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

Analyse how delegation contributes towards effective time management;

Analyse the concept of leasing in relation to delegating;

Analyse the perception in each role;

Ascertain how activity-based management improves processes and profitability;

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 delegating tasks;

Ascertain the importance of equity capital;

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

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 the strategy on how to create a cost-aware organisation;

Demonstrate familiarity with the different components of the profit and loss account;

Demonstrate familiarity with the outline of strategic management accounting;

Demonstrate familiarity with the structure of the cash flow statement;

Be knowledgeable of some key cost concepts;

Calculate the Return on Investment (ROI) in Education, Training and Development;

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

Cite the link between culture and managerial action;

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

Contrast job-costing systems and process costing and explain how they are used to accumulate, track and assign product costs;

Address the external organisational accountability;

Define free cash flows and identify the inclusions thereof;

Define gearing;

Define important cost terms and give their corresponding purpose;

Define investment;

Define objectives, generally;

Define profit;

Define role set;

Define role;

Define variance analysis and give its function;

Define, describe, and analyse the nature of an organisation;

Demonstrate a heightened knowledge of how training needs might be devised from Strategic Plans;

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 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 awareness of the importance of communication in the process of Human Resource Management;

Demonstrate their ability to conduct a Human Resource Audit;

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

Demonstrate their ability to lead a recruitment and Selection Team;

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

Demonstrate their understanding of distinction between Personnel Management and Human Resource Management;

Describe and enumerate some single and dual status organisations;

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;

Design a Job Description;

Design a Personnel Specification;

Design and Weight a Candidate Assessment Form (CAF);

Determine how cost of debt is measured;

Determine how rolling budget makes a manager’s budget realistic and attainable;

Determine how the budget of a business is plan and control through cost-management;

Determine some exemplifying roles;

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 influencing Human Resource Planning;

Determine the factors that Delegatees should ascertain before delegating tasks;

Determine the importance of is cash flow;

Determine the limitations of CVP analysis;

Determine the links between corporate planning and human resource planning;

Determine the organisation’s opportunity costs in providing Education, Training and Development for its Employees;

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

Determine the resources necessary to enhance individual and team performance;

Determine the support that Delegators should give to their Delegatees, during their performance of the specified tasks.

Determine the use of cost management information and its benefits;

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

Determine the uses and purpose of accounting;

Determine when there is a need to review an organization’s Human Resource Plans;

Differentiate between investment appraisal criteria and investment decisions;

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

Differentiate direct cost from indirect costs;

Differentiate fixed and flexed budget and determine under the situation under which they are used;

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

Differentiate operational centralisation and decentralisation;

Differentiate product cost from period costs;

Differentiate social objectives from business objectives;

Discover how cost drivers generate cost and give examples of cost drivers;

Discover how under-costing and over-costing influence profitability;

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

Discuss, with confidence, the factors that are associated with poor performance;

Distinguish absorption costing and variable costing;

Distinguish among internal, upward and downward organisational accountability;

Distinguish between Education, Training and Development;

Distinguish between formal and informal organisations;

Distinguish between informal management and formal management succession charts;

Distinguish cash and profit;

Distinguish fixed cost and variable costs and give examples for each;

Draft accounting reports and statements;

Elucidate the concerns of managers in delegating;

Enumerate examples of business and non-business organisations;

Enumerate the components of a master budget;

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 role and the external environment;

Establish the link between role and the internal environment;

Establish the link of process development to costing;

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 relationship between delegation and external candidature;

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;

Exhibit their ability to take appropriate measures to improve Individual and Team Performance;

Explain cost allocation in joint-cost situation;

Explain facets #1 and 2 of authority;

Explain how managers and subordinates benefit from delegating;

Explain how production-related activities are classified under cost hierarchy;

Explain how social objectives lead to profitability gain;

Explain how target costing and target pricing help determine and achieve a target cost for a product and specify their implications;

Explain some accounting language and terminology;

Explain the accountant’s role in the organisation;

Explain the concept of accruals and monetary concepts;

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

Explain the concept of delegation as internal promotion;

Explain the concept of organisational culture;

Explain the concept of segmental expectations;

Explain the different classification of culture;

Explain the motivation and the behavioural aspects of budgeting;

Explain the process and value of Human Resource Audit;

Explain the underlying concept of Investors in People (IIP);

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

Expound the facet of authority, providing practical examples;

Find out how life cycle product budgeting and costing assist in pricing decision;

Find out how zero-based budgeting fixed poorly figured, previously budgeted amount;

Give the bases of divisional organisational structure;

Identify role segments;

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 different internal and external users;

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;

Explain the following aspects of ratio analysis: Profitability; Efficiency and performance; Liquidity; Investment; Cash flow; The DuPont system;

Identify the linkages between ABM and ABC;

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 stages and flow of cost in activity-based costing (ABC);

Identify the standard costs of a company;

Identify who are the users of accounting and financial information;

Illustrate a matrix organisational structure;

Illustrate a Simple, Functional and Divisional organisational structure;

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

Illustrate, vividly, how the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Factors impinge on Employee Resourcing, incorporating Human Resource Planning;

Indicate the significant aspects in the Development of Personnel Management and Human Resource Management;

Explain the budget process, including activity-based budgeting;

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

Illustrate the importance of delegation in increasing productivity and workflow;

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

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

Explain, with suitable examples, the organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry;

Demonstrate their knowledge of organisational and accounting control systems;

Illustrate how to delegate authority for effective task performance;

Suggest how to delegate responsibility with delegated tasks;

Explain how to develop competitive advantage;

Demonstrate their ability to perform break-even analysis;

Demonstrate their ability to predict business failure using the ALTMAN z-score;

Link Employee Resourcing with Business and Organisational Development;

Link resources, activities, and management;

List some structural typologies and describe each;

Locate Performance Management in an appropriate context;

Manage the risk of internal ‘sabotage’;

Manage the strategic role:

Name the three major influences on pricing decisions;

Outline the activity-based budgeting process;

Perform a risk analysis;

Peruse business objectives through business objectives;

Prepare a cash flow statement for their company;

Provide a working definition of accountability;

Realise the value of standard costing as a management tool;

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

Specify the limitations of the conventional balance sheet;

Specify the new role for managers and accountants.

Suggest solutions to some problems in budgeting;

Suggest the importance of Human Resource Planning in Organisation Management;

Suggest ways to improve organisational culture.

Suggest ways to integrate continuous improvement into variance analysis;

Demonstrate their understanding of organisational structure as roles and relationships;

Demonstrate their understanding of the concept of internal selection mechanism;

Demonstrate their understanding of the principle of profit and profitability;

Demonstrate their understanding of the principle of transfer pricing;

Demonstrate their understanding of d the time value of money;

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

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

M1. Part 1: Contextualising Organisational Analysis

M1. Part 2: Delegation as an Operational Imperative

M1. Part 3: Contextualising Delegation

M1. Part 4: Role in an Organisational Context

M1. Part 5: The Organisation’s Internal and External Accountability

M1. Part 6: Organisational Design Metaphors and Relationships

M1. Part 7: Understanding Organisational Culture

M1. Part 8: From Personnel to Human Resource Management: A Strategic Development

M1.  Part 9: Human Resource Management As A Strategic Tool

M1. Part 10: Strategising Employee Resourcing (1)

M1. Part 11: Strategising Employee Resourcing (2)

M1. Part 12: Motivation in Human Resource Management

M1. Part 13: Contextualising Motivation in Human Resource Management

M1. Part 14: Diversity Management and Its Importance in Human Resource Management 

M1. Part 15: Diversity Management or Mismanagement: Organisational Enhancement or Catastrophe?

M1. Part 16: Project Management: Overview

M1. Part 17: Project Initiation 

M1. Part 18: Project Planning Process

 M1. Part 19: Project Execution and ControlM1. Part 20: Project Monitoring and Evaluation

 M1. Part 21: Project Termination or Closure

 M1. Part 22: Management and Cost Management Fundamentals: A Review of Key Cost Concepts

 M1. Part 23: Different Approaches to Costing (1)

 M1. Part 24: Cost Planning and Pricing Decisions: Life – Cycle – Costing, Target Costing and Target Pricing

 M1. Part 25: A Strategic View of the Business Environment (1)

 M1. Part 26: A Strategic View of the Business Environment (2)

  M1. Part 27: The Financial Statements and Financial Analysis

 M1. Part 28: Budgeting and Short-term Planning

 M1. Part 29: Budgetary Control, and Long-Term Planning DCF and Capital Investment Appraisal

M1. Part 30: Financing the Business and Strategic Accounting

M1. Part 31: A Strategic View of the Business Environment (1)

M1. Part 32: A Strategic View of the Business Environment (2)

M1. Part 33: The Financial Statements and Financial Analysis

M1. Part 34: Budgeting and Short-term Planning

M1. Part 35: Budgetary Control, and Long-Term Planning DCF and Capital Investment Appraisal

 M1. Part 36: Financing the Business and Strategic Accounting

Assistant Vice Chancellor for Advancement;

Board of Directors;

Brand Managers;

Client Service Managers;

Consultants;

Corporate Administration Advisor;

Corporate Directors;

Corporate Managers;

Customer Service Managers;

Department Heads;

Development Training Coordinator;

Director of Leadership, Services and Consulting;

Director, Executive and Leadership Development;

Director, Strategic Business Improvements;

Divisional Directors;

Entrepreneurs;

Executive and Management Development Directors;

Executive Managers;

External Change Agents;

HR Leader, Global HR Leadership Development;

Human Resource Managers;

Human Resource Personnel;

Human Resource Professionals;

Individuals with a genuine interest in Issues associated with Organisational Management.

Internal Change Agents;

Internal Corporate Consultant;

Junior Managers;

Lead Employees who need to excel at designing, developing, and delivering successful training programmes;

Learning and Development Facilitator;

Learning and Organizational Effectiveness Manager;

Life Cycle Specialists;

Line Managers and Design Teams;

Management Graduates;

Management Lecturers;

Manager, Global Organizational and Leadership Development;

Managing Director, Teacher Leadership Development;

Marketing Consultant;

Marketing Executives;

Marketing Lecturers;

Marketing Researchers;

Middle Managers;

Organisational Change Agents;

Organisational Development (OD) Professionals and Practitioners;

Organisational Development Practitioners;

Performance Consultants;

Product Designers;

Professional Development Manager;

Project Management Team Lead;

Relationship Managers;

Sales Executives;

Sales Managers;

Senior Managers;

Specialist, Professional Learning;

Supervisors;

Supervisors;

Talent Development and Learning Specialist;

Team Leaders – Materials Management;

Team Leaders;

Training and Development Specialists;

Training and Quality Assurance Coordinator;

Training Specialists;

Vice Provost, Faculty Affairs;

Vulnerability Management Team Lead;

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

All others interested in ensuring that there is a high rate of return on Marketing Investment.

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

Appreciate the difference between individual stress tolerance levels;

Appreciate the importance of change institutionalisation;

Appropriately define organisational structure;

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

Assess the importance of effective communication in successful Organisational Development and Change.

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 equip a training room for maximum impact and effectiveness, within organisational budget and other constraints;

Be aware of the taxonomy of educational objectives and translate these into individual capability and achievements;

Be capable of designing evaluation questionnaire for individual courses, training programmes, and presenters;

Be conversant with the theories of learning and memory crucial to the development and implementation of training programmes;

Be equipped with the immediate and future training and development needs;

Chart the value of influence and rational empirical change strategies in ensuring worker comment to the change process;

Demonstrate a positive perception of the value of a learning organisation to co-operate effectiveness;

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

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 importance of inter-personal skills in the continuing performance of autonomous work teams;

Demonstrate an understanding of the relationship between high performance teams and ‘Risky;

Demonstrate and understanding of the place of equity in the functioning of high productivity teams;

Demonstrate exceptional leadership in the management of the learning environment;

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

Demonstrate the ability to place equity in the context of organisational reward;

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

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

Demonstrate their ability to conduct individual, team and organisational training needs analysis;

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

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 prepare for and make effective oral presentations;

Demonstrate their awareness of change management and human resource implications;

Demonstrate their awareness of the inevitability of organisational   change;

Demonstrate their understanding of at least 2 approaches to leadership;

Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioral control over their subordinates, respectively;

Demonstrate their understanding of the relationship between fielder’s situational model & McGregor’s Theory ‘X’ & Theory ‘Y’ leadership styles;

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

Design a strategy for the initiation development launching empowerment and support of high-performance teams in their organizations;

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

Design appropriate assessments and assessment strategy of award-bearing components of training programmes;

Design appropriate delegate activities relevant to the stated learning objectives;

Design appropriate in-course evaluation;

Design courses that account for individual training needs and learning curve;

Design learning experiences that will ensure that learning;

Design learning objectives, mindful of what can be realistically achieved - in terms of the experience and motivation of delegates;

Design measures, which will ensure change institutionalisation;

Determine organisational success factors;

Determine the different stages of process consultation;

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

Determine the importance of training and development in the ‘culturing’ of high-performance teams;

Determine the key role that organisational change agent play in driving the process forward;

Determine the most appropriate Organisational Change strategy that should be employed in particular change and organisational contexts;

Determine the most appropriate way to organise training and development courses;

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

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 ways of reducing latency in organisational change process;

Determine when change acceleration is necessary;

Determine when training intervention is necessary;

Develop an awareness of the relationship between organisational structure and leader and organisational flexibility;

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

Devise methods of reducing stress levels;

Discuss the co-ordinating mechanism in a simple structure;

Discuss the positive effect of high-performance teams to the enhancement of ‘Organisational Learning’ and ‘Learning Organisation’;

Distinguish between change strategies and approaches to change;

Distinguish between different organisational structures;

Distinguish between groups and mere aggregations;

Distinguish between organismic and mechanistic structures;

Distinguish between strategic and operational change;

Distinguish between task forces, committees, command groups and boards;

Distinguish between the basic types of structure;

Distinguish between the concepts of ‘leader’ and ‘managerial leader’;

Distinguish between the different types of matrix structures;

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

Effectively manage a training department;

Effectively manage commissioning relationships; and

Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation;

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

Establish the symbiotic relationship between Organisational Development and Organisational Change;

Exhibit a heightened awareness of the constituents of organisational development;

Exhibit their ability to conduct an external environmental analysis;

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

Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turnover level Point to specific empirical research supporting the relationship between participative leadership behaviour and organisational effectiveness.

Explain the approaches to organisational design;

Explain the motivation behind the excellence of high-performance teams;

Explain the relationship between the ‘goal-path model’ of leadership & the expectancy theory of motivation;

Exploit the benefits of Information and Communications Technologies (ICTs) in the planning, communication and implementation of change, being mindful of their drawbacks;

Identify an organisational structure from verbal description;

Identify horizontal relationships in organisational design;

Illustrate communication channels in an organisational chart;

Illustrate how the issue of added value might be instilled by high performance teams;

Illustrate how their organisations can benefit from high performance teams;

Illustrate lines of authority in an organisational chart;

Illustrate the advantages and disadvantages of each change strategy;

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

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

Illustrate the importance of members’ understanding of team dynamics for effecting their team building and maintenance roles;

Illustrate the role of the internal and external Organisational Development Consultant (OD) in supporting the development maintenance and crisis management of high-performance teams;

Illustrate the value of high-performance teams in enhancing organisational development;

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

Implement change, whilst avoiding human and organisational casualties;

Incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the effectiveness of individual training courses;

Indicate the function of communication as a medium of the transmission of values and role relationships in autonomous work teams;

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

Link organisational and subsystem business strategy to training and development strategy;

List the different stages of operational control;

Manage latent and manifest resistance to change;

Manage Sensitivity Training successfully;

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

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;

Meet the objectives - taking account of relevant factors associated with established principles of learning;

Name the fundamental organisational structures and their variations;

Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively;

Position the training department within organisational corporate structure;

Provide at least three alternative phrases for the concept of high-performance teams;

Provide examples of different bases of divisional structure;

Provide the bases for structural contingencies;

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

Show the vertical relationships in an organisational chart;

Strike a balance between macro-organisational development and micro-organisational development;

Suggest how effective conflict management might enhance the lifespan of high productivity teams;

Suggest how informal groups might be empowered to enhance organisational effectiveness.

Suggest problems with equalities or traits approaches;

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

Suggest the degree to which leadership styles plays a part in affecting the success or failure of the change process;

Suggest the difference in interpretation of groups and teams;

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

Suggest the most appropriate operational stage that is supportive of the continuance of high productivity in high performance teams;

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

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

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;

Use case examples to illustrate the need for culturing the appropriate leadership styles and strategies that are conducive to the sustainability of high-performance teams in their organizations;

Use different internal sources of information to assess organisational health.

M2. Part 1: Marketing: Creating and Capturing Customer Value

M2. Part 2: Company and Marketing Strategy: Partnering to Build Customer Relationships

M2. Part 3: Analysing the Marketing Environment

M2. Part 4: Managing Marketing Information to Gain Customer Insights

M2. Part 5: Understanding Consumer and Business Buyer Behaviour

M2. Part 6. Customer-Driven Marketing Strategy: Creating Value for Target Customers

M2. Part 7: Products, Services, Brands, and Customer Value: Managing Product Life Cycle

 

M2. Part 8 - Organisational Development: Salient Issues

M2. Part 9 - Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness (1)

M2. Part 10 - Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness (2)

M2. Part 11 - Contextualising the Organisational Change Management Process (1)

M2. Part 12 - Contextualising the Organisational Change Management Process (2)

M2. Part 13: Education, Training and Development

M2. Part 15: Learning & its Application to Organisations (1)

M2. Part 16: Learning & its Application to Organisations (2)

M2. Part 17: Role of Internal Trainer (1)

M2. Part 18: Role of Internal Trainer (2)

M2. Part 19: Training Interventions

M2. Part 20: Training Policy and Strategy

M2. Part 21: Induction, Appraisal and Probation

M2. Part 22: Learning Organisation: An Introduction

M2. Part 23: Organisational Learning & Learning Organisation

M2. Part 24: Leadership and Managerial Leadership

M2. Part 25: Executive Leadership and Performance

M2. Part 26: Perception, Contingency, and Actualisation in Leadership

M2. Part 27: Executive Leader Development

M2. Part 28: The High-Performance Leadership Game (1)

M2. Part 29: The High-Performance Leadership Game (2)

M2. Part 30: Contextualising Organisational Structure

M2. Part 31: Organisational Design: Typologies and Principles

M2. Part 32: Organisational Design Features

M2. Part 33: Organisational Control, Communication and Decision-making in Matrix and Hierarchical Structures

M2. Part 34: Empirical Exploration of Organisational Control, Communication Pattern and Decision-making in Matrix and Hierarchical Structures

M2. Part 35: Organisational Structure and Flexibility: An Empirical Exploration

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