BLOCK 1

Organisation and Management: An Introduction

Fundamentals of Organisational Analysis

By the end of the specified learning and development activities, participants will be able to:

v          Distinguish between formal & social organisations

v          Distinguish between business and non-business organisations

v          List at least three characteristics of a formal organisation

v          List the key features of a collegia

v          Distinguish between power and authority

v          Distinguish

v          Between social & business objectives

v          Distinguish between internal and external accountability

v          State at least three agencies to which an organisation is accountable

v          Introduction to formal organisations:

o       Definition; objectives – social and business;

o       Tasks;

o       Division Of Work/Labour;

o       Delegation;

o       Responsibility;

o       Accountability; Authority;

o       Power;

o       Roles; 

v          Informal organisations; 

v          Case study analysis

1 Day

The Functions of Management: An Introduction

By the end of the specific learning and development activities, delegates will:

v          Demonstrate an awareness of the difference between managing in stable and turbulent times

v          Be aware of the different elements, which constitute the role of a manager

v          Demonstrate a general understanding of how these fundamental elements of management are performed

v          Demonstrate their ability to establish an effective co-ordinating mechanism

v          Have designed a ‘leadership strategy’, which has a high probability of greatly enhancing worker motivation and improving their morale - factors crucial to organisational success

v          Be able to influence their leadership style in such a way that they develop the flexibility to manage their organisations and subsystems effectively, in stable and turbulent times.

v          Be aware of some key issues in designing effective organisations

v          Be aware of the importance of organisational design and communication effectiveness.

v     Be able to establish objectives, designing the mechanism for their accomplishment

v          Apply effective time management to competitive situations

v          The functions of management

v          The management process: its universality

v          Planning: the basis for the emanation of subsequent functions

v          The different types & levels of planning

v          Planning as objective establishment

v          Planning as a procedural issue

v          Organising process, people & subsystems

v          Fundamental issues in designing organisations

v          Management implications for tall & flat structures

v          An introduction to basic organisational forms:

v          Simple structure

v          Functional structure

v          Divisional structure

v          Matrix structure

v          Organisational design as a function of organisational dynamics

v          Important considerations in organisational design

v          Designing for effective product/service management

v          Designing for communication effectiveness

v          Designing for effective client/customer focus

v          Importance of vertical & horizontal relationships

v          Directing or leading

v          Directing or leading? : a question of leadership styles & administrative strategies

v          Directing or leading? : managerial control vs worker autonomy

v          The relationship between leadership & worker motivation

v          Co-ordinating - mintzberg’s bases of co-ordination

v          Mutual adjustment

v          Direct supervision

v          Output

v          Standardisation of input

v          Standardisation of work process

v          Managing organisations in a stable environment

v          Managing organisations in an unstable environment

v          Increased leisure time

v          Enhanced job satisfaction

v          Reduced stress

v          More opportunity to switch off after hours

v          More room for forward planning & long-term solutions

v          Higher creativity

v          Time management tips for managers

v          Reducing time spent on meetings

v          Meeting management

v          The trading game scenario

3 Days

Delegating For Organisational Effectiveness

By the conclusion of the specified learning activities, participants will:

v          Be aware of the importance of delegation in human resource & organisational development

v          Be aware of the benefits of delegation to delegates

v          Be aware of the benefits of delegation to delegates

v          Have exhibited confidence in delegating

v          Be aware of the importance of communication in the process of delegation

v          Be able to determine the factors that delegates should ascertain before delegating tasks

v          Be better able to determine the support that delegates should give to their delegates during their performance of the specified tasks

v          What is delegation?

v          Advantages of delegation to delegates

v          What might be delegated?

v          Benefits of delegation to delegates

v          Prerequisites for effective delegation

v          Support necessary during task performance

v          Importance of communication in delegation

v          Importance of power & authority in delegation

v          Problems of ineffective delegation

1 Day

Team Dynamics: Empowering High Performance Groups

By the conclusion of the specified learning and development activities, delegates will:

v          Be aware that teams cannot perform effectively unless they understand team dynamics;

v          Demonstrate their understanding of the their role in the management of teams in organisation;

v          Exhibit a good knowledge of the finer-points of team-decision-making;

v          Demonstrate that their  inter-personal skills are well developed;

v          Demonstrate their ability and willingness to contribute to the enhancement of a team’s ‘problem-solving capability’;

v          Exhibit an understanding ‘role relationships’ in organisation;

v          Groups: definition

v          Distinguishing groups from aggregations

v          Group solidarity

v          Group cohesion;

v          Team or group: a distinction

v          Team dynamics

v          Types of teams

v     Command teams;

v     Committees (temporary & Standing);

v     Task Forces;

v     Boards.

v          Team formation

vForming;

vStorming;

vNorming/initial integration; 

vPerforming/total integration

v          Disbandment or adjournment

v          Purpose of teams in the work-place

v          Team characteristics;

v          The role concept: an introduction

v          How ‘true-to-life’ or realistic are the forming and norming stages of team development?

v           dysfunctional behaviour in teams

vAggressiveness-

vBlocking 

vInterfering

vCompeting,

vSeeking sympathy

vWithdrawal and

vSpecial pleading

v          Inter-team conflict;

v          Sources of inter-team conflict;

v          Consequences of dysfunctional conflict;

v          Team decision-making;

v          Social identity theory

v          Team building and maintenance roles: improving team effectiveness

vEncouraging members

vHarmonising

vStandard setting

vGatekeeping

v          Determining the optimum team size

v          Providing team incentives

v          Encouraging conflict

v          Averting groupthink

v          Avoiding the risky shift syndrome

v          Employing transactional analysis

v          Employing effective diversity management and discouraging resonation

v           

2 Days

Conflict Management In Organisation

By the conclusion of the specified learning and Development activities, delegates will:

v          Demonstrate an understanding of the importance of understanding the perceptions of their role set;

v          Be able to identify the role segment5s of their role set

v          Distinguish between conflict and role conflict;

v          Distinguish between intrarole senders and intrarole senders;

v          Demonstrate an enhanced understanding of interrole conflict and intrarole conflict;

v          Exhibit their ability to hypothise the existence of latent conflict;

v          Determine the positive effect of conflict in a given situation;

v          Demonstrate their ability to manage conflict effectively;

v          Demonstrate their ability to choose the most appropriate conflict resolution method for particular situations.

v          Employ role negotiation as a conflict management tool.

v          Role: A contextual Definition

v          Role enactors

v          Roles in Organisational and non-organisational settings;

v          The role set

v          Role segments

v          Role expectations

v          Role sender

v          Conflict and role conflict

v          Interpersonal conflict

v          Interrole conflict

v          Intrarole conflict

v          Conflict management: An introduction

o       Latent conflict

o       Manifest conflict

o       Organisational value of conflict

o       Introducing conflict

o       Exploiting conflict

v          Conflict Resolution Methods

o       Mutual Resolution

o       Collegial Intervention

o       Hierarchical intervention

o       Debriefing in Conflict situations

v          Role negotiation: beyond worker-manager prerogative

2 Day

Employee Development – incorporating training needs analysis

By the conclusion of the specified learning and development activities, delegates will:

v          Locate employee development in a strategic context;

v          Demonstrate their ability to analyse training needs;

v          Be able to evaluate the conventional and non-conventional methods of training needs analysis;

v          Demonstrate their ability to develop and manage a management succession chart;

v          Exhibit an understanding of the use of focus groups in training needs analysis;

v          Distinguish between demand-led and demand-led training needs;

v          Exhibit an understanding of the value of action learning in determining training needs.

v          Be able to relate the way in which action research can be used in determining training needs;

v          Demonstrate their understanding of the relationship between individual; team and organisational training needs.

v          Have developed a personnel deployment chart.

v          Rationale for and definition of training needs analysis

v          Approaches, methods and techniques of training needs analysis.

v          The traditional approach to training needs analysis

v          Job behaviour and task analysis

v          Data is gathered from field observations using structured questionnaires and formal interviews

v          Multi-skilling

v          Knowledge skills, and attitudes development;

v          Job, task and role analysis

v          A strategic approach to competency assessment

v          ‘supply-led’ or ‘pedagogical’ approach to training needs analysis

v          Demand-led’ approach to training needs analysis

v          Behavioural expectation scales

v          Focus groups

v          Action learning

v          Action research,

v          Process management,

v          Assessment centres

v          Human resource plan

v          Succession plan

v          Human resource audit

v          Critical incident reports

v          Individual performance appraisal reports

v          Personnel deployment charts

v          Business plans

v          Strategic plans

v          Job evaluation or job tasks and role analysis

v          Client or customer feedback.

1 day

Block 3

Organisational Improvement: Revitalising Organisations, Through Organisational Development And Change

Organisational Development

By the conclusion of the specified learning and development activities, delegates will:

v          Demonstrate an understanding of organisational development as a process;

v          Exhibit a heightened awareness of the constituents of organisational development;

v          Demonstrate an understanding of organisational climate and how it can be gauged;

v          Be able to strike a balance between macro organisational development and micro organisational development

v          Demonstrate their ability to incorporate specified elements of the quality of working life in the management of their subsystems and sections;

v          Exhibit their ability to use aspects of quality of working life to motivate workers

v          Have managed sensitivity training successfully

v          Be able to determine the different stages of process consultation

v           determine organisational success factors

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

Dynamics of Organisational Change Management

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 analysis—sw

v          Exhibit their ability to conduct an external environmental analysis—ot

v          Synthesize the relationship between internal and external environmental analyses—swot

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.

v          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. (Organisational 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          Speed of change.

v          Change acceleration:

v          Averting organisational (organisational) 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

BLOCK 4

Enhancing Managerial Effectiveness

Time Management and Meeting Management

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

v          Appreciate the value of time in an organisational context

v          Regard time as an important resource

v          Apply the principle of throughput accounting to organisational

v          activities as a motivation towards effective time-management

v          Devise an effective time management strategy

v          Manage meetings more effectively as a time management device

v          Apply effective time management to competitive situations

v          Time in an organisation-wide context; its importance including:

v          Speeding up decision-making

v          Reducing research & development time

v          Reduction of operational cycle, e.g. Through the use of:

v          Computer aided design (cad)

v          Reduction of testing time

v          Throughput accounting

v          Time management & the manager

v          Benefits of effective time management, including:

v          Increased efficiency & effectiveness

v          Higher profitability

v          Increased leisure time

v          Enhanced job satisfaction

v          Reduced stress

v          More opportunity to switch off after hours

v          More room for forward planning & long-term solutions

v          Higher creativity

v          Time management tips for managers

v          Reducing time spent on meetings

v          Meeting management

v          The trading game scenario

2 Days

Managerial Leadership and Leader Behaviour In Organisations

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

v          Demonstrate their understanding of the intricacies that are involved in the process of leadership

v          Distinguish between a leader and a managerial leader

v          Relate the theories of leadership to empirical research

v          Demonstrate their understanding of the need to constantly re-evaluate the superior-subordinate that they encourage

v          Exhibit an understanding of the relationship between leader behaviour and leadership styles

v          Demonstrate their understanding of the different aspects of the contingency approaches to leadership

v          Leadership-: general definition

v          The difference between a leader and a managerial leader

v          Transactional leader behaviour

v          Charismatic or transformational leader

v          Leadership and authority

v          Management and power

v          Management and control

v          Leadership and interpersonal relationship

v          Qualities or traits approach to leadership

v          Task and person orientation

v          Contingency or situational approaches to leadership

v          Leadership and extroversion

v          Leadership and characteristics

v          Leadership and social needs

v          Leadership and power needs

v          Leadership sand achievement needs

v          Leader orientation

v          Person orientation

v          Employee cantered leaders

v          Participative leadership

v          Democratic leadership

v          Performance monitoring

v          Leadership and environmental variability

v          Leadership-superior subordinate relationship

v          Leadership and team development

v          Leadership and flexibility

v          Leadership and decision making

v          Leadership influence and reward

1.5 Days

Leadership Styles and Administrative Strategies: Improving Management Performance

By the conclusion of the specific developmental and learning activities, delegates will be able to:

v          Distinguish between control and influence administrative strategies

v          Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organisation

v          Demonstrate an understanding of the relationship, which exists between administrative strategy and leadership style

v          Assess the leadership style of a superior or colleague

v          Demonstrate an understanding of the relationship between a manager’s leadership style and the type of structure, which he or she is likely to implement

v          Demonstrate their ability to carefully select administrative strategies so as to promote leader and organisational flexibility

v          Propose ways of reducing cultural infringement in their choice of strategy

The ‘leader’ vs. The ‘managerial leader’

v          Superior-subordinate relationships

v          Leader behaviour

v          Administrative strategy & the concept of ‘puissance’

v          Control administrative strategy

v          Influence administrative strategy

v          Merits & demerits of control strategy

v          Advantages & disadvantages of influence administrative strategy

v          Characteristics of a ‘theory x’ leader

v          Characteristics of a ‘theory y’ leader

v          Relationship between leadership style & organisational structure

v          The implications of leadership style for organisational problem-solving & decision-making

v          Ascribing leadership styles

v          Influencing your leadership style

v          Leadership style vs. Leader & organisational flexibility

v          The concept of ‘flexion’

v          Leadership style & cultural infusion

1.5 Days

BLOCK 5

The Management of Human Resource

Human Resource and Personnel Management

By the conclusion of the established learning activities, delegate will be able to:

v          Demonstrate understanding of distinction between personal management and human resource management.

v          Indicate the significant aspects in development of human resource management and personal management.

v          Demonstrate an appreciation of important of welfare in the development of personal management and human resource management.

v          Relate the part played by Cadburys Rowntree in the development of personal management and human resource management.

v          Manage the strategic role.

v          Illustrate the difference between the Hard approach to HRM and Soft approach to HRM.

v          The Development Of HRM.

v          Personnel and HRM: A Distinction.

v          The advent of welfare management.

v          The role of Rowntree in industrial welfare development.

v          Welfare workers and recruitment and selection.

v          The development of professional personnel and human resource management.

v          Concerns of personnel management:

v          Recruitment and Selection

v          Workers’ Welfare and Benefits

v          Industrial Relations

v          Staff Appraisal

v          Training

v          The strategic significance of human resource management.

v          Concerns of human resource management:

v          Recruitment

v          Selection

v          Motivation

v          Human Resource Planning

v          Workforce Management Strategy

v          E.g. Workforce Flexibility

v          Flexible Working Strategy

1 Day

Human Resource Planning

By the conclusion of the established learning activities, delegate will be able to:

v          Suggest the importance of human resource planning in organisation management.

v          Illustrate the significance of effective human resource.

v          Determine the links between corporate planning and human resource planning.

v          Indicate how human resource planning can support business systems.

v          Determine when there is a need to review an organisation human resource plans.

v          Determine the factors influencing human resource planning.

v          The rationale for human resource planning (HRP).

v          The link between HRP and corporate planning.

v          The investigation and forecasting processes-understanding contextual influences.

v          Designing, implementing and reviewing the effectiveness of HRP.

1 Day

The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing

By the conclusion of the established learning activities, delegate will be able to:

v          Demonstrate their understanding of the importance of employee Resourcing in an organisational context

v          Demonstrate their understanding of the different employee resourcing strategy

v          Demonstrate their understanding of the benefits and drawbacks of individual employee Resourcing strategy

v          Draw a parallel between material and facilities Resourcing  and people Resourcing, from the standpoint of organisational effectiveness

v          Defend the strategic importance of employee Resourcing

v          Link employee Resourcing with business and organisational development

v          Devise an effective employee Resourcing strategy

v          The role of employee resourcing in contributing to corporate strategies and goals

v          The role of internal and stakeholders in the employee resourcing process

v          Managing the potentially conflicting concerns of stakeholders in employee resourcing

v          Dealing with stakeholders’ values and expectations

v          Traditional approaches to employee resourcing

v          Emergent and contingency approaches to employee resourcing

v          The role of employee resourcing in business and subsystem strategy

v          The role of employee resourcing in the development of organisational strategy

v          Organisational strategy and employee resourcing strategy compatibility

2 Days

Employee Flexibility and Workforce Flexibility

By the conclusion of the established learning activities, delegates will be able to:

v          Demonstrate understanding of different type and levels of organisational flexibility, from an Industrial Relation or Employee Relations prospective.

v          Suggest what Numerical Flexibility means.

v          Indicate the benefits of functional flexibility of workers and managers

v          Indicate the relationship between Temporal Flexibility and Financial Flexibility.

v          Decide what workers or managers are likely to gain from Geographical Flexibility

v          Alternative patterns of work and the increase in the non-standard contracts:

v          The different forms of worker flexibility

v          Elements of Workforce Flexibility

v          Numerical Flexibility

v          Functional Flexibility

v          Temporal Flexibility

v          Financial Flexibility

v          Geographical Flexibility

v          Hard and Soft HRM

v          The flexibility debate:

v          The concept of the ‘flexible firm’

v          The strategic use of flexible workers

v          Flexibility strategies for economic development.

1 Day

BLOCK 6

 Managing Individual Performance

Human Resource and Performance Management

By the conclusion of the established learning activities, delegates will be able to:

v          Locate performance management in an appropriate context

v          Discuss the factors that are associated with poor performance

v          Exhibit their ability to take appropriate measures to improve individual and team performance

v          Establish and monitor targets

v          Determine the resources necessary to enhance individual and team performance

v          Determine the appropriate extrinsic reward that might contribute to improve performance

v          Develop a strategy manage poor performance

v          Assessing the nature and causes of performance problems:

v          Managing poor performance

v          Managing absence

v          Dealing with harassment

v          The effective management of retirement, redundancy, dismissal and voluntary turnover.

v          Evaluating the mechanisms available for preventing or alleviating poor performance

v          Working from corporate mission and strategy,

v          Performance targets 

v          Tactical performance targets

v          Operational performance targets

v          Linking performance management with operational processes and systems

v          Initiate appropriate reward systems

v          Individual development plans

v          Performance and reward cycle

2 Days

Staff Performance Appraisal

By the conclusion of the established learning activities, delegates will be able to:

v          Locate performance appraisal within performance management structure

v          Determine the objectives of performance appraisal

v          Illustrate the organisational individual and subsystems benefits of performance appraisal

v          Explain at least three appraisals systems

v          Evaluate the effective ness of individual appraisal systems

v          Conduct an appraisal interview

v          Implement a 360 degree appraisal programme

v          Customise, through a synthesis of existing systems, and an appropriate appraisal scheme that takes account of their unique cultural setting

v          Address some of the short coming s of traditional appraisal systems

v          Demonstrate their ability to avert the halo and thorny effects in appraisal

v          Performance appraisal: A definition

v          Objectives of performance appraisal

v          Why some managers are afraid to appraise

v          Performance and the halo effect

v          Performance appraisal and the thorny effect

v          Organisational benefits and performance appraisal

v          Individual benefits of performance appraisal

v          Subsystem benefits of performance appraisal

v          The appraisal cycle

v          Systematising performance appraisal

v          Some problems with performance appraisal

v          Punitive aspects of performance appraisal

v          Some popular appraisal systems

v          Graphic rating scales

v          Ranking

v          Paired comparison

v          Self appraisal

v          Critical incident

v          Management by objectives (mbo)

v          360 degree appraisal

v          The appraisal setting

2 Days

Reward Management: Developing an effective and equitable career structure

By the conclusion of the established learning activities, delegates will be able to:

v          Define reward in an employee relation context

v          Suggest the importance of reward management in organisation

v          Explain the bases of reward management

v          Explain the reward model

v          Provide an appraisal of a specific remuneration system

v          Determine the factors that negatively or positively affect remuneration systems

v          Formulate and evaluate a recommended remuneration package

v          Understand and formulate pay or remuneration structures

v          Determine the criteria that are used to evaluate remuneration structure

v          Explain and evaluate the rationale for performance related pay

v          Employee reward:

v          A definition

v          Defining reward management

v          The basis of reward management

v          Reward management strategies: provide support for corporate values

v          Reward management   derived from business strategy and goals

v          Reward management and its links to organizational performance

v          Reward management and the driving force for individual behaviour

v          Reward management and its relationship to leadership styles

v          Reward management and competition

v          Reward management   and the attraction to high calibre personnel

v          Encouraging positive and effective organisational culture

v          Culture and organisational values

v          Level and type of motivation customer or clients, product or service,

v          Degree of learning that is encouraged and general identity

v          Remuneration systems:

v          Factors affecting remuneration systems:

v          Government’ reduced or increased spending

v          Increased or decreased labour force availability

v          Increased demand for quality

v          Organization’s expansion, contraction or diversification plans

v          Increased competition

v          Remuneration packages, including salary and welfare benefits and payments

v          Pay or remuneration structures

v          Pay structures, purpose, criteria and types

v          Performance related pay (prp)

1Day

BLOCK 7

Talent Management

Fundamentals of Talent Management

v          By the conclusion of the established learning activities, delegates will be able to:

v          Demonstrate an understanding of the bases of organisational talent management

v          Determine the role that might be identified as talent management positions

v          Assume the correct perimeters within which the psychological contract will be applied

v          Make assumptions regarding the perceptions and expectations of the (talent managed) incumbent

v          Defining talent: An organisational perspective

v          The importance of talent management to organisational survival

v          The organisational level that should be concerned with talent management

v          Role identification for talent management

v          Psychological contract in talent management

1 Day

Head Hunting Strategy

v          By the conclusion of the established learning activities, delegates will be able to:

v          Determine when head hunting is appropriate

v          Determine head hunting agencies’ effectiveness

v          Develop a head hunting strategy that is in line with organisational goals

v          Will be able to identify sources of potential talents

v          Identify exceptional talents

v          Devise a strategy though which internal talents can be sourced

v          Defining head hunting

v          Sources for head hunting

v          Internally driven head hunting

v          Internally managed head hunting

v          Out sourcing head hunting

v          The role of head hunting agencies

v          The behaviour of head hunting agencies

v          Cost comparison of internal and external sourcing of head hunting

v          Valuing human capital

1 Day

Managing Organisational Talents

v          By the conclusion of the established learning activities, delegates will be able to:

v          Effectively manage organisational talents

v          Determine the key success factors in effective talent management

v          Devise an effective communication structure that will avert the isolation of exceptional talents

v          Locate talent management within the executive cadre

v           

v          Talent relationship management

v          Talent and executive development

v          Approaches to talent management

v          Key success factors in talent management

v          Employee Retention

v          Career management:

·         Career theory,

·        Career development, management

·        Management and succession planning

v          Management succession charts

v          Psychometric testing

v          The psychological contract and the impact on employee retention

1 Day

Launching and empowering High Performance Teams

v          By the conclusion of the established learning activities, delegates will be able to:

v          Effectively manage high performance teams

v          Prepare high performance teams for their organisational

v          Provide the high performance teams with the level of autonomy that they need to perform their tasks

v          Provide the appropriate learning environment for high performance teams to progress

v          Attend to the continuous professional development (CPB) of high performance teams

v          Subtly monitor team output

v          High performance teams as autonomous work teams

v          Self directed work teams as self managed teams

v          Enhancing the contribution of high performance teams

v          Averting Risky Shift in high performance teams

v          Providing autonomy to high performance teams

v          Delivering assignment at ‘loading level’ in the scheduling sequence

v          Providing a support mechanism to high performance teams

v          Dealing with decision repercussions of high performance teams

v          Taking an internal customer relations stance in managing high performance teams

v          Providing appropriate intrinsic and extrinsic incentives to enhance and sustain motivation

v          Providing high performance teams with an understanding of team dynamics

v          Helping high performance teams to understand their roles

v          Provide decision support for high performance teams

v          Developing the interpersonal skills of high performance teams

v          Enhancing the problem solving capacity of high performance teams

v          Providing an understanding of role relationships

v          Improving communication and effective oral- visual presentations

v          Enhancing competence level of high performance teams

v          Developing expertise in meeting management

v          Providing members with the expertise to address mutual conflict resolution

v          Monitor, unhinderingly, the output of high performance teams

v          Relaxing managerial presents, without losing control

v          Influencing high performance teams

1 Day

Talent Management Reward Structure

v          By the conclusion of the established learning activities, delegates will be able to:

v          Provide the impetus for talents to perform effectively through equitably rewards

v          View equity as merit driven, rather than a common wheal prerogative

v          View the unequal distribution of rewards in a positive organisational light

v          Work towards an integrated, rather than a segregated reward structure, within which talents are effectively rewarded

v          Implement performance related pay in its varying facets to systematise the pay structure

v          Pragmatising equity

v          Equity as fairness

v          Equity as inequality

v          Integrating remuneration system that rewards talent

v          Performance Related Pay

v          Systemising performance related pay

v          Productivity bonuses as performance related pay

v          Creating equity in team reward schemes

v          Reward performance without disincentivising low achievers

v          Consolidating reward structure and pay scales

1 Day

BLOCK 8

The Newcomer in an Organisation: A Strategic approach

The Profile of a Newcomer

By the conclusion of the established learning activities, delegates will be able to:

v          Understand the problems with which a newcomer to an organisation has to contend

v          Special problems associated with a newcomer’s disorientation

v          The geographical displacement that a newcomer is likely to experience

v          Understand the difficulty that a newcomer will have learning as a result of information overload

v          Understand the need to phase and contextualise information dissemination to a newcomer

v          Domestic versus work orientation

v          Knowledge and skill disorientation

v          Geographic disorientation

v          Cultural misappropriation

v          Nostalgia

v          Knowledge gap

v          Information bombardment

v          Cognitive retardation

1 Day

Managing Organisational Entry, Orientation and Exit

By the conclusion of the established learning activities, delegates will be able to:

v          Determine the point at which induction, in reality, begins

v          Demonstrate their ability to structure an induction programme

v          Demonstrate how to conduct an exit interview

v          Ensure that the organisation’s

v          Intellectual property is protected at every level of the employee involvement

v          Devise an appropriate mentoring and coaching system to facilitate the learning and development of the newcomer

v          Stage probationary evaluation and systematic feedback

v          Determine local Intellectual Property Law

v          Effectively apply Intellectual property Rights conventions to organisational benefits

v          Determine who owns the Intellectual Property Rights in varying scenarios

v          Devise an effective mentoring and coaching strategy

v          Demonstrate their understanding of the confidentiality and trust that must be upheld in mentoring, if the system is to work successfully

v          Use the mentoring system as a professional development and organisational improvement strategy

v          Determine the type and level of training that a mentor or a potential mentor needs

Managing entry into the organisation:

v          Induction programmes: a strategic view;

v          Pre-selection induction

v          Post-selection induction

v          Organisational mentoring and coaching

v          Transmitting corporate values;

v          Enhancing the probationary experience;

v          Managing the probationary period

v          Valuing and exploiting intellectual capital: a strategic perspective;

v          Intellectual property rights: intellectual property law

v          Learning from early leavers

v          Using exit interviews/ questionnaires

v          Induction

v          Mentoring and confidentiality

v          Mentoring and professional development

v          Selecting mentors

v          Appointing mentors

v          Training mentors

4 Days

BLOCK 9

 Managing Organisational Quality and Resources