Dynamic Functions of Management: PODCC, Postgraduate Short Course, in Dubai KL London Abuja Accra Algiers Amman Colombo Wolv 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 055 - The Dynamic Functions of Management Course, Leading to Diploma – Postgraduate – in Functions of Management, Leading to Diploma - Postgraduate - in Functions of Management, accumulating to a Postgraduate Certificate, with 144 additional Credit-Hours, and a Postgraduate Diploma, with 324 additional Credit-Hours. The course contents include: The Universality of Management Roles; Profiling Managers at Different Organisational Levels; Deconstructing the Acronym ‘PODCC’; Planning; Organising; Directing; Controlling; Co-ordinating; Co-ordinating Mechanism: Exploring Mintzberg’s Portrayal of Co-ordination; Mutual Adjustment - With Informal Communication; Direct Supervision; Standardisation of Work Process; Standardisation of Input - Skills, Knowledge and Attitudes; Standardisation of Output;

 

The Planning Function: Types of Plans and Key Issues in Planning; Organisational Inception and Formalisation; Planning Defined; Requirements of Planning; Planning Characteristics; Informal Plans; Purpose of Planning; Planning Misconceptions; Planning Variations; Breath or Coverage; Time Frame; Specificity; Frequency; Planning Contingency; Steps in Planning; Planning and Organisational Control; Planning in Operations Management; Planning as the Link-Pin in Organisational Management: Establishing the Parameters for Organising, Directing, Co-ordinating, Controlling; Pertinent Planning Concepts; Key Planning Components; Strategic Planning Process; Quality Tests for Strategic Plan;

 

Timing Strategic Plans; Operational Plan as Business Plan; Standing Plan; Single-use Plan; Operational Planning Issues; Perfecting the Business Plan; Operational, Production or Manufacturing Capabilities; Cash flow Forecast; Liquidity Ratio; Facilities; Inventory and Inventory Control; Material Requirements Planning (MRP) VS Just-In-Time (JIT) Operation; Distribution, 'Facilitation' and Relationship Management; Maintenance or Service – Order Fulfilment and Client or Customer Service; Strategic Planning vs. Operational/Business Planning; Strategic Planning vs. Tactical Planning; Strategic Planning Tools; SWOT Analysis; Balanced Scorecard; Scenario Planning; Political, Economic, Social, Technological, Ecological/ Environmental, Legal (PESTEL) Analysis.

 

Seminar or Course Number 055 - The Dynamic Functions of Management, Leading to Diploma – Postgraduate - in Functions of Management, Accumulating to a Postgraduate Diploma. 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:

  •  ‘Shark’ Protagonists;

  • Business ‘Angels’;

  • Business ‘Dragons’;

  • Business and Management Consultants;

  • Corporate Directors;

  • Department Heads

  • Entrepreneurs;

  • Executive and Management Development Directors;

  • Executive Directors;

  • External Change Agents;

  • Human Resource Professionals

  • Interim Managers;

  • Internal Change Agents;

  • Internal Corporate Consultants;

  • Junior Managers;

  • Line Managers and Design Teams;

  • Line Managers;

  • Management Consultants;

  • Managers;

  • Middle Managers;

  • Non-Executive Directors;

  • Operational Directors;

  • Organisation and Management Lecturers;

  • Organisational Change Agents;

  • Organisational Development (OD) Professionals and Practitioners;

  • Organisational Development Specialists;

  • Performance Consultants;

  • Postgraduate Business Studies Students;

  • Presidents of Corporations;

  • Product Directors;

  • Project Leaders;

  • Regional Directors;

  • Senior Managers,

  • Service Directors;

  • Specialist Team Leaders;

  • Senior Supervisors;

  • Training and Development Specialists;

  • Venture Capitalists;

  • Vice Presidents;

  • All others desirous of gaining an enhanced expertise in the effective organisation and operation of business and non-business entities.

 

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.

 

Seminar or Course Number 055 - The Dynamic Functions of Management, Leading to Diploma – Postgraduate - in Functions of Management, 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:

  • Accurately profile managers at different organisational levels;

  • Address key issues in The Management of Quality.

  • Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’;

  • Appropriately define organisational structure;

  • Classify plans;

  • Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps;

  • Define planning;

  • Demonstrate an awareness of the fundamental issues associated with Organisational design and their implications for effective organisational functioning;

  • Demonstrate an awareness of the relationship between organisational structure and leadership, on the one hand, and organisational flexibility, on the other;

  • Demonstrate an exceptional ability in planning organisational crucial activities;

  • Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness;

  • Demonstrate an understanding of the relationship between span of management/control and effective supersision;

  • Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour;

  • Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspectives in their application to motivation;

  • Demonstrate their ability to encourage the type of superior-subordinate relationship that will be conducive to organisational success;

  • Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation;

  • Demonstrate their understanding organisational structures and the implications that these have for collegial, and superior-subordinate relationships;

  • Design an organisation adhering to the principles of horizontal and vertical relationship;

  • Determine the issues involved in operational plan;

  • Determine the underlying concepts of Strategic Planning;

  • Differentiate between standing and single-use plan.

  • Discuss the co-ordinating mechanism in a simple structure;

  • Discuss the various components of operations management;

  • Discuss, with confidence, the implications that particular organisational structures have for communication and leadership styles;

  • Discuss, with confidence, the planning hierarchy;

  • Distinguish a Tall from a Flat Organisational Structure;

  • Distinguish between different organisational structures;

  • Distinguish between fundamental types of structure;

  • Distinguish between organismic and mechanistic structures;

  • Distinguish between strategic planning and operational or business planning.

  • Distinguish between the different sets of motivation theories, notably content, process and reinforcement;

  • Distinguish between the different types of matrix structures;

  • Draft a strategic plan for their organisation incorporating therein the key components.

  • Draft an operational or business plan for their organisation.

  • Establish the relationship between planning and organisational control.

  • Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations;

  • Exhibit their knowledge of vertical and horizontal relationships and formal communication channels;

  • Explain the approaches to organisational design;

  • Explain the concept of informal plan.

  • Explain the degree of decision-making and operational centralisation or decentralisation that persist in particular organisational structure and their implications for organisational effectiveness;

  • Explain the mechanism whereby the organisational activities can be co-ordinated;

  • Explain the relationship between worker autonomy and managerial control;

  • Follow the common trends in the popular motivation theories;

  • Formulate a comprehensive motivation strategy;

  • Formulate a workable motivation strategy;

  • Identify an organisational structure from verbal description;

  • Identify horizontal relationships in organisational design;

  • Identify the various contingency factors in planning to prepare their organisation for any unforeseen or unexpected circumstances;

  • Illustrate communication channels in an organisational chart;

  • Illustrate how the contingency approach to motivation might be applied to different situations;

  • Illustrate lines of authority in an organisational chart;

  • Illustrate the effect of organisational structure on communication within an organisation;

  • Illustrate the strategic planning process.

  • Illustrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors;

  • Indicate the importance of vertical and horizontal relationships in organisational design;

  • Indicate the part that training and development play in worker motivation;

  • Know the characteristics of planning.

  • Know the concept of, and prepare a tactical plan for their organisation.

  • Know the different purposes of planning.

  • Know the right period for doing strategic planning.

  • Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory;

  • Manage the motivation process, taking account of the differences in preferences and expectation of workers;

  • Manage the process of motivation, taking account of socio cultural and economic differences;

  • Match the organisational design approach with the level of development of the organisation;

  • Name the fundamental organisational structures and their variations;

  • Outline the planning hierarchy in reference to their own organisations;

  • Outline, with examples, Mintzberg’s ‘Bases of Co-ordinating’;  

  • Outline, with examples, the planning process, as it applies to different organisational levels;

  • Prepare a plan incorporating all the necessary requirements;

  • Propose the desirable level of specialisation that might apply to particular organisational types and settings;

  • Provide examples of different bases of divisional structure;

  • Provide the bases for structural contingencies;

  • Recommend the most appropriate structure for an organisation, taking contingent factors into account;  

  • Show the vertical relationships in an organisational chart;

  • Suggest the approaches which might be adopted in designing an organisation;

  • Translate motivation theory into practice;

  • Translate the positive and negative factors of particular types of structure to the design of an organisation which will enhance the effectiveness of an enterprise;

  • Undertake tests to check the quality of their organisation’s strategic plan;

  • Use the different strategic planning tools in preparing their organisation’s strategic plan.

  

Seminar or Course Number 055 - The Dynamic Functions of Management, Leading to Diploma – Postgraduate - in Functions of Management, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

 

Course Contents, Concepts and Issues

 

Part 1: Stage-Setting for Managerial Function

 

  • The Universality of Management Roles;

  • Profiling Managers at Different Organisational Levels;

  • Deconstructing the Acronym ‘PODCC’;

  • Planning;

  • Organising;

  • Directing;

  • Controlling;

  • Co-ordinating.

  • Co-ordinating Mechanism: Exploring Mintzberg’s Portrayal of Co-ordination

  • Mutual Adjustment - With Informal Communication;

  • Direct Supervision;

  • Standardisation of Work Process;

  • Standardisation of Input - Skills, Knowledge and Attitudes;

  • Standardisation of Output;

 

Part 2:  The Planning Function: Types of Plans and Key Issues in Planning (1)

 

  • Organisational Inception and Formalisation;

  • Planning, Defined

  • Requirements of Planning

  • Planning Characteristics

  • Informal Plans

  • Purpose of Planning

  • Planning Misconceptions

  • Planning Variations:

  • According to Breath or Coverage

  • According to Time Frame

  • According to Specificity

  • According to Frequency

  • Planning Contingency

  • Steps in Planning

  • Planning and Organisational Control

  • Planning in Operations Management

  • Planning as the Link-Pin in Organisational Management: Establishing the Parameters for:

  • Organising

  • Directing

  • Co-ordinating

  • Controlling

 

Part 3: The Planning Function: Types of Plans and Key Issues in Planning (2)

 

  • Pertinent Planning Concepts

  • Key Planning Components

  • Strategic Planning Process

  • Quality Tests for Strategic Plan

  • Timing Strategic Plans

  • Operational Plan as Business Plan

  • Standing Plan

  • Single-use Plan

  • Operational Planning Issues: Perfecting the Business Plan

  • Operational, Production or Manufacturing Capabilities;

  • Cash flow Forecast

  • Liquidity Ratio

  • Facilities

  • Inventory and Inventory Control

  • Material Requirements Planning (MRP) VS Just-In-Time (JIT) Operation

  • Distribution, 'Facilitation' and Relationship Management

  • Maintenance or Service – Order Fulfilment and Client or Customer Service

  • Strategic Planning vs. Operational/Business Planning

  • Strategic Planning vs. Tactical Planning

  • Strategic Planning Tools

  • SWOT Analysis

  • Balanced Scorecard

  • Scenario Planning

  • PESTEL Analysis

 

 

Part 4: Organising as a Basis for Operational Effectiveness

 

  • Vertical Relationships in Organisational Design

  • Horizontal Relationships in Organisational Design

  • Lines of Authority and Accountability in Organisational Design

  • Types of Organisational Structure

  • The Simple Structure

  • The Functional Structure

  • The Divisional Structure and Its Internal Relationships

  • Bases of Divisionalisation

  • Product Divisional Structure

  • Service Divisional Structure

  • Geographic or Regional Divisional Structure

  • The Matrix Structure

  • Divisional Matrix Structure

  • Functional Matrix Structure

  • Customised Matrices

  • The Divisional Structure Compared with the Functional Structure on the Basis of:

  • Communication,

  • Co-Ordination,

  • Worker Autonomy,

  • The Organisation of the Matrix Structure

  • Identifying and Designing Organisational Structures

 

 

Part 5: Directing or Leading: Boosting Performance and Productivity

 

  • Directing or Leading: Setting The Stage;

  • The Conceptual Bases of Motivation;

  • Theoretical Bases of Motivation: An Overview;

  • Distinguishing Between Knowledge and Skills;

  • Competence and Performance: A Conceptual Exploration;

  • Is there a Definitive Relationship between Competence and Motivation?.

 

Part 6: Motivation Theories and Their Protagonists (1)

 

  • Directing or Leading: Setting The Stage;

  • Content Theories and Some of Their Contributors;

  • Maslow’s Hierarchy of Needs;

  • Analysis of Maslow’s Claims;

  • McClelland's Studies;

  • Taylor: Money and Motivation;

  • Motivator-Hygiene Factor: Herzberg’s Contribution.

 

Part 7: Motivation Theories and Their Protagonists (2)

 

  • Process Theories;

  • Equity Theory;

  • Goal-Setting Theory;

  • Expectancy Theory;

  • Equitable Reward Systems;

  • Reinforcement Theories.

 

Part 8: Controlling as a Function: Organisational Control Mechanism

 

  • Organisational Control;

  • Organisational Control Systems;

  • Operational Control;

  • Loading;

  • Sequencing;

  • Detailed Scheduling;

  • Other control mechanism includes:

  • Inventory control;

  • Cost control.

  • Relationship Between Strategic Management and Resource Management;

  • Conflict Between Corporate and Operational Management in Relation to Resource Utilisation;

Seminar or Course Number 055 - The Dynamic Functions of Management, Leading to Diploma – Postgraduate - in Functions of Management, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

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