Course #031. Organizational
Design: Structuring and Restructuring Organizations Course,
Leading to Diploma – Postgraduate – in Organizational Design:
Structuring and Restructuring Organizations, 36 Credit-Hours,
accumulating to a Postgraduate Certificate, with 144 additional
Credit-Hours, and a Postgraduate Diploma, with 344 additional
Credit-Hours.
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:
-
Organisational
Development (OD) Professionals and Practitioners
-
Human Resource
Professionals
-
Managers
-
Supervisor
-
Training and
Development Specialists
-
Executive and
Management Development Directors
-
Performance
Consultants
-
Internal
Corporate Consultant
-
Organisational
Change Agents
-
Line Managers
and Design Teams
-
Department Heads
-
Anyone who wants
to build expertise in organizational design and change management
Classroom-Based Duration and Cost: |
Classroom-Based Duration: |
6 Days |
Classroom-Based Cost: |
£6,000.00
Per Delegate |
Group Cost: |
Varies With Group Size |
Group Residential Cost: |
Up To 86% Discount, Based on Numbers. |
Online Synchronous (Video-Enhanced) Duration and
Cost |
Online Duration: |
12
Days @ 3 Hours Per Day |
Online Cost: |
£4,020.00 Per Delegate |
T he
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
Organisational Design: Structuring and Restructuring
Organisations Course, Leading to Diploma – Postgraduate in Organisational
Design: Structuring and Restructuring Organisations. 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:
-
Suggest the
approaches which might be adopted in designing an organisation;
-
Design an
organisation adhering to the principles of horizontal and vertical
relationship;
-
Distinguish
between the basic types of structure;
-
Appropriately
define organisational structure;
-
Distinguish
between organismic and mechanistic structures;
-
Explain the
approaches to organisational design;
-
Match the
organisational design approach with the level of development of the
organisation;
-
Identify
horizontal relationships in organisational design;
-
Show the
vertical relationships in an organisational chart;
-
Indicate the
importance of vertical and horizontal relationships in organisational
design;
-
Illustrate lines
of authority in an organisational chart;
-
Illustrate
communication channels in an organisational chart;
-
Discuss the
co-ordinating mechanism in a simple structure;
-
Name the
fundamental organisational structures and their variations;
-
Demonstrate an
awareness of the fundamental issues associated with Organisational design
and their implications for effective organisational functioning;
-
Identify an
organisational structure from verbal description;
-
Distinguish
between different organisational structures;
-
Provide examples
of different bases of divisional structure;
-
Distinguish
between the different types of matrix structures;
-
Illustrate their
ability to design an appropriate organisational structure that takes account
of contingent internal and external environmental factors;
-
Recommend the
most appropriate structure for an organisation, taking contingent factors
into account
-
Be aware of the
relationship between organisational structure and leader and organisational
flexibility
-
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
-
Demonstrate
their ability to encourage the type of superior-subordinate relationship
which will be conducive to organisational success
-
Provide the
bases for structural contingencies
-
Illustrate the
effect of organisational structure on communication within an organisation
Course Contents,
Concepts and Issues
Part 1:
Contextualising Organisational Structure
-
Defining
Organisations
-
Social
Organisations
-
Formal
Organisations
-
Salient Elements
of Organisational Analysis
-
Roles,
-
Responsibilities,
-
Accountability,
-
Internal
Accountability
-
Upward
Accountability
-
Downward
Accountability
-
The
Organisation’s External Accountability
-
Accountability
To Owners/Sponsors
-
Accountability
To Clients/Users/Customers
-
Accountability
To Creditors
-
Accountability
To Sector Or Industry
-
Accountability
To The State
-
Authority,
-
Traditional
Authority
-
Charismatic
Authority
-
Legitimate
Authority
-
Professional
Authority
-
Power
-
Organisational
Power Sources
-
Authority
-
Control over
resources
-
Control over
information, access to and control over the information flow
-
Control over uncertainty
-
Unobtrusive Power
-
Delegation
-
Bases of
Delegation;
-
Delegation and
Professional Authority;
-
Delegation and
Superior-Subordinate Relationship;
Part
2: Organisational Design: Typologies and Principles
-
An Introduction
to Organisational Design
-
Approaches to
Organisational Design
-
Classical
Organisational Design
-
Bases of
Classical Organisational Design
-
Formal authority
-
Rules &
regulations
-
Precedent for
the establishment of future policy
-
Protagonists of
the Classical Approach to organisational Design
-
Max Weber
-
Frederick Taylor
-
Henri Fayol
-
Neo-Classical
Organisational Design
-
Protagonists of
Neo-Classical Organisational Design
-
Douglas McGregor
-
Rensis Likert
-
Chris Argyris
-
Scientific
Management to Organisational Design: Mechanistic Approach to Organisational
Design
-
Human Relations
Movement: Humanistic Approach to Organisational Design
-
Contingency
Approaches to Organisational Design: Structure-Environment Match
-
Organisational
Structure for a Stable Environment
-
Organisational
Structure for Changing Environment
-
Organisational
Structure for Turbulent Environment
-
Organisational
Structure and Internal and External Relationships
-
Levels of
Control and Role Specificity
-
Mechanistic and
Organismic Structures and Their Types of Relationships
-
A Case In Point:
The Mechanistic Factory Setting
Part
3: Organisational Design Features
-
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 4:
Organisational Control, Communication and Decision-making in Matrix and
Hierarchical Structures
-
Control as an
Operational Necessity;
-
Control as a
Co-ordinating Mechanism;
-
Bases of
Co-ordinating;
-
Mutual
Adjustment
-
Direct
Supervision
-
Standardisation
of Work Process
-
Standardisation
of Output
-
Standardisation
of Input
-
Structurally
Derived Control System;
-
Importance Of
Communication In Organisation
-
Corporate And
Subsystem Needs
-
Programmes
-
Decisions
-
Problems
-
Emergencies And
Contingencies
-
Individual,
Subsystem And System Needs And Functions.
-
Barriers To
Communication
-
Language
-
Cultural
Differences
-
Power Distance
-
Emotion
Part
5: Empirical Exploration of Organisational Control, Communication Pattern and
Decision-making in Matrix and Hierarchical Structures
-
Organisational
Control: Control Mechanism in the Matrix and Hierarchical Structures
-
Control Features
in the Matrix Structure;
-
Control
Mechanism in the Hierarchical Structures;
-
Decision-Making
and Communication Patterns in Functional Structures;
-
Decision-Making
and Communication Patterns in Divisional Structure;
-
Decision-Making
and Communication Patterns in Matrix Structures;
-
The
Interrelationship between Organisational Design and International Business;
-
The Place of the
Divisional Structure in International Operations;
-
Communication In
Organisation: The Problem Of Overload;
-
Organisation-wide communication as a feature of relationships: The ability
of the organisations to cope with these demands;
-
Written
information in Matrix and Hierarchic Structures;
-
The use of
meetings as a medium of communication and a system of management.
Part 6:
Organisational Structure and Flexibility: An Empirical Exploration
-
Two Elements of
Organisational Flexibility:
-
Individual
Autonomy;
-
Structurally
Derived - Facilitating Response To Environment;
-
Factors That
Determine Which Organisational Activities Are Established As Organisational
'Customs' or 'Practices';
-
Norms and
Behavioural Expectations;
-
The Degree To
Which Norms Specify How Organisational Activities Are To Be Conducted;
-
The Relationship
Between The Type of Organisational Structure In Which Workers Operate, on
The One Hand, and the Degrees of Autonomy Which They Have Over
Organisational Activities, on The Other;
-
The Implication
of Structurally Derived Autonomy For The Strategic Flexibility Of
Organisations;
-
Is
Organisation-Wide Flexibility - The Ability Of Corporate Managers To Deal,
Swiftly, With Pertinent Issues - Is Structurally Related?;
-
Is Managerial
Discretion - Freedom To Exercise Discretion In Decision-Making, While
Maintaining Workers' Support - Is Structurally Enshrined?;
-
Structural
Facilitation of Institutionalisation of Ideologies;
-
Ideological
Growth and Flexibility Constraints;
-
Structural
Imposition of Expectation for Consultation, when swift and decisive action
is required;
-
Organisational
Structure and Leadership Style: Maintenance of Desirable
Superior-Subordinate Relationship;
-
The Concept of
‘Flexion’?
-
Staff deployment
as an Issue for Structural Flexibility;
-
Structural
Implications for Demand for Participation in Decision-making;
-
Structure-Cultural Infusion;
-
Matrix and
Hierarchical Structures: Flexibility or Flexion.
Organisational Design: Structuring and Restructuring
Organisations Course, Leading to Diploma – Postgraduate in Organisational
Design: Structuring and Restructuring Organisations. Click to download the PDF
Brochure for this Course
|