By the conclusion of the specified learning and
development activities, delegates will be able to:
Demonstrate
a heightened understanding of Critical Incident
Reports and their value in Training Needs
Analysis;
Address
some of the shortcomings of Traditional
Appraisal Systems;
Address the salient issues associated with
Dysfunctional Behaviours;
people and organisations define and manage their
learning;
Ascertain how return on investment can be achieved
to justify the funding for the employee’s training;
Ascertain the concept of Delegation;
Ascertain the importance of Delegating Tasks;
Demonstrate their ability to employ Transactional
Analysis in a Team Context;
Demonstrate their ability to formulate a
comprehensive Motivation Strategy;
Demonstrate their ability to lead a Recruitment and
Selection Team;
Ascertain the relationship between an incumbent’s
experience and role enactment;
Calculate Return on Investment (ROI) from education,
training and development;
Cite Specific legislation and related cases relevant
to particular job design issues;
Analyse education, training, and development
programmes, determining their potential
effectiveness (fit-for-purpose);
Analyse how delegation contributes towards effective
time management;
Analyse the concept of leasing in relation to
delegating;
Analyse the perception in each role;
Apply appropriate rewards and, or punishment that
are applied to a given team situation, thereby
promoting ‘Team Functionality’;
Apply group dynamics to organisational settings;
Apply the ‘equity’
theory to work situation from a ‘differentiation
perspective’, rather than an ‘equality perspective’;
Ascertain how lifelong learning marks a decisive
turning point in the way that
Cite
the link between culture and managerial action;
Clarify roles in team settings;
Conceptualise classical organisational theory and
design, Neo-Classical, Humanistic, and Contingency
Organisational Design Approaches;
Conduct an Appraisal Interview;
Conduct Individual and Panel Interviews;
Critically appraise existing motivation strategy
within their organisations, identifying and
addressing gaps;
Customise, through a synthesis of existing systems,
and an appropriate appraisal scheme that takes
account of their unique cultural setting;
Deal with external organisational accountability;
Defend the use of periodic and exit interviews;
Define objectives, generally;
Define reward in an employee relation context;
Define a role set;
Define the concept of role;
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 how
Organisational Training Needs Analysis, Subsystem
Training Needs Analysis and Individual Training
Needs Analysis are conducted;
Demonstrate a heightened understanding of role
relationships;
Demonstrate a heightened understanding of the group
processes and organisational change;
Demonstrate a heightened understanding of the types
and levels of team leadership;
Demonstrate a heightened understanding of the
underlying notions of Organisational Development,
establishing how a effective Training Needs Analysis
might lead towards its enhancement;
Demonstrate a high level of understanding of a team
attempts to replace a situational leader, to enhance
stability, acceptability or renewed or clarified
mission or objectives;
Demonstrate an awareness of how a Personnel Demand
Forecast (PDF) is conducted;
Demonstrate an awareness of the ‘Team Building and
Maintenance Roles’ that will improve team
effectiveness;
Demonstrate an effective ‘leader behaviour’ when
dealing with dysfunctional behaviours;
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 notion that
societal socio-economic hierarchy might be
informally represented in teams;
Demonstrate an understanding of the value of
Internal Selection;
Demonstrate how popular
motivation theories have contributed to our
understanding of worker behaviour;
Demonstrate the effectiveness of the strategy that
they have devised for dealing with intra-team
competition;
Demonstrate the need to
balance the ‘individualist’ and ‘collectivist’
perspective to motivation;
Demonstrate the relationship between Job Evaluation
or Job Tasks and Role Analysis and the determination
of training gaps, in Training Needs Analysis;
Demonstrate the use of Human Resource Plan in the
determination of individual training needs;
Demonstrate their ability to manage recruitment and
selection within a ‘resourcing context’;
Demonstrate their ability to avert the halo and
thorny effects in appraisal;
Demonstrate their ability to conduct a Human
Resource Audit;
Demonstrate their ability to conduct a Job Analysis;
Demonstrate their ability to deal with the
psychological effect of disbandment;
Demonstrate their ability to determine the type of
commitment that motivates specific individuals to
join an organisation;
Demonstrate their ability to manage conflict
effectively, incorporating the occasions when it
should be encouraged;
Demonstrate their ability to translate motivation
theory into practice
Demonstrate their appreciation of the fact that
workers belong to different classes, in society;
Demonstrate their
appreciation of the need for a variance in intrinsic
and extrinsic values of motivation;
Demonstrate their awareness of the value of team
cohesiveness and team solidarity, and the dangers of
over-cohesiveness;
Demonstrate their competence in the measurement of
efficiency gains and suggest ways on how to enhance
it;
Demonstrate their grasp of the fundamentals of
Performance Management;
Demonstrate their understanding of the ‘risky shift
syndrome’, outlining the steps that they will take
to avert it;
Demonstrate their understanding of the importance of
‘Gatekeeping’ in teams’ formal settings;
Demonstrate their understanding of the legal bases
of Employee Resourcing;
Demonstrate their understanding of the theoretical
and practice bases of Team Dynamics;
Demonstrate what Personnel Deployment Charts (PDC)
are and how they may be used in the determination of
Departmental Training Needs;
Demonstrate their understanding of the social and
psychological relevance of the stages of formation
of a team;
Describe and enumerate some single and dual status
organisations;
Describe at least two Non-Conventional Selection
Methods;
Describe role as the behavioural expectations of a
role set;
Describe the key procedures and skills required to
implement Action Learning;
Describe the Organisational Learning Process as part
of a Training Needs Analysis;
Describe the role of Training in the promotion of
Macro Organisational Development and Micro
Organisational Development;
Design an effective induction Package;
Design A Job Description and a Personnel
Specification for specified roles;
Design effective ways of stabilizing staff turnover;
Detect Dysfunctional Behaviours;
Determine how Client or Customer Feedback can be
used in determining gaps that workers’ pre-existing
in skills, knowledge and expertise;
Determine how Task Competencies Analysis Report can
be used in enhancing the effectiveness of
departmental and individual training needs analysis;
Determine some exemplifying role behaviour;
Determine the appropriate extrinsic rewards that
might contribute to workers’ improved performance;
Determine the boundary relationships of a role set;
Determine the criteria that are used to evaluate
remuneration structure;
Determine the criteria that are used to evaluate a
Remuneration Structure;
Determine the different ways of developing synergy
in the learning process;
Determine the factors that negatively or positively
affect remuneration systems;
Determine the objectives of Performance Appraisals;
Determine the optimum team size for its effective
functioning;
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 training applications of Experiential
Learning and learn how to utilise effectively the
powerful potential of Learning From Experience;
Determine why a temporary team is likely to be more
problematic to lead than a permanent one;
Develop a strategy to manage poor performance;
Develop effective communication strategies that
might be applied to team settings, minimising
technical language;
Develop the necessary skills, through some
collaborative learning opportunities;
Describe, with examples, the concepts of Managerial
Control, Worker Autonomy, and Professionalism, in
Mechanistic and Organismic Organisations;
Differentiate between Operational Centralisation and
Decentralisation;
Differentiate between Social Objectives and Business
Objectives;
Outline some of the factors that might be associated
with poor performance;
Distinguish between Education, Training and
Development as important Organisational Investments;
Distinguish between Internal, Upward and Downward
‘Organisational Accountability’;
Enumerate the factors influencing Effective
Delegation;
Establish a basis for Standard Setting in their
Teams;
Establish and Monitor Work-related Targets;
Establish the Efficiency Gains that an organisation
might derive from the Education, Training, and
Development of its employees;
Establish the link between a
role and its External Environment;
Establish the link between role and the Internal
Environment;
Establish the Symbiotic Relationship between Power,
Culture and Organisational Structure;
Distinguish between Command Teams, Boards,
Committees, and Task Forces;
Distinguish between Formal and Informal
Organisations;
Distinguish between groups and mere aggregations;
Distinguish between informal and formal Management
Succession Charts;
Distinguish between Temporary Committees and
Standing Committees;
Distinguish between the different sets of Motivation
Theories, notably Content, Process, and
Reinforcement;
Elucidate the concerns that managers have, resulting
in their hesitation to Delegate;
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 effort that they will make to enhance
the ‘critical faculty’ of their team;
Elucidate the use of Management Succession Plans in
the determination of Individual Developmental Needs;
Enumerate examples of Business and Non-Business
Organisations;
Enumerate the Approaches, Methods and Techniques of
Training Needs Analysis, explaining each in detail;
Establish the relationship between the Self-Ideal
and a Performance Enhancer;
Evaluate the appropriateness of the application of
some theoretical aspects of motivation to specific
situations;
Evaluate the effectiveness of Individual Appraisal
Systems to Performance Measurement;
Evaluate the effectiveness of their strategy for
addressing the situations where team members seek
sympathy;
Exhibit a knowledge of the intimidating effect that
class might have on team members, and, hence, the
leader’s responsibility to ensure that this informal
hierarchy is dispensed with in the promotion of a
‘Classless Team’;
Exhibit an understanding of the desirability of a
limited turnover of staff;
Exhibit tact in discouraging team members’
distracting behaviours;
Exhibit their ability to take appropriate measures
to improve Individual and Team Performance;
Explain and evaluate the rationale for Performance
Related Pay (PRP);
Explain at least three Appraisals Systems;
Explain facets Numbers1 and 2 of Authority;
Explain how managers and subordinates benefit from
Delegating;
Explain how social objectives might lead to
Profitability Gains;
Explain how Supervisory Reports might best be used
to determine the Skills, Knowledge. and Attitude
deficiency of an individual, in the performance of
his or her role;
Explain the bases for the feeling of ‘Togetherness’
or ‘Awareness’ in an ‘Aggregation’;
Explain the bases of Reward Management;
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 occasions in which a situational leader
is likely to emerge;
Explain the process and value of Human Resource
Audit;
Explain the process of 360 Degrees Feedback, the
data analysis process, and the way in which the
information that has been produced, might be used in
determining the know, skills and attitudes that need
to be developed for the individuals concerned;
Explain the Reward Model;
Explain the Team Typological Bases;
Explain the underlying concept of Investors in
People (IIP);
Explain what Assessment Centres are and the way in
which the information from them might be used as a
basis for determining Individual Competency Levels;
Explain why a team’s disbandment might have a
negative psychological effect on members and the
team leader
Explore the bases for ‘Division of Labour or Work’,
in organisations and their relation to
organisational effectiveness;
Expound the Facets of Authority, providing practical
examples;
Expound the common
trends in the popular motivation theories;
Formulate a workable Motivation Strategy;
Formulate and evaluate a recommended Remuneration
Package;
Suggest the organisational benefits that are
associated with initiatives akin to
‘Investors-in-People’;
Establish the positive bases of a Divisional
Organisational Structure;
Highlight the value of Operational Plans in the
determination of Departmental Training Needs;
Highlight the value of Training Needs Survey in
Training Needs Analysis;
Identify at least three tasks that can, and should,
be delegated in Internal Selection;
Identify how an organisation might facilitate
Organisational Development;
Identify the Role Segments of a specified Role;
Identify some Organisational Tasks, determining the
bases of their grouping;
Suggest the main concerns that managers have,
regarding delegation;
Identify the difference between delegating
authority, on the one hand, and delegating task, on
the other;
Identify the rationale for and definition of
Training Needs Analysis (TNA);
Identify the main sources of information for TNA,
and the factors which should be taken into
consideration when choosing which among the
approaches will be used;
Illustrate a Matrix Organisational Structure;
Provide Illustrative examples of Simple, Functional,
and Divisional Organisational Structures;
Suggest some of the constraints that any specific UK
Protective Legislation place on the Recruitment,
Selection, and Management of Employees;
Suggest the difference in interpretation of Groups
and Teams;
Suggest the importance of Reward Management in
organisation;
Suggest ways of improving Group Morale, while
enhancing the entity’s effectiveness
Suggest ways to counteract the effect of the
Informal Hierarchy in Non-Command Teams;
Illustrate how the
Contingency Approach to Motivation might be applied
to different situations;
Illustrate how they might resolve interpersonal
problems among team members;
Illustrate how they will determine the contribution
of each team member to the entity’s Goal
Accomplishment;
Illustrate how they will enhance the issue of
‘gatekeeping’ to ensure that team members, in
general, participate in team meetings, extending
support to the weak, ensuring that introverted team
members are not intimidated or ‘crushed’ by the
extroverts;
Illustrate the organisational, individual, and
subsystems benefits of Performance Appraisal;
Successfully, implement a ‘360 Degree Appraisal
Programme’;
Indicate how they will establishing key competencies
in their teams;
Indicate how they will help their team members to
channel their energies into task performance,
establishing realistic goals;
Indicate how they will recognise resonation in their
teams, outlining the steps that they will take to
avert or reduce its occurrence;
Indicate how they will reward exceptional
performance in their teams;
Indicate how they would address the problem of
‘blocking’, effectively, in their teams;
Indicate the
contribution of Training and Development in Worker
Motivation;
Indicate the range of tangible rewards that might be
utilised in a team;
Indicate the steps that they will take to harmonise
the relationship in their teams;
Internalise the dysfunctional effect of ‘resonation’
in a team context;
Outline the degree of ‘role specificity’ that exists
in Mechanistic Organisations, on the one hand, and
Organismic Organisations, on the other;
Outline the importance of delegation in increasing
workflow and productivity;
Suggest the importance of Lines of Authority and
Accountability in organisations, and their effect on
Organisation-wide Communication;
Illustrate their organisation’s accountability to
owners or sponsors, clients, users, or customers,
creditors, and sector or industry;
Suggest how best to delegate authority, for
effective task performance;
Explain how one might delegate responsibility with
delegated tasks;
List at least two Matrix Organisational Variants;
Name at least two Structural Typologies, providing a
vivid description of each;
Locate Performance Appraisal within a Performance
Management Structure;
Position Performance Management in an appropriate
context;
Locate Performance
Related Pay, Productivity Bonuses, and other
Remuneration Inducements, within an existing
motivation theory;
Manage the Motivation
Process, taking account of the differences in
workers’ preferences and expectation;
Manage the process of
motivation, taking account of existing
socio-cultural and economic differences;
Manage the risk of internal ‘Sabotage’;
Order the Team Formation Stages, explaining the
psychological issues that beset them, and how they
might affect Organisational Functioning;
Outline the steps that they will take to avert
Groupthink and promote Teamthink;
Promote Business Objectives, through the marketing
of their Business Objectives;
Practicalise the use of Individual Performance
Appraisal Reports in their Individual and
Departmental Training Needs Analysis;
Propose an effective remedy for ‘Team-Member
Withdrawal’;
Propose an effective way of dealing with Interfering
Behaviour;
Propose standards of measuring competence in teams;
Propose suitable intangible rewards that might be
applied to a team situation;
Provide a basis for Team Standard Setting,
accompanied by an effective Evaluation Progress;
Provide a practical guide with respect to the use of
Strategic Operational Review, in determining
Organisational and Subsystem Training Needs;
Provide a working definition of Accountability
Propose an appraisal of a specific Remuneration
System;
Demonstrate their awareness of the notion that team
members’ class consciousness might relate to their
positions in the organisation or society;
Provide an individually synthesized proposal for
dealing with Aggressiveness in teams;
Provide examples of Command Teams, highlighting the
situations in which a leader might belong to two,
simultaneously;
Provide examples of how a leader should encourage
that desirable behaviours exist in a team;
Suggest a satisfactory way of addressing ‘Special
Pleading’ in teams;
Demonstrate their awareness of the importance of
Focus Groups in the Learning Process;
Indicate their ability to identify Performance
Improvement in teams;
Identify ineloquent team members, suggesting how
they might be encouraged to contribute more ideas;
Relate specific Recruitment, Selection, Retention
and Exit Issues to UK and another country’s
Legislation;
Identify ‘Resonation’ as an issue in Team
Effectiveness, generally;
Suggest how best Training Needs Analysis
Questionnaires might be constructed, analysed, and
used in determining the ‘Knowledge, Skills and
Attitude Gaps’;
Suggest how they might employ an effective Meeting
Management that discourages resonation;
Suggest how to determine which individual members of
a team can improve their performance, and,
subsequently, their contribution to the team,
thereby Harnessing Team Synergy;
Suggest some Performance Indicators, with measures
to enhance Team Performance Levels;
Suggest how training needs might be derived from the
examination of an organisation’s Tactical Plans;
Suggest ways of improving Organisational Culture;
Propose, and formulate, a Pay or Remuneration
Structure;
Demonstrate their understanding of an Organisational
Structure as Roles and Relationships;
Demonstrate their understanding of Reflective
Practice as part of the Training Process;
Demonstrate their understanding of the concept of an
Internal Selection Mechanism;
Use a Candidate Assessment Form in Short Listing and
Interviews;
‘Weight’ a Candidate Assessment Form, using the Job
Description and Personnel Specification;
Work their way through Business Plans, determining
the Skills and Expertise that are needed to execute
them;
Identifying how the relationship between future Role
Requirement, help to determine Subsystem and
Individual ‘Training Gaps’.