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: Corporate Managers; Executive Managers; Senior Managers; Middle Managers; Junior Managers; Business Analysts; Human Resource Managers; Board of Directors; Entrepreneurs; Supervisors; Organisational Development Practitioners; Management Graduates; Management Lecturers; Individuals with a genuine interest in Issues associated with Organisational Management. 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   The 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; Identify some organisational tasks and determine how tasks are grouped; Enumerate examples of business and non-business organisations; Define objectives, generally; Differentiate social objectives from business objectives; Peruse business objectives through business objectives; Explain how social objectives lead to profitability gain; Explore the bases for ‘division of labour/work’ in organisations and their relation to organisational effectiveness; Ascertain the importance of delegating tasks; Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations 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; Analyse the concept of leasing in relation to delegating; Know the importance of delegation in increasing productivity and workflow; Explain how managers and subordinates benefit from delegating; Identify the concerns of managers in delegating; Learn how to delegate authority for effective task performance; Learn how to delegate responsibility with delegated tasks; Enumerate the factors influencing effective delegation; Analyse how delegation contributes towards effective time management; Explain the concept of delegation as internal promotion; Distinguish between informal management and formal management succession charts; Understand the concept of internal selection mechanism; Establish the relationship between delegation and external candidature; Explain facets #1 and 2 of authority; Define role; Identify the set of complimentary relationship in every role; Demonstrate a heightened understanding of role relationships; Determine some exemplifying roles; Know the role actor or incumbent; Analyse the perception in each role; Establish the link between role and the external environment; Establish the link between role and the internal environment; Define role set; Identify role segments; 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; Determine the place of an incumbent’s perceived role expectations on his or her role enactment; Explain the concept of segmental expectations; Describe role as the behavioural expectations of a role set; Determine the boundary relationship of a role set; Identify the role expectations of social support; Describe the democratic incumbent, autocratic incumbent, the generous incumbent, the dedicated incumbent, the social self and the role of each; Describe self-ideal as a behavioural construct; Establish the relationship between self-ideal and a performance enhancer; Distinguish among internal, upward and downward organisational accountability; Manage the risk of internal ‘sabotage’; Deal with external organisational accountability; Know the organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry; Understand organisational structure as roles and relationships; Know the importance of lines of authority and accountability in organisations towards effective organisation communication; Conceptualise classical organisational theory and design, neo-classical, humanistic and contingency organisational design approaches; Differentiate operational centralisation and decentralisation; Describe the bureaucratic organisations, adhocratic organisations, mechanistic organisations, organismic organisations; Describe and enumerate some single and dual status organisations; Know the degree of specificity of role in mechanistic organisations and organismic organisations; Differentiate managerial control and worker autonomy and professionalism in mechanistic organisations; Differentiate managerial control and worker autonomy and professionalism in organismic organisations; List some structural typologies and describe each; Illustrate a simple, functional and divisional organisational structure; Give the bases of divisional organisational structure; Illustrate a matrix organisational structure; List down some matrix organisational types; Explain the concept of organisational culture; Explain the different classification of culture; Establish the relationship between power, culture and organisational structure; Cite the link between culture and managerial action; and Suggest ways to improve organisational culture.     Course Contents, Concepts and Issues     Part 1: Contextualising Organisational Analysis   Organisations: A Definition; Formal and Informal Organisations: A Distinction; Organisational Task and Task Groupings; Business vs. Non-business Organisations; Objectives Defined; Social Objectives; Business Objectives; Perusing Business Objectives through Social Objectives; Profitability of Social Objectives: Direct Gains; Indirect gains; Division of Work or Labour; Delegation; Responsibility; Accountability; Authority Demythified; Authority - Facet #1; Authority  - Facet #2; Power.     Part 2A: Delegation as an Operational Imperative   A Working Definition of Delegation; The Concept of ‘Leasing’; Why Delegate?; How Managers Benefit from Delegating; How Subordinates Benefits from Being the Recipient of a Delegated Task; Managerial Concerns about Delegating; Delegating Authority for  Effective Task Performance; Delegating Responsibility with Delegated Task; Factors Influencing Effective Delegation; Delegation in a Time Management Context.     Part 2B: Contextualising Delegation   Delegation as Internal Promotion; Informal Management Succession Charts; Formal Management Succession Charts; Internal Selection Mechanism; Delegation and External Candidature; Authority: Facets #1 and 2 Contextualised.   Part 3: Role in an Organisational Context   Role: A Definition; The ‘Role Set’; Role and Role Relationships; Exemplifying Roles; The Role Actor or Incumbent; Role Perception; Incumbent’s Role Perception; Individual’s Role Perception; Role and the External Environment; Role and the Internal Environment; Defining the Role Set; Role Segments; The Relationship between an Incumbent’s Experience and Role Enactment; The Relationship between an Incumbent’s Role Perception and His or Her Role Performance; The Place of an Incumbent’s Perceived Role Expectations on His or Her Role Enactment; Segmental Expectations; The Role as the Behavioural Expectations of a Role Set; The Boundary Relationship of a Role Set; Role Expectations of Social Support; The Democratic Incumbent; The Autocratic Incumbent; The Generous Incumbent; The Dedicated Incumbent; The Social Self; Self-Ideal as a Behavioural Construct; Self-Ideal and a Performance Enhancer.   Part 4: The Organisation’s Internal and External Accountability Internal Organisational Accountability; Upward Organisational Accountability; Downward Organisational Accountability; The Risk of Internal ‘Sabotage’; External Organisational Accountability; Accountability to Owners or Sponsors; Accountability to Clients, Users, or Customers; Accountability to Creditors; Accountability to Sector or Industry.   Part 5: Organisational Design Metaphors and Relationships 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; Managerial Control vs. Worker Autonomy and Professionalism in Mechanistic Organisations; Managerial Control vs. Worker Autonomy and Professionalism in Organismic Organisations; Structural Typologies; 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.   Part 6: 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.