Executive Management Block 4: Enhancing Managerial Effectiveness, PG Course
Information Graphics for HRODC Postgraduate Training Institute.
Clickable YouTube Button Link LinkedIn Button Link Instagram Button Link Facebook Logo Button Link Tumblr Logo Button Link Reddit Button Link Twitter (X) Button Link TikTok Button Link Google Blog Button Link Google My Business Button Link Pinterest Logo Button Link
Course Finder Button Link Chat Link Button Home Button Link Past Delegates’ Link Button Email Link Button

Course number 032, Block 4 - Enhancing Managerial Effectiveness Course, Leading to Diploma – Postgraduate – in Enhancing Managerial Effectiveness and Executive Management Block 4, 36 Credit-Hours, accumulating to a Postgraduate Certificate, with 144 additional Credit-Hours, and a Postgraduate Diploma, with 324 additional Credit-Hours. Course contents include: Time Management, Time Management Defined, Time in an Organisational Wide Context: Acting in Time, The Cost of Time, Time Management Tools, Maximising Personal Effectiveness, Busy vs. Productive, Time Wasters/Time Robbers/Time Stealers/Time Bandits, Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits, Combating Procrastination, Diffusing the Impact of Others, Handling Interruptions Constructively, Asserting Yourself Politely and Calmly, Conquering Over-commitment ( Learn to say, “No”),  Contextualising Time Management,


The Four D’s of Time Management, Do, Delegate, Tasks Which Should Be Delegated, Effective Delegation Techniques, How to Delegate, Dump, Defer, Managing Multiple Task and Deadlines, Combating Work Related Stress, Balancing Personal and Professional Life, Avoiding Time Crunches, Handling Unexpected Job Emergencies, Human Multitasking, Benefits of Effective Time Management, Effects of Poor Time Management, Time Management Theories, Maslow’s Hierarchy of Needs, The Pickle Jar Theory, Pareto Principle or 80/20 Rule, Eisenhower Method,


POSEC Method, Goal Setting; Objective Setting, Planning and Getting Organised, Setting Goals and Objectives, What You Want to Achieve, Importance of Goal, Setting Realistic Goals Through SMART Method, Techniques for Setting and Achieving Goals, Planning, Management and Planning Tools, Using a Planner, Developing Action Plan, Getting Organised, Organising Your Workspace, Files and Folders, E-mail, Task and Calendar Managing, Information Flow and Retrieval Process, Information Overload, Schedule Management, Scheduling to Create Work-Life Balance, Creating Dynamic “To-Do List”, Reducing Mental Clutter, The Batching Technique, Utilise Time Gaps, Effective Follow-up System, Developing Time Management Habit, Transformational Leader.


 Course Co-ordinator:

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

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.


Course Duration: 6 Days


Course Cost:  £6,000.00  Per Delegate


The course cost does not include living accommodation. However, students and delegates are treated to 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.



Course Objectives

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

Appreciate the value of time in an organisational context;

Regard time as an important resource;

Apply the principle of throughput accounting to organisational;

Activities as a motivation towards effective time-management;

Devise an effective time management strategy;

Manage meetings more effectively as a time management device;

Apply effective time management to competitive situations;

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

Distinguish between a leader and a managerial leader;

Relate the theories of leadership to empirical research;

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

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

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


Course Contents, Concepts and Issues

Part 1: Time Management

Time Management Defined;

Time in an Organisational Wide Context: Acting in Time;

The Cost of Time;

Time Management Tools;

Maximising Personal Effectiveness;

Busy vs. Productive;

Time Wasters/Time Robbers/Time Stealers/Time Bandits;

Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits;

Combating Procrastination;

Diffusing the Impact of Others:

Handling Interruptions Constructively;

Asserting Yourself Politely and Calmly;

Conquering Overcommitment ( Learn to say, “No”).


Part 2: Contextualising Time Management


The Four D’s of Time Management:



Tasks Which Should Be Delegated;

Effective Delegation Techniques;

How to Delegate.



Managing Multiple Task and Deadlines;

Combating Work Related Stress;

Balancing Personal and Professional Life;

Avoiding Time Crunches;

Handling Unexpected Job Emergencies;

Human Multitasking;

Benefits of Effective Time Management;

Effects of Poor Time Management;

Time Management Theories:

Maslow’s Hierarchy of Needs;

The Pickle Jar Theory;

Pareto Principle or 80/20 Rule;

Eisenhower Method;

POSEC Method.


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


Setting Goals and Objectives:

What You Want to Achieve;

Importance of Goal;

Setting Realistic Goals Through SMART Method;

Techniques for Setting and Achieving Goals.


Management and Planning Tools;

Using a Planner;

Developing Action Plan.

Getting Organised:

Organising Your Workspace, Files and Folders;

E-mail, Task and Calendar Managing;

Information Flow and Retrieval Process;

Information Overload;

Schedule Management:

Scheduling to Create Work/Life Balance;

Creating Dynamic “To-Do List”;

Reducing Mental Clutter.

The Batching Technique;

Utilise Time Gaps;

Effective Follow-up System;

Developing Time Management Habit.


Part 4: Scheduling, Prioritising and Time Management Application


Effective Scheduling;

Steps in Scheduling.


The Prioritisation Grid;

Important vs. Urgent;

Time Management Matrix (Covey’s Four Quadrant Matrix);

To-Do List;

ABC123 Prioritised Planning;

Decision Matrix.

Time Management and Manager:

How Most Managers Apportioned Their Time;

Time Management Tips for Managers;

Effective Resource Management;

Workload Analysis;

Managing Workload;

Managing Disorganised Staffs.


Part 5: Achieving Effective Time Management through Proper Meeting Management

Meeting Management:

Creating an Effective Agenda;

Importance of Agenda;

Steps For Productive and Effective Meeting;



Reducing Time Spent on Meeting;

Meeting Menaces:

The Waffler;

The Turf Warrior;

The Assassin;

The Dominator;

The Interrupter.

Meeting Mismanagement.

Trading Game Scenario.


Part 6: Managerial Leadership and Leader Behaviour in Organisations

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