Business and Organizational Analysis, Postgraduate Course. Inc. Business Analysis, Organizational Analysis, Organizational Objectives, Division of Labour, Delegation, Responsibility, Accountability, Authority, Power, Subordinates, Task Performance, Responsibility, Management Succession, Selection, Clients, Role, External Environment, 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. |
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Seminar or Course Number
060 -
Business and Organisational Analysis Course, Leading to
Diploma - Postgraduate - in Business and Organisational
Analysis, 30 Credit-Hours, accumulating to a
Postgraduate Certificate, with 150 additional
Credit-Hours, and a Postgraduate Diploma, with 330
additional Credit-Hours.
Click to download the PDF Brochure for this Course.
Doctor of Philosophy {(PhD) {University College London (UCL)
- University of London)};
MEd Management (University of Bath);
Postgraduate (Advanced) Diploma Science Teacher Ed.
(University of Bristol);
Postgraduate Certificate in Information Systems
(University of West London, formerly Thames Valley University);
Diploma in Doctoral Research Supervision, (University of
Wolverhampton);
Teaching Certificate;
Fellow of the Institute of Management Specialists;
Human Resources Specialist, of the Institute of
Management Specialists;
Member of the Asian Academy of Management (MAAM);
Member of the International Society of Gesture Studies (MISGS);
Member of the Standing Council for Organisational
Symbolism (MSCOS);
Member of ResearchGate;
Executive Member of Academy of Management (AOM). There,
his contribution incorporates the judging of competitions, review of
journal articles, and guiding the development of conference papers. He
also contributes to the Disciplines of:
Human Resources;
Organization and Management Theory;
Organization Development and Change;
Research Methods;
Conflict Management;
Organizational Behavior;
Management Consulting;
Gender & Diversity in Organizations; and
Critical Management Studies.
Professor Dr. Crawford has been an Academic in the
following UK Universities:
University of London (Royal Holloway), as Research Tutor;
University of Greenwich (Business School), as Senior
Lecturer (Associate Professor), in Organisational Behaviour and Human
Resource Management;
University of Wolverhampton, (Wolverhampton Business
School), as Senior Lecturer (Associate Professor), in Organisational
Behaviour and Human Resource Management;
London Southbank University (Business School), as
Lecturer and Unit Leader.
His responsibilities in these roles included:
Doctoral Research Supervisor;
Admissions Tutor;
Postgraduate and Undergraduate Dissertation Supervisor;
Programme Leader;
Personal Tutor.
For Whom This Course is Designed
This Course is Designed For:
Classroom-Based Duration and Cost: |
Classroom-Based Duration: |
6 Days |
Classroom-Based Cost: |
£6,000.00
Per Delegate |
Group Discount: |
Varies With Group Size |
Group Residential Cost: |
Up To 86% Discount, Based on Numbers. |
Synchronous Online (Video-Enhanced) Duration and
Cost |
Online Duration: |
12 Days @ 3 Hours Per
Day |
Normal Online Cost: |
£4,020.00
Per Delegate |
T he
course cost does not include living accommodation. However,
delegates are treated with the following:
-
Free Continuous
snacks throughout the Event Days;
-
Free Hot Lunch on
Event Days;
-
Free City
Tour;
-
Free
Stationery;
-
Free On-site
Internet Access;
-
HRODC Postgraduate
Training Institute’s Diploma – Postgraduate; or
-
Certificate of
Attendance and Participation – if unsuccessful on resit.
HRODC Postgraduate Training Institute’s Complimentary Products include:
-
HRODC Postgraduate
Training Institute’s Leather Conference Folder;
-
HRODC Postgraduate
Training Institute’s Leather Conference Ring Binder/
Writing Pad;
-
HRODC Postgraduate
Training Institute’s Key Ring/ Chain;
-
HRODC Postgraduate
Training Institute’s Leather Conference (Computer –
Phone) Bag
– Black or Brown;
-
HRODC Postgraduate
Training Institute’s 8GB USB Flash Memory Drive,
with Course/ Programme Material;
-
HRODC Postgraduate
Training Institute’s Metal Pen;
-
HRODC Postgraduate Training Institute’s
Polo Shirt.
Location:
Central London and International Locations
Daily Schedule:
9:30 to 4:30 pm.
Course Objectives
By the conclusion of the specified learning and development
activities, delegates will be able to:
-
Define, describe
and analyse the nature of an organisation;
-
Distinguish
between formal and informal organisations;
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Identify some
organisational tasks and determine how tasks are grouped;
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Enumerate examples
of business and non-business organisations;
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Define objectives,
generally;
-
Differentiate
social objectives from business objectives;
-
Peruse business
objectives through business objectives;
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Explain how social
objectives lead to profitability gain;
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Explore the bases
for ‘division of labour/work’ in organisations and their relation to
organisational effectiveness;
-
Ascertain the
importance of delegating tasks;
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Demonstrate an understanding of the issue of ‘responsibility’ and
how it translates in superior-subordinate relationships in
organizations
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Provide a working definition of accountability
-
Expound the facet
of authority, providing practical examples
-
Demonstrate an understanding of the concept of power and how it
might be applied for the benefit of the organisation;
-
Ascertain the
concept of delegation;
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Analyse the concept of leasing in relation to delegating;
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Know the importance of delegation in increasing productivity and
workflow;
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Explain how managers and subordinates benefit from delegating;
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Identify the concerns of managers in delegating;
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Learn how to delegate authority for effective task performance;
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Learn how to delegate responsibility with delegated tasks;
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Enumerate the
factors influencing effective delegation;
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Analyse how
delegation contributes towards effective time management;
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Explain the
concept of delegation as internal promotion;
-
Distinguish
between informal management and formal management succession charts;
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Understand the
concept of internal selection mechanism;
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Establish the
relationship between delegation and external candidature;
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Explain facets #1
and 2 of authority;
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Define role;
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Identify the set of complimentary relationship in every role;
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Demonstrate a heightened understanding of role relationships;
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Determine some exemplifying roles;
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Know the role actor or incumbent;
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Analyse the perception in each role;
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Establish the link between role and the external environment;
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Establish the link between role and the internal environment;
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Define role set;
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Identify role segments;
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Ascertain the relationship between an incumbent’s experience and
role enactment;
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Ascertain the relationship between an incumbent’s role perception
and his or her role performance;
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Determine the place of an incumbent’s perceived role expectations on
his or her role enactment;
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Explain the concept of segmental expectations;
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Describe role as the behavioural expectations of a role set;
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Determine the boundary relationship of a role set;
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Identify the role expectations of social support;
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Describe the democratic incumbent, autocratic incumbent, the
generous incumbent, the dedicated incumbent, the social self and the
role of each;
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Describe self-ideal as a behavioural construct;
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Establish the relationship between self-ideal and a performance
enhancer;
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Distinguish among internal, upward and downward organisational
accountability;
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Manage the risk of
internal ‘sabotage’;
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Deal with external
organisational accountability;
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Know the organisation’s accountability to owners or sponsors,
clients, users, or customers, creditors, and sector or industry;
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Understand organisational structure as roles and relationships;
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Know the importance of lines of authority and accountability in
organisations towards effective organisation communication;
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Conceptualise classical organisational theory and design,
neo-classical, humanistic and contingency organisational design
approaches;
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Differentiate operational centralisation and decentralisation;
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Describe the bureaucratic organisations, adhocratic organisations,
mechanistic organisations, organismic organisations;
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Describe and enumerate some single and dual status organisations;
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Know the degree of specificity of role in mechanistic organisations
and organismic organisations;
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Differentiate
managerial control and worker autonomy and professionalism in
mechanistic organisations;
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Differentiate
managerial control and worker autonomy and professionalism in
organismic organisations;
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List some
structural typologies and describe each;
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Illustrate a
simple, functional and divisional organisational structure;
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Give the bases of
divisional organisational structure;
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Illustrate a
matrix organisational structure;
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List down some
matrix organisational types;
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Explain the
concept of organisational culture;
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Explain the
different classification of culture;
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Establish the
relationship between power, culture and organisational structure;
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Cite the link
between culture and managerial action; and
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Suggest ways to
improve organisational culture.
Course Contents, Concepts and Issues
Part 1: Contextualising Organisational Analysis
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Organisations: A
Definition;
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Formal and
Informal Organisations: A Distinction;
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Organisational
Task and Task Groupings;
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Business vs.
Non-business Organisations;
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Objectives
Defined;
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Social Objectives;
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Business
Objectives;
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Perusing Business
Objectives through Social Objectives;
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Profitability of
Social Objectives:
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Direct Gains;
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Indirect gains;
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Division of Work
or Labour;
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Delegation;
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Responsibility;
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Accountability;
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Authority
Demythified;
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Authority - Facet
#1;
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Authority - Facet
#2;
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Power.
Part 2A: Delegation as an Operational Imperative
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A Working
Definition of Delegation;
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The Concept of
‘Leasing’;
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Why Delegate?;
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How Managers
Benefit from Delegating;
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How Subordinates
Benefits from Being the Recipient of a Delegated Task;
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Managerial
Concerns about Delegating;
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Delegating
Authority for Effective Task Performance;
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Delegating
Responsibility with Delegated Task;
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Factors
Influencing Effective Delegation;
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Delegation in a
Time Management Context.
Part 2B: Contextualising Delegation
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Delegation as
Internal Promotion;
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Informal
Management Succession Charts;
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Formal Management
Succession Charts;
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Internal Selection
Mechanism;
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Delegation and
External Candidature;
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Authority: Facets
#1 and 2 Contextualised.
Part 3: Role in an Organisational Context
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Role: A Definition;
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The ‘Role Set’;
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Role and Role Relationships;
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Exemplifying Roles;
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The Role Actor or Incumbent;
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Role Perception;
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Incumbent’s Role Perception;
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Individual’s Role Perception;
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Role and the External Environment;
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Role and the Internal Environment;
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Defining the Role Set;
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Role Segments;
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The Relationship between an Incumbent’s Experience and Role
Enactment;
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The Relationship between an Incumbent’s Role Perception and His or
Her Role Performance;
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The Place of an Incumbent’s Perceived Role Expectations on His or
Her Role Enactment;
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Segmental Expectations;
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The Role as the Behavioural Expectations of a Role Set;
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The Boundary Relationship of a Role Set;
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Role Expectations of Social Support;
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The Democratic Incumbent;
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The Autocratic Incumbent;
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The Generous Incumbent;
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The Dedicated Incumbent;
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The Social Self;
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Self-Ideal as a Behavioural Construct;
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Self-Ideal and a Performance Enhancer.
Part 4: The Organisation’s Internal and External Accountability
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Internal Organisational Accountability;
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Upward
Organisational Accountability;
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Downward
Organisational Accountability;
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The Risk of
Internal ‘Sabotage’;
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External
Organisational Accountability;
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Accountability to Owners or Sponsors;
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Accountability to Clients, Users, or Customers;
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Accountability to Creditors;
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Accountability to Sector or Industry.
Part 5: Organisational Design Metaphors and Relationships
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Organisational Structure as Roles and Relationships;
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Lines of Authority and Accountability in Organisations;
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Unitary Command System: Classical Organisational Theory and Design;
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Dual and Multiple Command Systems: Towards Neo-Classical, Humanistic
and Contingency Organisational Design Approaches;
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Operational Centralisation;
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Operational Decentralisation;
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Bureaucratic Organisations;
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Adhocratic Organisations;
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Mechanistic Organisations;
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Organismic Organisations;
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Single Status Organisations;
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Dual Status Organisations;
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Role Specificity in Mechanistic Organisations;
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Role Specificity in Organismic Organisations;
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Managerial Control
vs. Worker Autonomy and Professionalism in Mechanistic
Organisations;
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Managerial Control
vs. Worker Autonomy and Professionalism in Organismic Organisations;
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Structural
Typologies;
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The Simple
Organisational Structure;
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Snippet of
Functional Organisational Structure;
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Snippet of
Divisional Structure;
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Bases of
Divisional Organisational Structure;
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Snippet of Matrix
Organisational Structure;
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Matrix
Organisational Types.
Part 6: Understanding Organisational Culture
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Concept of
Organisational Culture;
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Cultural
Classification:
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Role Culture;
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Task Culture;
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Power Culture.
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The Relationship
between Power, Culture and Organisational Structure;
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Culture and
Managerial Action;
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Organisational
Culture Improvement.
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