change Seminar or Course - Postgraduate Enhancing Managerial Effectiveness Seminar or Course - Postgraduate The Management of Human Resource Seminar or Course - Postgraduate Managing Individual Performance Seminar or Course - Postgraduate Talent Management Seminar or Course - Postgraduate The Newcomer in an Organisation: A Strategic Approach Seminar or Course - Postgraduate Managing Organisational Quality and Resources Seminar or Course - Postgraduate Managing Internal and External Cultural Diversity Seminar or Course - Postgraduate Enhancing Objective Accomplishments Through an Enthusiastic Workforce Seminar or Course - Postgraduate Organisational Structure and Control Systems Seminar or Course - Postgraduate Creating Investment Projects In The Industrial Sector Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Investment Projects in Industrial Sector Evaluating the Performance of Industrial Investments Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Industrial Investment Performance Evaluation Strategic Management and Project Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Strategic Management and Project Management Fundamentals of Oil and Gas Accounting Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Fundamentals in Oil and Gas Accounting Advanced Financial Accounting For Non-Accountants Seminar or Public Course, Incorporating Balanced Score card, Leading to HRODC Diploma - Postgraduate - in Advanced Financial Accounting Advanced Cost Management for Business Competitiveness Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Cost Management Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Assessing Parenting Capability and Children's Need; and Recording & Report Writing For Social Service Strategic Management and Strategic Cost Management Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Strategic Management and Strategic Cost Management Strategic Management Accounting Seminar or Public Course, Incorporating Balanced Score Card, Leading to HRODC Diploma - Postgraduate - in Strategic Management Accounting Advanced Budgeting For Business Enhancement Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Budgeting Communication, Information Gathering, Analysis and Report Writing Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Communication and Information Management Women In Management Seminar or Public Course, Leading to HRODC Postgraduate Diploma in Women in Management Comprehensive Project Management Seminar or Public Course, Leading to HRODC postgraduate Diploma in Comprehensive Project Management Advanced Oil and Gas Accounting (1) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (1) Advanced Oil and Gas Accounting (2) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (2) Advanced Oil and Gas Accounting (3) Seminar or Public Course, Leading to HRODC Diploma - Postgraduate - in Advanced Oil and Gas Accounting (3) Leadership Styles Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Leadership Styles Team Dynamics: Team Leadership Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Team Dynamics: Team Leadership Modern Marketing in a Consumer-Lead Environment Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Marketing Management The Management of Organisational Resources Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Resource Management Effective Time Management Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Time Management Delegating For Role and Organisational Effectiveness Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Organisational Delegation The Dynamic Functions of Management Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Management Functions Training Needs Analysis: Determining Training Needs Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Training Needs Analysis Economic and Financial Values of International Dumping and Subsidy Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Economics and Finance of International Dumping and Subsidy Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Executive Planning, Costing and Budgeting HR Training and Development Management Seminar or course, Leading to HRODC Postgraduate Diploma in HR Training and Development Management Business and Organisational Analysis Seminar or Course, Leading to HRODC Diploma - Postgraduate - in Business and Organisational Analysis Postgraduate Diploma in Financial Accounting and Management Accounting Seminar or Course International Trade Promotion and Marketing Seminar Or Course, Leading to HRODC Diploma Postgraduate - in International Trade Promotion and Marketing Training Expenditure or Investment?: Training Needs Analysis, Costing & Budgeting For Accelerated Rate of Return Seminar or Course, Leading To HRODC Diploma - Postgraduate in Training Needs Analysis, Costing and Budgeting Industrial Project Start-Up, Expansion and Management (1), Leading to HRODC Diploma Postgraduate in Industrial Project Start-Up, Expansion and Management (1) Industrial Project Start-Up, Expansion and Management (2), Leading to HRODC Diploma Postgraduate in Industrial Project Start-Up, Expansion and Management (2) Anti-Dumping In Practice: Hypothesising, Case Reporting, Case Investigation, Countervailing Actions, Sunset Review and Suspension, Leading to HRODC Diploma Postgraduate in Anti-Dumping Practice: Investigation, Management and Review Advanced Media Production and Presentation Course or Seminar, Leading to HRODC Diploma - Postgraduate - in Advanced Media Production and Presentation, Accumulating to a Masters Degree MBA, MA, MSc. Telephone Billing & Financial Accounting Course or Seminar, Leading to HRODC Diploma Postgraduate in Telephone Billing & Financial Accounting, Accumulating to A Masters Degree MBA, MSc, MA Decision-making in Organisations: Structural Design Myths and Realities Course or Seminar, Leading to HRODC Diploma Postgraduate in Organisational Decision-making, Accumulating to a Masters Degree MBA, MSc, MA MSc Human Resource Training and Development Management A 1 Year Intensive Course, incorporating Training Needs Analysis, Human Resource Demand (Manpower Demand) and Human Resource Planning (Manpower Planning) Executive Leadership and Corporate Communication Course or Seminar, Leading to HRODC Diploma Postgraduate in Leadership and Corporate Communication Corporate Governance: Principles and Practice Course or Seminar, Leading to HRODC Diploma Postgraduate in Corporate Governance Community Management Skills Course or Seminar, Leading to HRODC Diploma Postgraduate in Community Management Skills Conflict and Role Conflict: Conflict Management In Organisations - Postgraduate Course or Seminar, Leading to HRODC Diploma Postgraduate in Conflict Management Employee Resourcing and Worker Motivation - Postgraduate Course or Seminar, Leading to HRODC Diploma Postgraduate in Employee Resourcing and Worker Motivation Tourism and International Relations Course or Seminar, Leading to MSc in Tourism and International Relations Communication Dynamics and Networking in Organisation Course, Leading to HRODC Diploma Postgraduate in Communication and Networking Communication in Organisation (1) Course, Leading to HRODC Diploma Postgraduate in Communication in Organisation (1) National and International Economic Competitiveness Towards Economic Growth and Sustainability Course Organisational Development (OD) in Action: Improving Organisational Effectiveness Mergers, Acquisitions and Joint Ventures (1) Financial and Accounting Aspects of Mergers, Acquisitions and Joint Ventures For Managers, Entrepreneurs, Private Equities and Corporate Investors Financial Risk Management (2): Financial Risk Management: Financial Risk, Microeconomics and Macroeconomics and The Credit Crunch Course Escrow Account Management, Bank and Credit Account Management, Letters of Credit: Business Finance Management Course Mergers, Acquisitions and Joint Ventures (2): Mergers, Acquisitions and Joint Ventures: A Guide To Managers, Entrepreneurs, Private Equities and Corporate Investors Corporate Governance and Strategic Management - incorporating Corporate Strategy - Full Time Course Master of Business Administration (MBA) Full-Time - MBA London Public Relations in Principle and Practice Course Bank Cost and Budgetary Control Course Basic Metrology and Relevant ISO 9000 Course Oil and Gas Operation for Oil and Gas Non-Technical Staff - Incorporating Oil and Gas Safety Course Human Resource Management (HRM) in the Oil and Gas Industry Course Change Management and Executive Leadership in Organisations Course
Free Public Service International .dialing Codes: International Country Codes - Access Numbers As a free service to our site visitors, we have provided an international directory of .dialing codes. We have also tried to provide explanation to a number of issues that pose problems on international communication. Click For International Country Codes The countries covered include Afghanistan, Albania, Algeria, American Samoa, Andorra, Angola, Anguilla, Antigua, Argentina, Armenia, Aruba, Ascension Island, Australia, Australian External Territories, Austria, Azerbaijan, Bahamas, Barbados, Bahrain, Bangladesh, Belarus, Belgium, Belize, Benin, Bermuda, Bhutan, British Virgin Islands, Bolivia, Bosnia and Hercegovina, Botswana, Brazil, British V.I., Brunei Darussalm, Bulgaria, Burkina Faso, Burundi, Cambodia, Cameroon, Canada, Cape Verde Islands, Caribbean Nations, Cayman Islands, Cape Verdi, Central African Republic, Chad, Chile, China (People's Republic), China-Taiwan, Colombia, Comoros and Mayotte, Congo, Cook Islands, Costa Rica, Croatia, Cuba, Cyprus, Czech Republic, Denmark, Diego Garcia, Dominca, Dominican Republic, Djibouti, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Estonia, Ethiopia, Falkland Islands, Faroe (Faeroe) Islands (Denmark), Fiji, Finland, France, French Antilles, French Guiana, Gabon (Gabonese Republic), Gambia, Georgia, Germany, Ghana, Gibraltar, Greece, Greenland, Grenada/Carricou, Guam, Guatemala, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland (Irish Republic; Eire), Israel, Italy, Ivory Coast (La Cote d'Ivoire), Jamaica, Japan, Jordan, Kazakhstan, Kenya, Khmer Republic (Cambodia/Kampuchea), Kiribati Republic (Gilbert Islands), Korea, Republic of (South Korea), Korea, People's Republic of (North Korea), Kuwait, Kyrgyz Republic, Latvia, Laos, Lebanon, Lesotho, Liberia, Lithuania, Libya, Liechtenstein, Luxembourg, Macao, Macedonia, Madagascar, Malawi, Malaysia, Maldives, Mali, Malta, Marshall Islands, Martinique (French Antilles), Mauritania, Mauritius, Mayolte, Mexico, Micronesia (F.S. of Polynesia), Moldova, Monaco, Mongolia, Montserrat, Morocco, Mozambique, Myanmar (former Burma), Namibia (former South-West Africa), Nauru, Nepal, Netherlands, Netherlands Antilles, Nevis, New Caledonia, New Zealand, Nicaragua, Niger, Nigeria, Niue, North Korea, North Mariana Islands, (Norway, Oman, Pakistan, Palau, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Poland, Portugal (includes Azores)Puerto Rico, Qatar, Reunion (France), Romania, Russia, Rwanda (Rwandese Republic), San Marino, Sao Tome and Principe, Saudi Arabia, Senegal, Serbia and Montenegro, Seychelles, Sierra Leone, Singapore, Slovakia , Slovenia, Solomon Islands, Somalia, South Africa, Spain, Sri Lanka, St. Helena, St. Kitts/Nevis, St. Pierre &(et) Miquelon (France), Sudan, Suriname, Swaziland, Sweden, Switzerland, Syrian Arab Republic (Syria), Tahiti (French Polynesia),Taiwan, Tajikistan, Tanzania (includes Zanzibar), Thailand, Togo (Togolese Republic), Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turkey, Turkmenistan, Tuvalu (Ellice Islands), Uganda, Ukraine, United Arab Emirates, United Kingdom, Uruguay, USA, Uzbekistan, Vanuatu (New Hebrides), Vatican City, Venezuela, Viet Nam, Virgin Islands, Wallis and Futuna, Western Samoa, Yemen (People's Democratic Republic of), Zaire, Zimbabwe. Other Public Service Information includes: UK Employment Law - Law relating to employment in the UK International Airports and Airport Codes - Codes and names of international airports, worldwide London Underground Map - A map showing the London UK Tube or Underground System, in colour UK Consumer Law - Consumer Protraction Legislation | |
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