Management of Organisational Resources, Postgraduate Short Course: Dubai KL London Abuja Accra Algiers Colombo Karachi 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 #032 B.9 - Managing Organisational (Organizational) Quality and Resources Course, Leading to Diploma – Postgraduate – in Managing Organisational Quality and Resources and Executive Management Block 9, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.

 

Contents include: Planning As A Function Of  Management; Strategic Plans; Tactical Plans; Operational Plans; Standing Plans; The ‘Inflow>Outflow Process’, as is applied to Human Resource Management  (HRM); Co-ordinating as a Function of Management; Training and Development Modification; Co-ordinating through Mutual adjustment; Co-ordinating through Direct supervision; Co-ordinating through Standardisation of work Process; Co-ordinating through Standardisation of input - skills, knowledge and attitudes; Co-ordinating through Standardisation of output; Conducting a Personnel Audit; Developing a Personnel Deployment Chart; Constructing a Management Succession Chart; Costing and Cost-Benefit Analysis; Activity-Based Costing; Policy Planning and Budgeting Systems (PPBS); Zero Base Budgeting; Paradigm-Based Budgeting; Process-Based Budgeting.

 

 

Management of Organisational Resources Seminar or Course, Leading to Diploma - Postgraduate – in Resource Management, and Executive Management Block 9 Accumulating to a Postgraduate Diploma.

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

For Whom Designed?

This Course is Designed For:

  • Senior Managers;

  • Project Leaders;

  • Team Leaders;

  • Chief Executives;

  • Divisional Managers;

  • Departmental Managers;

  • Middle Managers

  • Junior Managers

  • Project Leaders

  • Specialist Team Leaders

  • Functional Managers - Who Make Resourcing Decisions

 

Duration: 5 Days

 

 Cost: £5,000.00 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.

  

 Management of Organisational Resources Seminar or Course, Leading to Diploma - Postgraduate – in Resource Management, Accumulating to a Postgraduate Diploma.

Objectives

 

By the conclusion of the specific learning & development activities, delegates will be able to:

  • Exhibit appreciation for the finite nature of resources

  • Illustrate the ‘Import>Conversion>Export Process’, in specific relation to the management of organizational rersources

  • Demonstrate an awareness of the relationship between strategic management & resource management

  • Exhibit awareness of the conflict which is likely to persist between corporate & operational managers regarding allocation & utilisation of resources

  • Demonstrate awareness of the traditional ways of controlling organisational resources, their benefits & drawbacks

  • Simulate the design, operation & analysis of  responsibility centres - i.e.:

  • Revenue centres

  • Cost or expense centres

  • Profit centres

  • Investment centres

  • Design resource management systems which Incorporate Policy Programme & Budgeting System (PPBS) and, or, Management By Objectives (MBO)

  • Demonstrate the application of ‘Zero-base’ Budgeting

  • Distinguish between Strategic Plans, Tactical Plans, Operational Plans and Standing Plans

  • Explain, with examples, Co-ordinating through Mutual Adjustment

  •    Suggest when co-ordination through Direct Supervision might best be instituted

  •  Provide practical examples of Co-ordinating through the Standardisation of work Process

  •  Conduct a Personnel Audit

  •  Develop a Personnel Deployment Chart

  •  Construct a Management Succession Chart

  •  Point to specific situations in case studies covered, where Co-ordinating through Standardisation of input - skills, knowledge and attitudes – has been in practice

  •  Indicate the structural bases and structure-cultural relationships that are conducive to Co-ordinating through Standardisation of output

  •  View budgeting as a control mechanism

  •  Demonstrate the relationship between ‘Efficiency Gains’, in Throughput Accounting, and Net Profit – as applied to Training and Development

  • Explain the benefits and misgivings of Policy Planning and Budgeting Systems (PPBS)
  • Provide a practical Illustration of Zero Base Budgeting
  • Explain Paradigm-Based Budgeting, in practice, providing appropriate examples

  • Perform exercises in Process-Based Budgeting, providing accurate results

  • Provide an appropriate for the application of Priority-Based Budgeting

  • Perform calculations to illustrate Performance-Based Budgeting

  • Indicate where Activity-Based Budgeting is best applied

  • Suggest the positive and negative factors associated with the ‘Inflow>Outflow Process’, as is applied to Human Resource Management  (HRM)

  • Illustrate the management of workforce diversity as ‘an economic imperative’ in Humana Resource Management

 Management of Organisational Resources Seminar or Course, Leading to Diploma - Postgraduate – in Resource Management

Content, Concepts and Issues

1)     Relationship Between Strategic Management And Resource Management

2)     Conflict Between Corporate And Operational Management In Relation To Resource Utilisation

3)     The ‘Import>Conversion>Export Process’

4)     The Functions of Management

5)     Planning As A Function Of Management

6)     Strategic Plans

7)     Tactical Plans

8)     Operational Plans

9)     Standing Plans

10)  The ‘Inflow>Outflow Process’, as is applied to Human Resource Management  (HRM)

11) Co-ordinating as a Function of Management: Training and Development Modification

a)     Co-ordinating through Mutual adjustment

b)     Co-ordinating through Direct supervision

c)      Co-ordinating through Standardisation of work Process

d)     Co-ordinating through Standardisation of input - skills, knowledge and attitudes

e)     Co-ordinating through Standardisation of output

12) Conducting a Personnel Audit

13) Developing a Personnel Deployment Chart

14) Constructing a Management Succession Chart

15) Costing and Cost-Benefit Analysis

16) Activity-Based Costing

17) Policy Planning and Budgeting Systems (PPBS)

18) Zero Base Budgeting

19) Paradigm-Based Budgeting

20) Process-Based Budgeting

21) Priority-Based Budgeting

22) Performance-Based Budgeting

23) Activity-Based Budgeting

24) Management By Objectives (MBO)

25) Throughput Accounting

a)    Throughput Accounting: An Introduction

b)     Determining whether a Programme or event Increases Throughput

c)      Effect of Reducing Investment (Inventory) (money that cannot be used) in Business and Non-Business Organisations

d)     Reducing Operating Expense

2)     Efficiency Gains

a)     Defining Efficiency Gains

b)     Measuring Efficiency Gains

c)      Improving Efficiency Gains

3)     Relate the concept of ‘Efficiency Gains’, in Throughput Accounting, to the Concept of Net Profit – as applied to Training and Developm,ent, as in:

a)     Net profit (NP) = Throughput - Operating Expense = T-OE

b)     Return on investment (ROI) = Net profit / Investment = NP/I

c)      Productivity (P) = Throughput / Operating expense = T/OE

Investment turns (IT) = Throughput / Investment = T/I

28) Budgeting As an Control Mechanism

29) Budgeting and the Controlling of Organisational Resources

30) Traditional methods of resource allocation.

31)  Modern Approaches To Resource Allocation - Based on Assessment of the Potential of Subsystem to Succeed, In relation to prevailing environmental situation

32) Responsibility centres in the form of:

a)     Revenue centres,

b)     Expense or cost centres,

c)      Profit Centres

d)     Investment centres

33) Effective workforce diversity as ‘an economic imperative’ in Humana Resource Management (HRM)

 

 

Management of Organisational Resources Seminar or Course, Leading to Diploma - Postgraduate – in Resource Management, and Executive Management Block 9 Accumulating to a Postgraduate Diploma.

 

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.