Travel and Protocol Management PG Course, inc. Airline Reservation, Business Visa, Courtesy Visa, Diplomatic Visa, Double-Entry Visa, Electronic Visa, Journalist Visa, Leave to Enter, Marriage Visa, On-Arrival Visa, Private Visa, Public Relations, Residence Visa, Schengen Visa, Spousal Visa, Student Visa, Tourist Visa, Transit Visa, Types of Visas, UK Business Visa, Visa Processing, Visa Refusal, Working Holiday Visa, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

Seminar or Course Number 108 - Travel and Protocol Management Course, Leading to Diploma – Postgraduate – in Travel and Protocol Management, Quad-Credit, 120 Credit-Hours, Accumulating to a Postgraduate Certificate, with 60 additional Credit-Hours, and a Postgraduate Diploma, with 240 additional Credit-Hours. Click For PDF Brochure

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.

Seminar or Course Number 108 - Travel and Protocol Management Course, Leading to Diploma – Postgraduate – in Travel and Protocol Management, Quad-Credit, 120 Credit-Hours, Accumulating to a Postgraduate Certificate, with 60 additional Credit-Hours, and a Postgraduate Diploma, with 240 additional Credit-Hours. Click For PDF Brochure

For Whom This Course is Designed

This Course is Designed For:

 Chief Executive Officers;

Chief Executives;

Chief Secretaries;

Conflict Resolution Consultants;

Consultants;

Corporate Directors;

Directors of Protocol;

Divisional Managers;

Embassy Attaches;

Embassy Events Managers;

Event Managers;

Event Organisers;

Event Planners;

Events Contractors;

Events Managers;

Events Project Coordinators;

Events Project Leaders;

Executive Directors;

Functional Managers;

Fund Holders;

General Investors;

Government Agency Events Project Managers;

High Commission Events Managers

High Commission Officials;

Hotel and Tourism Consultants;

Human Resource Management Managers;

Immigration Personnel;

International Conflict Managers;

International Negotiators;

International Negotiators;

Lecturers of International Affairs;

Lecturers of Tourism;

Lecturers;

Local Tourism Development Officers;

Management Consultants;

Management Development Directors;

Mediation Officers;

Middle and senior managers tasked with the direct delivery of events or oversight of specialist sub-contractors;

National Economists;

National Government Ministers with Events in their Portfolio;

National Government Ministers with Tourism in their Portfolio;

National Tourist Officers;

Non-Executive Directors;

Organisational Leaders;

Performance Consultants;

Performance Measurement Specialists;

Productivity Specialists;

Programme Managers;

Project Commissioners;

Project Evaluators;

Project Managers;

Project Monitoring Personnel;

Project Team Leaders;

Protocol Directors;

Protocol officers, including those covering public relations and/or travel arrangements;

Protocol officers, including those covering public relations and/or travel arrangements;

Protocol Officers, including those covering public relations and/or travel arrangements;

Protocol Officers;

Public Relations Executives;

Public Relations Officers;

Public Relations Researchers;

Quality Improvement Managers;

Risk Analysts;

Risk Managers;

Royal Protocol Officers;

Senior Civil Servants;

Senior Executives and Managers;

Senior Financial Advisors;

Senior Financial Officers;

Senior Leaders who oversee the activities of Teams;

Specialist Team Leaders;

Talent Managers;

Team Development Personnel;

Team Leaders;

Team Members;

Team Supervisors;

Those in PR at the national, regional and community level;

Those in PR in public sector, private sector and not-for-profit organisations;

Those involved in international activities;

Those involved in international activities;

Those responsible for Protocol;

Those working for international, global, or supranational organisations;

Those working in multi- or supra-national organisations;

Those working in multi- or supra-national organisations;

Tourism Consultants;

Tourism Development Officers;

Tourism Ministry Officials;

Tourism Promoters;

Training and Development Managers;

Training Directors;

Transaction Analysts;

United Nations Officials;

Value Analysts;

Value Engineers;

Venture Capitalists;

Vice Presidents;

War Officers;

All others who are desirous in enhancing their expertise in Protocol Management, Travel Management; Events Project Management, Meeting Management, Multi-tasking, Goal-setting, Risk Management, Quality Improvement, Pprioritising, Team Formation, Team Development, Team Behaviour, Resonation Control, Transactional Analysis and other salient aspects of  Protocol Management, Events Management, Time Management, Leadership and Team Dynamics.

Classroom-Based Duration and Cost:

Classroom-Based Duration:

20 Days

Classroom-Based Cost:

£20,000.00 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:

40 Days @ 3 Hours Per Day

Online Cost:

£13,400.00 Per Delegate

 

 Classroom-Based Course and Programme Cost includes:

Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

Postgraduate Diploma/ Diploma – Postgraduate –or

Certificate of Attendance and Participation – if unsuccessful on resit.

 

Students and Delegates will be given a Selection of our Complimentary Products, which include:

Our Branded Leather Conference Folder;

Our Branded Leather Conference Ring Binder/ Writing Pad;

Our Branded Key Ring/ Chain;

Our Branded Leather Conference (Computer – Phone) Bag – Black or Brown;

Our Branded 8-16 GB USB Flash Memory Drive, with Course Material;

Our Branded Metal Pen;

Our Branded Polo Shirt.;

Our Branded Carrier Bag.

 

Daily Schedule: 9:30 to 4:30 pm.

 

Delivery Locations: 

 Central London, UK;

Dubai, UAE;

Kuala Lumpur, Malaysia;

Amsterdam, The Netherlands;

Brussels, Belgium;

Paris, France; and

Durban, South Africa;

Other International Locations, on request.

  

Travel and Protocol Management Course, Leading to Diploma – Postgraduate – in Travel and Protocol Management, Quad-Credit, 120 Credit-Hours, Accumulating to a Postgraduate Certificate, with 60 Additional Credit-Hours, or a Postgraduate Diploma, with 240 Additional Credit-Hours. Click For PDF Brochure

 

Course Objectives

 

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

 Accurately send personalised invitations;

Accurately, elucidate the importance, or otherwise, of ‘Photo-Shoots’;

Address the importance of effective communication in Protocol Management;

Address the salient issues associated with Dysfunctional Behaviours;

Adopt appropriate strategies for dealing with interruptions;

Adopt effective delegation techniques;

Apply appropriate rewards and, or, disincentives that are applied to a given team situation – thereby promoting team ‘functionality’;

Apply group dynamics to organisational settings;

Appreciate the importance of averting resonation, during meetings;

Appreciate the importance of resonation during meetings;

Ascertain how to work with disorganised colleagues;

Ascertain the possible causes and effects of meeting mismanagement; and

Ascertain the prevailing relationship between Embassies and High Commission, on the one hand, and Host Government Ministries, on the other;

Ascertain the prevailing relationship with embassies and ministries;

Ascertain the prevailing relationship with embassies and ministries;

Ascertain their respective goals/objectives;

Be conversant with the rules on international freight arrangements for personal belongings;

Beat work related stress;

Clarify roles in team settings;

Conduct an efficient workload analysis;

Correctly interpret responses or non-responses to RSVP;

Create an effective agenda that will keep the meeting on track;

Create an effective Disaster Recovery Plan;

Deal with information overload;

Decide which tasks can be delegated;

Define communication;

Define Group Dynamics and its implications for Protocol Management;

Define Group Dynamics;

Demonstrate a heightened understanding of International Airline Ticketing and Flight Schedules, that will avert flight inconvenience;

Demonstrate a heightened understanding of the different personality types and their corresponding influences;

Demonstrate a heightened understanding of the nature of Strategic Public Relations;

Demonstrate a heightened understanding of the procedures involved in Visa Processing;

Demonstrate a heightened understanding of the type and permanence of the leadership of a team;

Demonstrate a high level of understanding of a team attempts to replace a situational leader, to enhance stability, acceptability or renewed or clarified mission or objectives;

Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that will improve team effectiveness;

Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours;

Demonstrate an understanding of the notion that societal socio-economic hierarchy might be informally represented in teams;

Demonstrate the effectiveness of the strategy that they have devised for dealing with intra-team competition;

Demonstrate the step-by-step process in making effective schedule;

Demonstrate their ability to Arrange Consulate, Embassy, High Commission, or Hotel Overnight Accommodation;

Demonstrate their ability to avert potential Cultural Infringements;

Demonstrate their ability to conduct ‘risk assessment’;

Demonstrate their ability to create and sending formal invitations;

Demonstrate their ability to deal with the psychological effect of disbandment;

Demonstrate their ability to determine the necessity, and conduct, of meetings;         

Demonstrate their ability to employ transactional analysis in a team context;

Demonstrate their ability to establish and maintain itineraries;

Demonstrate their ability to facilitate cross-cultural relations;

Demonstrate their ability to maintain and improve relationship with High Commission or Embassy, and Host Ministries;

Demonstrate their ability to manage conflict effectively, incorporating the occasions when it should be encouraged;

Demonstrate their ability to organising special events;

Demonstrate their ability to promote effective ‘inter-agency’ and ‘intra-agency’ communication;

Demonstrate their ability to shield their Diplomatic Corp;

Demonstrate their ability to use organising as an inherent aspect of Protocol;

Demonstrate their appreciation of the fact that workers belong to different classes, in society;

Demonstrate their appreciation of the importance of time management;

Demonstrate their awareness of the value of team cohesiveness and team solidarity, and the dangers of over-cohesiveness.

Demonstrate their expertise in arranging Visits To their Home Country;

Demonstrate their familiarity with the procedures involved in passport processing;

Demonstrate their grasp of the salient issues associated with performance management;

Demonstrate their understanding of Political, Economic, Social, Technological, Ecological, and Legal (PESTEL) Factors, outlining how they might impinge on the role and operation of a Foreign Mission.

Demonstrate their understanding of Resonation as an issue in team effectiveness;

Demonstrate their understanding of some culturally enshrined behaviour of their host or foreign nationals;

Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that they will take to avert them;

Demonstrate their understanding of the concept of Continuity Management in the Public Sector;

Demonstrate their understanding of the concept of multitasking;

Demonstrate their understanding of the difference between important and urgent activities/works;

Demonstrate their understanding of the factors contributing to managers’ time-wasting activities;

Demonstrate their understanding of the importance of Gatekeeping in team formal settings;

Demonstrate their understanding of the importance of Strategic Public Relations in ‘Image Formulation’ and Maintenance;

Demonstrate their understanding of the theoretical and practice bases of Team Dynamics;

Demonstrate their understanding of the underlying principles of “Time” In An Organisational Wide Context;

Demonstrate their verbal and written communication skills, for excellent presentation;

Demonstrate their willingness to maintain the highest level of Confidentiality, and Secrecy, as are appropriate;

Demonstrate their understanding of the social and psychological relevance of the stages of formation of a group;

Describe the effort that they will make to enhance the ‘critical faculty’ of their team;

Detect Dysfunctional Behaviours in Team Settings;

Determine how efficient time management increases work effectiveness and productivity;

Determine how goal setting can lead to proper time management;

Determine the formalities and rules applicable to visa arrangements and processing;

Determine the optimum team size for effective functioning;

Determine the various corporate social responsibilities of their organisation and devise other responsibilities as may be applicable;

Determine why a temporary team is likely to be more problematic to lead than a permanent team;

Develop a Continuity Plan for a National, Regional or State Government, or Organisation;

Develop effective communication strategies that might be applied to team settings, minimising technical language;

Develop strategies in handling crisis which may affect their organisation;

Develop strategies in Planning, Organisation and Management, as aspect of their Protocol Duties;

Develop strategies that address a crisis that might affect their National or State Government, or Parastatal, managing the associated risks;

Develop strategies that address a crisis that might affect their National or State Government, or Parastatal, managing the associated risks;

Develop their personal “To-Do List;”

Devise appropriate protocol for specific diplomatic convoys;

Distinguish  between ‘Groupthink’ and ‘Teamthink’;

Distinguish between Command Teams, Boards, Committees and Task Forces;

Distinguish between groups and mere aggregations;

Distinguish between Temporary Committees and Standing Committees;

Distinguish the difference between groupthink and teamthink;

Draft an outstanding contingency plan for their organisation;

Elucidate the importance of effective communication in Protocol Management;

Employ strategies to encourage enthusiastic participation and contribution in the meetings

Employ strategies to encourage enthusiastic participation and contribution in meetings;

Enumerate the barriers to effective communication and propose some ways to overcome them;

Enumerate the benefits of effective time management;

Enumerate the different time management tips for managers;

Enumerate the duties and responsibilities of the different airport personnel and officers;

Establish a basis for standard setting in their teams;

Evaluate the effectiveness of their strategy for addressing situations where team members seek sympathy;

Exemplify how to utilize their gap times;

Exhibit a heightened understanding of the concept of General Protocol Management;

Exhibit a heightened understanding of the intimidating effect that class might have on team members, and, hence, the leader’s responsibility to ensure that this informal hierarchy is dispensed with in the promotion of a ‘classless team’;

Exhibit n understanding of the phases of Forming, Storming, Norming, Performing and Disbandment;

Exhibit tact in discouraging team members’ distracting behaviours;

Exhibit their ability to develop appropriate protocol for specific scenario;

Exhibit their ability to, effectively and smartly, initiate and concluder Hotel and Airline Reservations;

Exhibit their awareness of relevant ‘Official Secrets Acts’;

Exhibit their competence in ‘Media Relationship Management’;

Exhibit their competence in advising on ‘Events Organisation’;

Exhibit their competence in choosing appropriate Events for International Visitors;

Exhibit their competence in establishing heightened Events Standard;

Exhibit their competence in maintaining Conventional and Exemplary Etiquette Rules;

Exhibit their competence in maintaining cultural awareness;

Exhibit their competence to ‘management’, as elements of Protocol;

Exhibit their competence to general research methods;

Exhibit their competence to use planning as an element of Protocol;

Exhibit their enhanced verbal and written communication skills, for improved presentations;

Exhibit their tactical skills, as are necessary for the facilitation of Strategic Public Relations;

Explain the bases for the feeling of ‘Togetherness’ or ‘Awareness’ IN an Aggregation;

Explain the efforts that they currently make, or will be making, to adhere to the Data Protection Regulation of their Host and other Foreign Countries;

Explain the occasions in which a situational leader is likely to emerge;

Explain the procedure for arranging visits to their Host Country;

Explain the role of a State Protocol Officer;

Explain the Team Typological Bases;

Explain why a team’s disbandment might have a negative psychological effect on members and the team leader;

Formulate corporate strategies pertinent to the operation of their organisation;

Formulate strategies in handling unexpected job emergencies;

Formulate their individualized plan of action, to maximise their use of time;

Handle exhibition planning and participation;

Identify the different meeting menaces and suggest how to deal with them;

Identify the different ways of visa processing, arrangements and the common requirements observed in various countries;

Identify the requirements for arranging business travel;

Identify their professional goals and personal time;

Identify time bandits and devise strategies for dealing with them;

Identify time wasters and adopt strategies for eliminating them;

Illustrate how they might resolve interpersonal problems among team members;

Illustrate how they will assert themselves politely and calmly, within their varying work contexts;

Illustrate how they will determine the contribution of each team member to team goal accomplishment;

Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team members, in general, participate in team meetings, extending support to the weak, ensuring that introverted team members are not intimidated or ‘crushed’ by the extroverted;

Illustrate how they will manage their workloads more effectively;

Illustrate how to diffuse the negative impact of others;

Illustrate their ability to choose appropriate gifts, for dignitaries;

Illustrate their ability to coordinate with Peers;

Illustrate their ability to manage the risk to their organisations, using the principles of continuity management and disaster recovery;

Illustrate their acquisition of competence in in Planning, Organising and Managing, as elements of their Protocol Duties;

Illustrate their conversance with the Immigration Regulations and requirements of specific countries;

Illustrate their tactical skills with respect to Strategic Public Relations;

Implement techniques for minimising disruptions;

Indicate how they have been maintaining, or will establish and maintain excellent relationship with the Ministries in their Host Country, particularly the Foreign Ministry;

Indicate how they will address the issue of interruptions constructively;

Indicate how they will establish key competencies in teams;

Indicate how they will help team members to channel their energies into task performance, establishing realistic goals;

Indicate how they will recognise resonation in their teams, indicating the steps that they will take to avert or reduce its occurrence, outlining how they will be ‘cautioning’ resonators;

Indicate how they will reward exceptional performance in their teams;

Indicate how they will utilise the different time management tools to increase their work effectiveness and productivity;

Indicate how they would handle blocking, effectively;

Indicate the most appropriate ways in which to promote the relationship between Embassies and High Commission, on the one hand, and Host Government Ministries, on the other;

Indicate the range of tangible rewards that might be utilised in a team;

Indicate the risk mitigation measures that they will employ, in different scenarios;  

Indicate the steps that they will take to harmonise their teams;

Indicate their acceptance of the importance of goals;

Initiate internal and online communications pursuant to a Public Relations Role;

Internalise the dysfunctional effect of ‘resonation’ in a team context;

Make proper coordination with hotels for visa processing;

Make special arrangements and planning for vehicular convoys;

Manage information flow and retrieval process;

Manage projects in a systematic way;

Manage resources more efficiently;

Meet tight deadlines with time to spare;

Name the different planning tools;

Narrate the duties and responsibilities of the different airport personnel and officers;

Narrate their effort to maintain protocol consistency;

Order the team formation stages, explaining the psychological issues that beset them and relate them to organisational functioning;

Outline the difference between being “busy” and “productive;”

Outline the steps that they will take to avert groupthink and promote teamthink;

Perform Online Public Relation Duties, in response to environmental dynamics;

Plan to make the best use of the time available through the art of effective scheduling;

Prioritise ‘urgent’ and ‘important’ activities;

Produce effective seating arrangements, in specified formal occasions;           

Propose an effective remedy to ‘member withdrawal’;

Propose an effective way of dealing with interfering behaviour;

Propose how they will establish excellent working relationship with Business Operators in their Host Country;

Propose how they will initiate Visits Follow-ups;

Propose measures towards a team’s performance improvement;

Propose standards of measuring competence in teams;

Propose suitable intangible rewards that might be applied to a team situation;

Propose useful techniques for setting and achieving goals;

Provide a basis for a team’s standard setting - establishing standards and evaluating progress;

Provide an individually synthesized proposal for dealing with aggressiveness;

Provide examples of command teams, highlighting the situations in which a leader might belong to two, simultaneously;

Provide examples of how a leader should encourage desirable behaviours in a team;

Put forward a satisfactory way of addressing ‘special pleading’;

Simulate online public relation duties, as is demanded by the modern life;

Solve problems through the ‘Trading Game Scenario’.

Specify the negative effects of poor time management;

Specify the skills necessary for an effective Public Relations Management;

Specify the skills necessary for the promotion of an effective public relations;

Specify the steps that managers and team leaders need to take, to ensure productive and effective meetings;

Suggest at least three causes of procrastination, proposing relevant techniques to overcome them;

Suggest how one might address unreasonable requests from one’s manager;

Suggest how one might develop and maintain a good time management habit;

Suggest how they might employ an effective diversity management that discourages resonation;

Suggest how they will maintain their responsibility;

Suggest how they will, effectively, research traditions and customs of host and foreign countries;

Suggest how to determine which individual members of a team can improve their performance – and subsequently, their contribution to the team as a way of harnessing team synergy;

Suggest how to establish acceptable performance levels in teams, observing performance indicators;

Suggest how to reduce time spent in meetings, without impairing operational effectiveness;

Suggest the differences in interpretation of groups and teams;

Suggest the efforts necessary to avert etiquette breaches by mission members;

Suggest the most effective ways of dealing with task delegation;

Suggest the protocol that might be initiated in International Relations, for Internal Disaster Management;

Suggest ways for effective implementation and maintenance of corporate identity.

Suggest ways of improving team morale, while enhancing their effectiveness

;

Use effective delegation techniques in a workplace setting;

Use practical techniques for organising work.

  

Course Contents, Concepts and Issues

 

 # 108. Part 1: Visa and Immigration Formalities

 Conceptualising ‘Visa’;

 Types of Visa:

Transit Visa;

Airside Transit Visa;

Private Visa;

Tourist Visa;

Visa for Medical Reasons;

Business Visa;

Working Holiday Visa;

Student Visa;

Temporary Worker Visa;

Journalist Visa;

Residence Visa;

Spousal Visa or Partner Visa;

Marriage Visa;

Pensioner Visa;

Diplomatic Visa;

Courtesy Visa;

On-Arrival Visa;

Electronic Visa.

 Visa Entry Types:

Single-entry;

Double-entry;

Multiple-entry.

 Visa Application;

Visa Processing;

Visa Refusal;

Visa Extensions;

Visa Exemption Agreements.

 Single Visa for Entry in Multiple Countries (Common Visa):

The Schengen Visa;

Central American Single Visa.

 Passport-Free Travel.

 

 

# 108. Part 2: UK Visa Categories and Their Requirements

 Leave to Enter or Remain in the UK;

UK Family Visitor Visa;

UK General Visitor Visa;

UK Child Visitor Visa;

UK Business Visitor Visa;

UK Sports Visitor Visa;

UK Entertainer Visitor Visa;

UK Prospective Entrepreneur Visa;

UK Private Medical Treatment Visitor Visa;

UK Approved Destination Status (ADS) Visa;

UK Permitted Paid Engagements Visitor Visa.

 

#108. Part 3: Hotel and Airline Booking Arrangements

 Hotel Reservation

On-line

Telephone

Guidelines in Hotel Reservation.

 Airline Reservation

Direct Airline Reservation

Reservation through a Travel Agent

Internet Travel Website

Changing Flight Reservation

Cancelling Flight Reservation

Electronic Ticket (E-Ticket)

Benefits of an E-Ticket

Disadvantages of an E-Ticket

Getting the Best Airfare Prices

Corporate Hotel Booking Arrangement

 

 

# 108. Part 4: The Nature of Strategic Public Relations

 Defining Public Relations

Key Public Relations Tools

 Additional Public Relation Activities

Market Monitoring;

Crisis Management.

 Trends in Public Relations

Objectives of Public Relations

Public Relations vs. Marketing vs. Advertising

Advantages of Public Relations

Disadvantages of Public Relations

 

#108. Part 5: Professional Travel Agency Management (1)

 Airline Ticket Class;

Infant Ticketing Policy;

Flight Schedule;

Flight Arrangement for Personal Belongings;

Defining Travel Agency;

Origin of Travel Agency;

Concepts;

Operations of Travel Agency;

Types of Agencies;

Travel Agency Commissions;

International Air Transport Association (IATA) Membership;

Consolidators;

Poor Booking Practices.

 

 

# 108. Part 6: Professional Travel Agency Management (2)

 Online Booking Opportunity or Threat?

Functions of Travel Agency;

 Land Issues Planning:

Accessibility;

Space and Infrastructure;

Parking;

Amenity Value.

Legal Requirements:

Land Use Zoning;

Licensing and Registration;

Other legal Requirements;

Policy.

 Business Issues:

Travel Agency Business Structure;

Managing Travel Agency Business;

Promotion;

Marketing.

 7 C’s of Travel Services Marketing:

Competence;

Confidence;

Credibility;

Consistency;

Customisation;

Care;

Clout.

 

 

# 108. Part 7: Professional Travel Agency Management (3)

 

Financial Issues associated with Travel Agency Management:

Sources of Finance;

Business Plan;

Financial Record Keeping;

Budgeting;

Tariff Structures.

    Package and Group Tours.

 Package Tour:

Factors Influencing Package Tour Cost;

Components of Package Tour.

 Group Tour:

Steps in Planning a Group Tour.

 Sales, Processes and Customer Retention:

Sales Process;

Customer Retention.

 

  

#108. Part 8: Executing The Protocol Management Role (1)

 Contextualising Protocol

 Conceptualising Protocol;

Defining Protocol;

Diplomatic Relations;

Duties of Protocol Officers;

Essentials of Protocol;

Order of Precedence;

Qualities of effective Protocol Officers;

Vienna Convention on Diplomatic Relations.

 Exploring The Role of a protocol Manager

 Facilitation of cross-cultural relations;

Promoting effective communication;

Planning as an element of Protocol;

Organising as an inherent aspect of Protocol;

Managing, as elements of Protocol;

Promoting Relationship between Embassies and High Commission, on the one hand, and Host Government Ministries, on the other;

General Protocol Management;

Understanding the duties and responsibilities of the different airport personnel and officers.

 

 

#108. Part 9: Executing The Protocol Management Role (2)

 Importance of effective communication in Protocol Management;

Procedures involved in Passport Processing;

Role of a State Protocol Officer;

Maintaining and improving relationship with High Commission or Embassy, and Host Ministries;

Establish heightened Events Standard;

Maintaining Conventional and Exemplary Etiquette Rules;

Being Research-Aware;

Choosing Appropriate Events for International Visitors;

Coordinating with Peers;

Choosing appropriate Gifts;

Maintaining Cultural Awareness;

Shielding Diplomatic Corp;

Media Relationship Management;

Advising on Events Organisation;

Arranging Visits to Host Country;

Arranging Visits To Home Country;

Ensuring protocol Consistency.

 

 

# 108. Part 10: Executing The Protocol Management Role (3)

 Researching traditions and customs;

Understanding Culturally Enshrined Behaviour;

Organising Special Events;

Conducting Risk Assessment;

Establishing Risk Mitigation Effort;  

Creating and sending invitations;

Personalising Invitations;

Interpreting Response or Non-response to RSVP;

Effective Seating Arrangements;           

Taking advantage of ‘Photo-Shoots’;

Establishing and maintaining Itineraries;

Meeting necessitation and conduct;         

Transportation Schedule.

 

 

# 108. Part 11: Executing The Protocol Management Role (4)

Vehicular Convoy Arrangements;

Meeting Venue;

Arranging Consulate, Embassy, High Commission, or Hotel Overnight Accommodation;

Keeping an eye out for potential Cultural Infringements;

Averting Etiquette Breaches;

Understanding Political, Economic, Social, Technological, Ecological, and Legal (PESTEL) Factors, and how they might impinge on the role and operation of a Foreign Mission.

Establishing excellent working relationship with Business Operators in the Host Country;

Establishing and maintaining excellent relationship with Ministries in Host Country, particularly the Foreign Ministry;

Understanding and adhering to the Data Protection Regulation of the Host and other Foreign Countries;

Maintaining the highest level of Confidentiality, and Secrecy, where appropriate;

Awareness of relevant ‘Official Secrets Acts’;

Initiating Visits Follow-ups.

 

 

#109. Part 12: Protocol For Events Planning and Hosting

Important Elements of Diplomatic Protocol in Events Planning and Hosting

Ceremony;

Etiquette;

Titles and forms of addresses;

Introduction using the various Titles, Degrees, Ranks, and Ratings;

Correspondence;

Conventional Mannerisms;

Wardrobe;

Dinning.

Special Arrangements and Planning for Vehicular Convoys.

Salient Aspects of Diplomatic Protocol, for Events Planning and Hosting

Ceremony;

Etiquette;

Titles and forms of addresses;

Using the various Titles, Degrees, Ranks, And Ratings;

Correspondence;

Good Manners;

Wardrobe;

Dinning.

Special Arrangements and Planning for Vehicular Convoys.

 

# 108. Part 13: Salient Team Dynamics Issues in Travel and Protocol Management

Groups and Aggregations: Points of Distinction;

The Type and Permanence of the Leadership of a Team;

When Does a Situational Leader Emerge?

How Does the Team Attempts to Replace a Situational Leader, Enhance Stability, Acceptability or Renewed or Clarified Mission or Objectives?

Why Does a Temporary Team More Problematic to Lead Than a Permanent Team?

Why Does Team Disbandment Have a Negative Psychological Effect on Members and Leader?

An Aggregation - ‘Togetherness’ or ‘Awareness’?

Aggregation and Interaction;

Team or Group: A Definition and Distinction;

Team Dynamics.

 

 

# 108. Part 14: Team Typologies and Their Bases, in Travel and Protocol Management

Team Typologies;

Team Typological Bases;

Command Team;

Committees;

Temporary Committees;

Standing Committees;

Task Forces;

Boards;

Command Teams and the Organisational Hierarchy;

Command Teams and the Organisational Functioning.

 

 

 

# 108. Part 15: Team Formation, Stage Significance and Role Implications

Team Formation;

Team Formation Stage 1: Forming;

Team Formation Stage 2: Storming;

How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team Development?

Team Formation Stage 3: Norming;

Team Formation Stage 4: Performing or Total Integration;

Team Formation Stage 5: Adjourning or Disbanding;

Deal with the Psychological Effect of Disbandment.

 

#108. Part 16: Team Leadership for Effective Travel and Protocol Management (1)

Dysfunctional Behaviours;

Addressing Dysfunctional Behaviours;

Dealing with Aggressiveness;

Handling Blocking;

Dealing with Interfering Behaviour;

Dealing with Intra-Team Competition;

Addressing Situations Where Team Members Seek Sympathy;

Dealing with Member Withdrawal;

Addressing Special Pleading;

Leader Behaviour in Dealing with Dysfunctional Behaviours;

Being Tactful in Discouraging Distracting Behaviours;

Encouraging Desirable Behaviours;

Using Tangible Rewards;

Using Intangible Rewards;

Being Mindful of Team Situation;

Applying Appropriate Rewards and, or, Punishment;

Promoting Team Functionality.

 

#108. Part 17: Team Leadership for Effective Travel and Protocol Management (2)

Team Building and Maintenance Roles: Improving Team Effectiveness;

Encouraging Members;

Harmonising;

Standard Setting;

Gatekeeping;

Determining the Optimum Team Size;

Providing Team Incentives;

Encouraging Conflict;

Averting Groupthink;

Avoiding the Risky Shift Syndrome;

Employing Transactional Analysis;

Employing Effective Diversity Management and Discouraging Resonation;

Encouraging Members;

Harmonising Team.

 

 

#108. Part 18: Enhancing Team Performance in Travel and Protocol Management (1)

Performance Management;

Solving Interpersonal Problems among Team Members;

Helping Team Members to Channel Their Energies into Task Performance Establishing Realistic Goals;

Developing Effective Communication Strategies;

Minimising Technical Language;

Clarifying Roles;

Standard Setting - Establishing Standards and Evaluating Progress;

A Determination of the Contribution of Each Team Member to Goal Accomplishment;

Recognising and Acknowledging Performance Improvement;

Rewarding Exceptional Performance;

Establishing Key Competencies.

 

 

#108. Part 18: Enhancing Team Performance in Travel and Protocol Management (2)

Establishing Acceptable Performance Levels;

Noting Performance Indicators;

Measuring Competence;

Which Individual Members Can Improve Their Performance – and Subsequently, Their Contribution to the Team as A Whole;

Harnessing Team Synergy;

Gatekeeping;

Making It Possible for Others to Participate;

Supporting the Weak;

Ensuring That Introverted Team Members Are Not Intimidated or ‘Crushed’ By the Extroverted;

Recognising the Ineloquent Team Members;

Without Relevant Current

Information to Perform Evaluative Role

 

 

#108. Part 20: Addressing Resonation and Issues Associated with Transactional Analysis, in  Travel and Protocol Management

Resonation as an Issue in Team Effectiveness;

Recognising Resonation;

Taking Steps to Avert or Reduce Resonation;

‘Cautioning’ Resonators;

Determining the Optimum Team Size;

Numbers That Are Best for the Operational Effectiveness of a Team –

Team Constitutional Contingent Factors;

TTTeam Numbers and Member Interaction;

Team Leader’s Direct Communication with Team

Members and the Intervening Factors;

Team Communication as Interaction;

Necessity of Communication Reciprocation within Teams;

Team Transaction;

Team Transitional Analysis;

The ‘Child’ In the Team;

The ‘Adult’ In the Team;

The ‘Parent’ In the Team;

The Team Leader as a Transaction Analyst.

 

Seminar or Course Number 108 - Travel and Protocol Management Course, Leading to Diploma – Postgraduate – in Travel and Protocol Management, Quad-Credit, 120 Credit-Hours, Accumulating to a Postgraduate Certificate, with 60 additional Credit-Hours, and a Postgraduate Diploma, with 240 additional Credit-Hours. Click For PDF Brochure