Postgraduate Diploma Course Number 086, Business Administration Programme, Leading to Postgraduate Diploma in Business Administration.

Some course elements are: Management Development, Protection of Total Life Space, Social Relevance of Work, Sensitivity Training, Approach to Organisational Development, Organisational Development Interventions, Process Consultation, Enhancing the Effectiveness of Programmes, Macro Organisational Development,  Organisation-wide Development and Change, Determination of organisational Development Success, Leadership General Definition, The Difference Between a Leader and a Managerial Leader, Transactional Leader Behaviour, Charismatic or Transformational Leader, Leadership and Authority,

Management and Power, Management and Control, Leadership and Interpersonal Relationship, Qualities or Traits Approach to Leadership, Task and Person Orientation, Contingency or Situational Approaches to Leadership, Leadership and Extroversion, Leadership and Characteristics, Leadership and Social Needs, Leadership and Power Needs, Leadership Sand Achievement Needs, Leader Orientation, Person Orientation, Employee Cantered Leaders, Participative Leadership, Democratic Leadership, Performance Monitoring, Leadership and Environmental Variability, Leadership-Superior Subordinate Relationship,

Leadership and Team Development, Leadership and Flexibility, Leadership and Decision Making, Leadership Influence and Reward; Organisational Structure as Roles and Relationships; Lines of Authority and Accountability in Organisations; Unitary Command System: Classical Organisational Theory and Design; Dual and Multiple Command Systems: Towards Neo-Classical, Humanistic and Contingency Organisational Design Approaches; Operational Centralisation; Operational Decentralisation; Bureaucratic Organisations;

Adhocratic Organisations; Mechanistic Organisations; Organismic Organisations; Single Status Organisations; Dual Status Organisations; Role Specificity in Mechanistic Organisations; Role Specificity in Organismic Organisations; Organisational Design Metaphors and Relationships; Managerial Control vs. Worker Autonomy and Professionalism in Mechanistic Organisations; Managerial Control vs. Worker Autonomy and Professionalism in Organismic Organisations; Structural Typologies.

It also includes: The Simple Organisational Structure; Snippet of Functional Organisational Structure; Snippet of Divisional Structure; Bases of Divisional Organisational Structure; Snippet of Matrix Organisational Structure; Matrix Organisational Types; Understanding Organisational Culture; Concept of Organisational Culture; Cultural Classification; Role Culture; Task Culture; Power Culture; The Relationship between Power, Culture and Organisational Structure; Culture and Managerial Action;

Organisational Culture Improvement; Organisational Improvement: Revitalising Organisations through Organisational Development and Change; Organisational Development: Salient Issues; What is Organisational Development?; OD and Organisational Effectiveness; Differing Perspectives of Organisational Development; Organisational Climate; Organisational Culture; Organisational Norms; Organisational Values; Organisational Power Structure; Worker Commitment; Structure of Roles in Organisation; Inter-Group Collaboration;

The Combination of the Authority Based in Roles with the Authority Based in Knowledge and Skills; The Creation of an Open System of Communication –Vertically, Horizontally, Diagonally; Management Development; Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness; Micro Organisational Development; The Quality of Working Life; Aspects of Quality of Working Life; Adequate and Fair Compensation;  

Healthy and Safe Working Conditions; Development and Growth of Human Capacities; Growth and Security; Social Integration of People;  Constitutionalism; Protection of Total Life Space; Social Relevance of Work; Sensitivity Training; Approach to Organisational Development; Organisational Development Interventions; Process Consultation; Enhancing the Effectiveness of Programmes; Macro Organisational Development:  Organisation-wide Development and Change; Determination of organisational Development Success.

Postgraduate Diploma Programme Number 086 – Business Administration, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Business Administration.

For Whom This Programme is Designed

This Programme is Designed for:

Accountants;

All Management Aspirants;

All others who are desirous of mastering the Employee Resourcing Process. Specifically, those who are concerned with Workforce Planning; Human Resource Recruitment; Human Resource Selection; Human Resource Strategising.

Any Non-Financial Managers who are required to read, interpret, and contribute to business financial reports;

Anybody who desires essential time management tools and techniques;

Anyone from non-financial disciplines who needs to evaluate proposed business expenditure decisions;

Anyone who wants to build expertise in organizational design and change management;

Assets Accountants;

Attorneys;

Board of Directors;

Brand Managers;

Business Administration Graduates

Business Analysts;

Business Angels;

Business Consultants;

Business Consultants;

Business Dragon;

Business Entrepreneurs;

Business owners to help them take accurate and timely decisions;

Business Owners;

Central Bank Managers;

Chief Executive Officers who are involved with development of long-term customers, suppliers, outsourcing Partners, and other Global Strategic Alliances;

Client Managers;

Consultants and External Accountants, who work with managers and executives, in support of improvements to operational and financial processes;

Corporate Directors;

Corporate Executives;

Corporate Managers;

Cost and Management Accountant;

Currency Derivatives Specialists;

Customer Service Staff;

Department Heads;

Departmental Managers;

Divestment Managers;

Divisional Directors;

Divisional Managers;

Executive and Management Development Directors;

Executive Directors;

Executive Managers;

Executives who need to evaluate plans for approval and variance reports for corrective action;

External Change Agents;

Financial Advisors;

Financial and budget controllers, who are seeking promotion to higher level Management;

Financial Consultants;

Financial planners and cost analysts;

Financial Regulators;

First appointment managers on fast-track development programmes;

General Managers

HR Generalists;

HR Managers;

HR Professionals;

Human Resource (HR) Consultants;

Human Resource (HR) Development Specialists;

Human Resource (HR) Directors;

Human Resource (HR) Executives;

Human Resource (HR) Generalists;

Human Resource (HR) Managers;

Human Resource (HR) Planners;

Human Resource (HR) Professionals;

Human Resource (HR) Recruitment Specialists;

Human Resource (HR) Strategists;

Human Resource Development Experts;

Human Resource Directors;

Human Resource Managers;

Human Resource Professionals;

Improvement Specialists;

Individuals with a genuine interest in Issues associated with Organisational

Individuals with a genuine interest in Issues associated with Organisational Development, Change and related issues;

Industry and Commerce Ministerial Representatives;

Internal Auditors;

Internal Change Agents;

Internal Corporate Consultant;

International Fund Managers.

International Monetary Fund Officials;

Investment Managers;

Junior Managers;

Knowledge Management Protagonists;

Lecturers

Life Cycle Specialists;

Line Managers

Line Managers and Design Teams;

Line Supervisors;

Management Accountants;

Management Graduates;

Management Lecturers;

Management Staffs;

Managers and Supervisors from every business discipline and department who have to run departments and plan, cost and budget during their business lives;

Managers engaged in International Trade Promotion and Marketing;

Managers who have to plan, cost and budget new business ventures;

Managers who need to improve their skills in constructing and controlling their budget;

Managers who need to know more about business planning, budgeting, costing terms and techniques;

Managers who require a refresher programme on the topic or who would benefit from having an opportunity to consider new ideas and methods;

Managers with direct financial responsibilities;

Managing Directors

Marketing Analysts;

Marketing and Sales Personnel;

Marketing Communication Specialists;

Marketing Consultant;

Marketing Executives;

Marketing Lecturers;

Marketing Trainers;

Marketing Managers;

Marketing Researchers;

Marketing, Engineering and Human Resources Managers;

Middle Managers;

National Directors;

New members of the management team who need to know more about the budgeting process.

Non-Executive Directors;

Organisational Analysts;

Organisational Change Agents;

Organisational Development Practitioners;

Performance Consultants;

Private Equity Managers;

Product Directors;

Product Managers;

Product Oriented Team Leaders;

Project Managers;

Project Specialist Team Leaders;

Public Accountants;

Public Equity Managers;

Quality Assurance Practitioners;

Quality Improvement Managers; 

Regional Directors;

Relationship Managers;

Sales and Marketing Executives;

Sales Managers;

Securities Specialists;

Senior Executives;

Senior managers who supervise people with financial responsibilities;

Senior Managers,

Senior Professionals;

Service Directors;

Supervisors

Supervisors from every discipline and department who have to manage departments and plan, cost, and budget during their business careers;

Supervisors;

Supply-Stream Professionals;

Talent Management Experts;

Team Leaders

Team members who need more effective time management skills;

Those desirous of managing and administering business

Those seeking a better understanding of International Trade Promotion and Marketing.

Those who are desirous of enhancing their knowledge and expertise effective organisational role and task delegation.

Those whose job entails developing and implementing business strategies;

Training and Development Specialists

Venture Capitalists;

Vice Presidents of Manufacturing and Commercial Businesses;

World Bank Officials.

Location:  Central London and International Locations

  Postgraduate Diploma Programme Number 086 – Business Administration, Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Business Administration.

Programme Objectives

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

Accurately profile managers at different organisational levels;

Activities as a motivation towards effective time-management;

Address key issues in the management of quality.

Adopt an effective follow-up system in the workplace;

Adopt appropriate strategies for dealing with interruptions;

Adopt different approaches in delegating;

Adopt effective delegation techniques;

Analyse education, training and development programmes, determining their potential effectiveness (fit-for-purposeness);

Analyse how delegation contributes towards effective time management;

Analyse the concept of leasing in relation to delegating;

Analyse the perception in each role;

Apply effective time management to competitive situations;

Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’;

Apply the Pareto Principle (80/20 rule) to time management issues;

Apply the principle of throughput accounting to organisational;

Appreciate the difference between individual stress tolerance levels;

Appreciate the importance of change institutionalisation;

Appreciate the importance of time management;

Appreciate the value of time in an organisational context;

Appropriately define organisational structure;

Ascertain how to work with disorganised colleagues;

Ascertain the concept of delegation;

Ascertain the impact of cost structure changes;

Ascertain the importance of competitor information and strategic positioning towards the success of an organisation;

Ascertain the importance of considering counterparty risk in evaluating contracts;

Ascertain the importance of delegating tasks;

Ascertain the importance of equity capital;

Ascertain the information contained in profit and loss account pertaining to the company;

Ascertain the possible causes and effects of meeting mismanagement; and

Ascertain the relationship between an incumbent’s experience and role enactment;

Ascertain the relationship between an incumbent’s role perception and his or her role performance;

Ascertain their respective goals/objectives;

Assess the impact of information and communications technologies (ICTs) on the change process;

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;

Be able to determine the different stages of process consultation;

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

Be aware of the relationship between organisational structure and leader and organisational flexibility;

Be familiar with the different components of the profit and loss account;

Be familiar with the outline of strategic management accounting;

Be familiar with the structure of the cash flow statement;

Be knowledgeable about mean and statistical mean;

Beat work related stress;

Calculate risk in financial exposure;

Calculate statistics from actual data;

Calculate Weighted Average Cost of Capital (WACC) using the correct formula;

Cite some risk within the financial institutions;

Cite some strategies to manage transaction exposure;

Cite Specific legislation and related cases relevant to particular job design issues;

Cite the link between culture and managerial action; and

Classify plans;

Conceptualise classical organisational theory and design, neo-classical, humanistic and contingency organisational design approaches;

Conduct a risk assessment;

Conduct a sector analysis;

Conduct an efficient workload analysis;

Conduct an external organisational analysis;

Conduct an internal organisational analysis;

Conduct individual and panel interviews;

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

Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps;

Deal with external organisational accountability;

Deal with information overload;

Decide which items can be delegated;

Defend the use of periodic and exit interviews;

Define Cash flow;

Define derivatives;

Define free cash flows and identify the inclusions thereof;

Define gearing;

Define investment;

Define Liquidity;

Define objectives, generally;

Define planning;

Define profit;

Define role set;

Define role;

Define, describe and analyse the nature of an organisation;

Demonstrate a heightened understanding of how best to support delegatees in their task performance;

Demonstrate a heightened understanding of role relationships;

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

Demonstrate an awareness of how personnel demand forecast (PDF) is conducted;

Demonstrate an awareness of the fundamental issues associated with Organisational design and their implications for effective organisational functioning;

Demonstrate an awareness of the fundamental issues associated with organisational design and their implications for effective organisational functioning;

Demonstrate an awareness of the importance of the marketing mix to product or service success;

Demonstrate an awareness of the relationship between organisational structure and leadership, on the one hand, and organisational flexibility, on the other;

Demonstrate an exceptional ability in planning organisational crucial activities;

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

Demonstrate an understanding of organisational development as a process;

Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness;

Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness;

Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;

Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations;

Demonstrate an understanding of the need to develop dealers and maintain their loyalty;

Demonstrate an understanding of the relationship between span of management/control and effective supervision;

Demonstrate an understanding of the relationship between span of management/control or span of management;

Demonstrate an understanding of the role of national exhibitions, (expositions) in promoting export trade;

Demonstrate an understanding of the value of Internal Selection

Demonstrate an understanding of why some manufacturers are only interested in particular life cycle stage;

Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour;

Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding human and organisational casualties.

Demonstrate the ability to organise national delegation and exhibitors for international exhibitions;

Demonstrate the need for a proactive stance in relation to organisational change;

Demonstrate the need for a proactive stance to organisational change;

Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspectives in their application to motivation;

Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspective to motivation.

Demonstrate the role of international trade in global economy;

Demonstrate their ability manage recruitment and selection within a ‘resourcing context’.

Demonstrate their ability to conduct a human resource audit;

Demonstrate their ability to conduct a job analysis;

Demonstrate their ability to conduct an internal environmental analysis-SW;

Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation;

Demonstrate their ability to encourage the type of superior-subordinate relationship that will be conducive to organisational success;

Demonstrate their ability to formulate a comprehensive motivation strategy;

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

Demonstrate their ability to lead a recruitment and Selection Team;

Demonstrate their ability to organise and manage national exhibitions;

Demonstrate their ability to translate motivation theory into practice

Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation;

Demonstrate their awareness of change management and human resource implications;

Demonstrate their awareness of the inevitability of organisational change;

Demonstrate their knowledge of vertical and horizontal relationships and formal communication channels;

Demonstrate their understanding of basic organisational structures and the implications that these have for collegial, and superior-subordinate relationships;

Demonstrate their understanding of how effective delegation is performed;

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

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

Demonstrate their understanding of the legal bases of Employee Resourcing;

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

Demonstrate their understanding organisational structures and the implications that these have for collegial, and superior-subordinate relationships;

Demonstrate understanding of distinction between personal management and human resource management;

Describe and enumerate some single and dual status organisations;

Describe asset behaviour and pricing implication;

Describe at least two non-conventional selection methods;

Describe financial risk in the organisational setting;

Describe role as the behavioural expectations of a role set;

Describe self-ideal as a behavioural construct;

Describe the bureaucratic organisations, adhocratic organisations, mechanistic organisations, organismic organisations;

Describe the democratic incumbent, autocratic incumbent, the generous incumbent, the dedicated incumbent, the social self and the role of each;

Describe the legal and political risk environment;

Design a personnel selection;

Design an effective induction package;

Design an organisation adhering to the principles of horizontal and vertical relationship;

Design an organisation adhering to the principles of horizontal and vertical relationship;

Design job description and personnel specification for particular roles;

Design measures, which will ensure change institutionalisation; and

Design ways of stabilizing staff turnover;

Determine an investor’s reason for investing in a derivative security;

Determine how corporate strategy leads to effective risk management;

Determine how cost of debt is measured;

Determine how credit risks are calculated;

Determine how efficient time management increases work effectiveness and productivity;

Determine how goal setting can lead to proper time management;

Determine how to manage currency risk;

Determine how to provide support even when the task is overwhelming for the delegate;

Determine key success factors;

Determine organisational success factors;

Determine some exemplifying roles;

Determine the appropriate marketing strategy for particular stages in the life cycle of a product or service;

Determine the benefits of delegating, thereby encouraging them to perform delegation whenever necessary;

Determine the benefits of the organisation out of the flexed budgets;

Determine the boundary relationship of a role set;

Determine the different parts of the balance sheet;

Determine the factors, which contribute to workers’ resistance to change;

Determine the importance of is cash flow;

Determine the issues involved in operational plan;

Determine the limitations of CVP analysis;

Determine the marketing strategy that is appropriate for particular stage of the product life cycle;

Determine the most effective ways of communicating change decisions to workers;

Determine the place of an incumbent’s perceived role expectations on his or her role enactment;

Determine the requisites for delegation to avoid any problem during the process;

Determine the situation in which liquidity risk arises;

Determine the situations when a particular approach might be appropriate;

Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate;

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;

Determine the underlying concepts of Strategic Planning;

Determine the use of non-financial information together with financial information;

Determine the uses and purpose of accounting;

Determine when change acceleration is necessary;

Determine when delegation is not proper;

Determine why settlement risk has been historically a particular problem in the foreign exchange markets;

Develop a personal approach in using your time in the most productive way;

Develop and maintain a good time management habit;

Develop their personal “To-Do List;”

Develop their personal ABC123 prioritised planning;

Develop useful techniques for setting and achieving goals;

Develop ways to maximise their personal effectiveness;

Develop your own individualised plan of action.to maximise their use of time;

Devise a strategy that will reduce the negative effects of ‘change acceleration’;

Devise a workable marketing strategy for an organisation;

Devise an effective time management strategy;

Devise an organized and systematic schedule and handle it properly;

Devise methods of reducing stress levels;

Devise their personal planner;

Devise ways to avoiding time crunches;

Differentiate between investment appraisal criteria and investment decisions;

Differentiate between standing and single-use plan;

Differentiate cash from profit as a measure of performance, EBITDA;

Differentiate managerial control and worker autonomy and professionalism in mechanistic organisations;

Differentiate operational centralisation and decentralisation;

Differentiate social objectives from business objectives;

Directing/Leading;

Discover how variance analysis helps management understand the present costs and control future costs;

Discuss about future’s market risk;

Discuss about sensitivity analysis as risk management;

Discuss POSEC Method in relation to time management;

Discuss the co-ordinating mechanism in a simple structure;

Discuss the various components of operations management;

Discuss, with confidence, the implications of particular organisational structures have for communication and leadership styles;

Discuss, with confidence, the planning hierarchy;

Distinguish a Tall from a Flat Organisational Structure;

Distinguish among internal, upward and downward organisational accountability;

Distinguish between a leader and a managerial leader;

Distinguish between change strategies and approaches to change;

Distinguish between different approaches to marketing and their underlying philosophies;

Distinguish between different organisational structures;

Distinguish between formal and informal organisations;

Distinguish between fundamental types of structure;

Distinguish between informal management and formal management succession charts;

Distinguish between organismic and mechanistic structures;

Distinguish between strategic and operational change;

Distinguish between strategic planning and operational or business planning.

Distinguish between the basic types of structure;

Distinguish between the different sets of motivation theories, notably content, process and reinforcement;

Distinguish between the different types of matrix structures;

Distinguish between the speed of change and ‘change acceleration’;

Distinguish between the underlying concepts of delegation,

Distinguish cash and profit;

Distinguish groupthink from teamthink;

Distinguish the underlying concepts of delegating, empowerment and decentralization;

Draft a strategic plan for their organisation incorporating therein the key components.

Draft accounting reports and statements;

Draft an operational or business plan for their organisation.

Elucidate the concerns of managers in delegating;

Employ some tools for effective delegating.

Employ the correct change strategy that will create ‘winners’ even in a ‘most hopeless’ situation;

Enumerate examples of business and non-business organisations;

Enumerate some sources of operating risk;

Enumerate the benefits of effective time management;

Enumerate the different kinds of banking risk and explain each;

Enumerate the different stages in the product life cycle;

Enumerate the different time management tips for managers;

Enumerate the factors influencing effective delegation;

Enumerate the purposes of budgeting;

Enumerate the sources of finance;

Enumerate the types of variances and give the reasons for their occurrence;

Establish the cost/volume/profit (CVP) relationships;

Establish the link between financial risk and the market dynamics;

Establish the link between risk and equity market;

Establish the link between role and the internal environment;

Establish the links between the profit and loss account and balance sheet;

Establish the links between three accounting statements: the cash flow statement, profit and loss account and balance sheet;

Establish the primary role of technology in risk management;

Establish the relationship between delegation and external candidature;

Establish the relationship between planning and organisational control.

Establish the relationship between power, culture and organisational structure;

Establish the relationship between self-ideal and a performance enhancer;

Establish the relationship between strategic accounting systems, and the balanced scorecard; and

Establish the right environment for successful delegation;

Establish the role of international trade in economic development, sustainability and growth;

Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations;

Evaluate the performance of the person with whom the job was delegated and the result of the completed assignment;

Exemplify Investment in a particular industry;

Exhibit a heightened awareness of the constituents of organisational development;

Exhibit an understanding of the desirability of a limited turnover of staff;

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

Exhibit an understanding of the winning factors in bilateral trade agreements.

Exhibit their ability to conduct an external environmental analysis-OT;

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

Exhibit their knowledge of the situations when delegating is effectively executed;

Exhibit their knowledge of vertical and horizontal relationships and formal communication channels;

Explain at least 3 reasons for delegating;

Explain Efficiency and Performance;

Explain facets #1 and 2 of authority;

Explain how managers and subordinates benefit from delegating;

Explain how social objectives lead to profitability gain;

Explain probability and normal distribution;

Explain Profitability;

Explain some accounting language and terminology;

Explain the approaches to organisational design;

Explain the concept of   Chi-Squared Distribution;

Explain the concept of accruals and monetary concepts;

Explain the concept of batching technique and its relationship to time management;

Explain the concept of capital rationing and control of capital investment projects;

Explain the concept of delegation as internal promotion;

Explain the concept of Eisenhower method;

Explain the concept of informal plan.

Explain the concept of organisational culture;

Explain the concept of segmental expectations;

Explain the degree of decision-making and operational centralisation or decentralisation that persist in particular organisational structure and their implications for organisational effectiveness;

Explain the different classification of culture;

Explain the mechanism whereby the organisational activities can be co-ordinated;

Explain the motivation and the behavioural aspects of budgeting;

Explain the pickle jar theory;

Explain the relationship between worker autonomy and managerial control;

Explain the time management matrix;

Explain the underlying principle of financial risk management;

Explain, with examples, The DuPont system.

Exploit the benefits of information and communications technologies (ICTs) in the planning, communication and implementation of change, being mindful of their drawbacks;

Explore the bases for ‘division of labour/work’ in organisations and their relation to organisational effectiveness;

Expound the facet of authority, providing practical examples

Express familiarity with the concept of responsibility, authority and accountability as it relates to delegation;

Find out how statistical analysis is used as a risk management instrument;

Find out how the interest rate derivatives market are managed;

Follow the common trends in the popular motivation theories;

Formulate a comprehensive motivation strategy;

Formulate a workable motivation strategy;

Formulate strategies in handling unexpected job emergencies;

Gain a balance between professional goals and personal time;

Give the bases of divisional organisational structure;

Give the general definition of risk;

Handle e-mails, task and calendar systematically;

Have managed sensitivity training successfully;

Identify an organisational structure from verbal description;

Identify at least three tasks that can, and should, be delegated in Internal Selection;

Identify horizontal relationships in organisational design;

Identify role segments;

Identify some financial methods of measuring risk;

Identify some organisational tasks and determine how tasks are grouped;

Identify the components of cash flow statement;

Identify the concerns of managers in delegating;

Identify the difference between delegating authority and task;

Identify the difference between delegating authority, on the one hand, and task, on the other;

Identify the different internal and external users;

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

Identify the different planning and operational variances;

Identify the different sources of financial information;

Identify the key elements of published reports and accounts and explain each;

Identify the possible uncertainty and risk in budgeting and planning;

Identify the role expectations of social support;

Identify the set of complimentary relationship in every role;

Identify the single and mixed products;

Identify the standard costs of a company;

Identify the tasks which can be delegated;

Identify the various contingency factors in planning to prepare their organisation for any unforeseen or unexpected circumstances;

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;

Identify who are the users of accounting and financial information;

Illustrate a matrix organisational structure;

Illustrate a simple, functional and divisional organisational structure;

Illustrate communication channels in an organisational chart;

Illustrate how the contingency approach to motivation might be applied to different situations;

Illustrate lines of authority in an organisational chart;

Illustrate the advantages and disadvantages of each change strategy;

Illustrate the advantages and disadvantages of each strategy;

Illustrate the advantages and drawbacks of group involvement in decisions related to change;

Illustrate the channels of economic exposure;

Illustrate the difference between the hard approach to HRM and Soft approach to HRM.

Illustrate the effect of organisational structure on communication within an organisation;

Illustrate the models towards understanding risk;

Illustrate the strategic planning process;

Illustrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors;

Illustrate their knowledge of how to determine the skills required for the delegated task;

Implement change, whilst avoiding human and organisational casualties;

Implement techniques for minimising disruptions;

Indicate how to address problems in delegation;

Indicate the effects of risk in the economy;

Indicate the implications of particular life cycle stage for the success or demise of particular entrants or players;

Indicate the importance of vertical and horizontal relationships in organisational design;

Indicate the importance of vertical and horizontal relationships in organisational design;

Indicate the part that training and development play in worker motivation;

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

Indicate when translation exposure occurs;

Know how financial exposure risk are managed;

Know how financial risks are quantified;

Know how most managers apportioned their time;

Know how to properly delegate task;

Know how to refuse unreasonable requests in the proper manner;

Know the budget process, including activity based budgeting;

Know the characteristics of planning.

Know the concept of, and prepare a tactical plan for their organisation.

Know the degree of specificity of role in mechanistic organisations and organismic organisations;

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

Know the different purposes of planning.

Know the importance of delegation in increasing productivity and workflow;

Know the importance of lines of authority and accountability in organisations towards effective organisation communication;

Know the information contained in the balance sheet pertaining to the company;

Know the organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry;

Establish the reason for the existence of foreign currency market;

Know the right period for doing strategic planning.

Know the role actor or incumbent;

Know what determines the extent to which the company is affected by economic exposure;

Know what type of company is susceptible to transaction exposure;

Know when credit risk arises;

Learn about organisational and accounting control systems;

Learn how assert themselves politely and calmly;

Learn how to delegate authority for effective task performance;

Learn how to delegate responsibility with delegated tasks;

Learn how to develop competitive advantage;

Learn how to diffuse the impact of others;

Learn how to handle interruptions constructively;

Learn how to interpret statistical data;

Learn how to maintain their responsibility;

Learn how to manage risk with forward contracts;

Learn how to manage risk with SWAPS;

Learn how to manage their workloads more effectively;

Learn how to perform break-even analysis;

Learn how to predict business failure using the ALTMAN z-score;

Learn how to prioritise using decision matrices;

Learn how to use PESTEL in risk management;

Learn how to utilize their gap times;

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

Learn to identify and measure currency risk;

List down some matrix organisational types;

List some structural typologies and describe each;

List the different stages in the product life cycle;

Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory;

Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory;

Make use of the different time management tools to increase their work effectiveness and productivity;

Manage information flow and retrieval process;

Manage latent and manifest resistance to change;

Manage meetings more effectively as a time management device;

Manage projects in a systematic way;

Manage resources more efficiently;

Manage the motivation process, taking account of the differences in preferences and expectation of workers;

Manage the motivation process, taking account of the differences in preferences and expectation of workers;

Manage the process of motivation, taking account of socio cultural and economic differences;

Manage the process of motivation, taking account of socio cultural and economic differences;

Manage the relationship between the organisation and its internal and external stakeholders during the different stages of the change process;

Manage the risk of internal ‘sabotage’;

Manage the strategic role; and

Match the mode, channel and method of communication with the nature and stage of the change process;

Match the organisational design approach with the level of development of the organisation;

Match the organisational design approach with the level of development of the organisation;

Meet tight deadlines with time to spare;

Monitor progress and provide feedback about the delegated assignment;

Name at least 3 international trades associations, establishing their major objectives; and

Name at least 3 international trades associations, establishing their major objectives; and

Name the different planning tools;

Name the fundamental organisational structures and their variations;

Outline the planning hierarchy in reference to their own organisations;

Outline the planning hierarchy in reference to their own organisations;

Outline, with examples, Mintzberg’s ‘Bases of Co-ordinating’;  

Outline, with examples, Mintzberg’s bases of co-ordinating; and

Outline, with examples, the planning process, as it applies to different organisational levels;

Outline, with examples, the planning process, as it applies to different organisational levels;

Perform risk analysis;

Peruse business objectives through business objectives;

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

Prepare a cash flow statement for their company;

Prepare a plan incorporating all the necessary requirements;

Prioritise ‘urgent’ and ‘important’ activities;

Propose the desirable level of specialisation that might apply to particular organisational types and settings;

Propose the desirable level of specialisation that might apply to particular organisational types and settings;

Provide a working definition of accountability

Provide examples of different bases of divisional structure;

Provide the bases for structural contingencies

Provide the bases for structural contingencies;

Realise the importance of agenda;

Realise the importance of goals;

Realise the value of standard costing as a management tool;

Recognise the variety of causes of procrastination and apply relevant techniques to overcome them;

Recommend the most appropriate structure for an organisation, taking contingent factors into account;  

Reduce time spent in meetings yet contribute more effectively;

Regard time as an important resource;

Relate specific recruitment, selection, retention and exit issues to UK and European legislation;

Relate the concept of Maslow’s Hierarchy of Needs with effective time management;

Relate the part played by Rowntree in the development of personal management and human resource management;

Relate the theories of leadership to empirical research;

Select the right person to do the tasks;

Set parameters in delegating a task;

Set realistic goals through SMART method;

Set up a discussion when about task delegation;

Show the vertical relationships in an organisational chart;

Solve problems through the trading game scenario.

Specify and explain the four D’s in time management;

Specify risks that are associated with socio-cultural change;

Specify some qualitative approaches to financial risk assessment;

Specify the effects of poor time management;

Specify the implications of particular life cycle stage for the success or demise of particular entrants or players;

Specify the limitations of the conventional balance sheet;

Specify the new role for managers and accountants;

Specify the steps for running productive and effective meeting;

Specify what are involved in managing fraud risk;

Suggest at least 3 major contributions that international trades associations are likely to make to their export efforts;

Suggest how authority might be delegated effectively;

Suggest solutions to some problems in budgeting;

Suggest the approaches which might be adopted in designing an organisation;

Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees;

Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;

Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;

Suggest the strategies for handling descent from delegation;

Suggest ways to improve organisational culture;

Suggest ways to manage multiple tasks;

Synthesize the relationship between internal and external environmental analyses-SWOT;

Take a viable position in trade openness and productivity debate;

Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process;

Teach delegation skills to team leaders;

The world trade agreement (WTA) 1994;

Translate motivation theory into practice;

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;

Understand how to manage equity risk;

Understand organisational structure as roles and relationships;

Understand the concept of internal selection mechanism;

Understand the concept of multitasking;

Understand the difference between important and urgent activities/works;

Understand the principle of profit and profitability;

Understand the significance of statistics;

Understand the time value of money;

Understand the underlying concept of the prioritisation grid;

Understand the underlying principles of “time” in an organisational wide context;

Undertake tests to check the quality of their organisation’s strategic plan;

Use candidate assessment form in short listing and interviews;

Use effective delegation techniques at the workplace;

Use practical techniques for organising work;

Use some techniques in improving delegating skills;

Use the different strategic planning tools in preparing their organisation’s strategic plan.

Utilise the sensitivity analysis in decision-making to overcome risk and uncertainty;

Weight a candidate assessment form, on the basis of job description and personnel specification.

Postgraduate Diploma Programme Number 086 - Business Administration, Intensive Full-Time  {3 Months (5 Days -30 Hours) per Week}  Postgraduate Programme, Leading to Postgraduate Diploma in Business Administration. 

Programme Outline

Module 1

Business and Organisational Analysis

M1 - Part 1: Contextualising Organisational Analysis

M1 - Part 2: Role in an Organisational Context (1)

M1 - Part 3: Role in an Organisational Context (2)

M1 - Part 4: The Organisation’s Internal and External Accountability

M1 - Part 5: Organisational Design Metaphors and Relationships (1)

M1. Part 6: Organisational Design Metaphors and Relationships (2)

M1 - Part 7: Understanding Organisational Culture

Module 2

Organisational Improvement: Revitalising Organisations through Organisational Development and Change

M2 - Part 1: Organisational Development: Salient Issues

M2 - Part 2: Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness (1)

M2 - Part 3: Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness (2)

M2 - Part 4: Contextualising the Organisational Change Management Process (1)

M2 - Part 5: Contextualising the Organisational Change Management Process (2)

Module 3

Enhancing Managerial Effectiveness

M3 - Part 1: Time Management

M3 - Part 2: Contextualising Time Management

M3 - Part 3: Setting Goals/Objectives, Planning and Getting Organised

M3 - Part 4: Scheduling, Prioritising and Time Management Application

M3 - Part 5: Achieving Effective Time Management through Proper Meeting Management

M3 - Part 6: Managerial Leadership and Leader Behaviour in Organisations

Module 4

Employee Resourcing: Recruitment and Selection

M4 - Part 2: The Legal Bases of Employee Resourcing

M4 - Part 3:  Systematising the Recruitment and Selection Process

M4 - Part 4:  Practicalising the Recruitment and Selection Process

M4 - Part 5:  Organisational Retention Strategy

Module 5

Organisational Design: Structuring and Restructuring Organisations

M5 - Part 1: Contextualising Organisational Structure

M5 - Part 2: Organisational Design: Typologies and Principles

M5 - Part 3: Organisational Design Features

M5 - Part 4: Organisational Control, Communication and Decision-making in Matrix and Hierarchical Structures

M5 - Part 5: Empirical Exploration of Organisational Control, Communication Pattern and Decision-making in Matrix and Hierarchical Structures

M5 - Part 6: Organisational Structure and Flexibility: An Empirical Exploration

Module 6

Motivating Workers: Intrinsic and Extrinsic Rewards

M6 - Part 1: Conceptual and Contextual Motivation Issues

M6 - Part 2: Motivation Theories and Their Protagonists (1)

M6 - Part 3: Motivation Theories and Their Protagonists (2)

M6 - Part 4: Universalist and Contingency Approaches to Motivation

M6 - Part 5: Contextualising Motivation: Intrinsic and Extrinsic Values

Module 7

International Trade Promotion and Marketing (1)

Course Contents, Concepts and Issues

M7 - Part 1: Defining Marketing and the Marketing Process

M7 - Part 2: The Different Approaches to Marketing (1)

M7 - Part 3: The Different Approaches to Marketing (2)

M7 - Part 4: Understanding the Marketplace and Consumers (1

M7 - Part 5: Understanding the Marketplace and Consumers (2)

M7 - Part 6: Designing a Customer-Driven Marketing Strategy and Marketing Mix

Module 8

Delegating for Role and Organisational Effectiveness

M8 - Part 1: Factors Necessitating Delegation

M8 - Part 2: Contextualising Delegation

M8 - Part 3: Planning to Delegate

M8 - Part 4: Managerial Support to Delegate vs. Managerial Control

M8 - Part 5: Monitoring Delegatee’s Performance

M8 - Part 6: Delegatee Development: Maintaining and Improving Authority and Performance.

Module 9

Advanced Financial Accounting for Non-Accountants

M9 - Part 1: A Strategic View of the Business Environment (1)

M9 - Part 2: A Strategic View of the Business Environment (2)

M9 - Part 3: The Financial Statements and Financial Analysis  

M9 - Part 4: Budgeting and Short-term Planning

M9 - Part 5: Budgetary Control, and Long-Term Planning DCF and Capital Investment

M9 - Part 6: Financing the Business and Strategic Accounting

Module 10

Planning, Costing and Budgeting for Executive Decision Making

M10 - Part 1: Organisational Control: Role and Issues

M10 - Part 2: Budget and Budgeting

M10 - Part 3: Budget Construction and Control

M10 - Part 4: Different Approaches to Budgeting

M10 - Part 5: Throughput Accounting

Module 11

Financial Risk Management

M11 - Part 1: Risk: A Working Hypothesis

M11 - Part 2: Financial Risk and Unpredictability: Uncontrollable Environmental Issues

M11 - Part 3: Financial Risk Settings: A Meta-Analytical Exploration

M11 - Part 4: Financial Exposure as Risk

M11 - Part 5: Risk Management: A Conceptual and Statistical Meta-Analysis (1)

M11 - Part 6: Risk Management: A Conceptual and Statistical Meta-Analysis (2)

Postgraduate Diploma Programme Number 086 – Business Administration,  Intensive Full-Time {3 Months (5 Days -30 Hours) per Week} Postgraduate Programme, Leading to Postgraduate Diploma in Business Administration.