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. |
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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:
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.
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