Course Number 001 -
Dynamics of Organisational Change Management Course,
Leading to Diploma – Postgraduate – in Organisational
Change Management, 30 Credit-Hours, Accumulating to a
Postgraduate Certificate, with 150 additional
Credit-Hours, and a Postgraduate Diploma, with 330
additional Credit-Hours. Course contents include Change
Institutionalisation, Change Acceleration, Latent Resistance to
Change, Change Strategy, Communicating Change,
Organisational Development, OD and Organisational Effectiveness,
Differing Perspectives of Organisational Development, Organisational
Climate, Organisational Culture, Organisational Norms,
Organisational Values, Organisational Power Structure, Worker
Commitment, Structure of Roles in Organisation, Inter-Group
Collaboration, The Combination of the Authority Based in Roles with
the Authority Based in Knowledge and Skills, The Creation of an Open
System of Communication –Vertically, Horizontally, Diagonally;
Management Development, Micro Organisational Development, The
Quality of Working Life, Aspects of Quality of Working Life,
Adequate and Fair Compensation, Healthy and Safe Working Conditions,
Development and Growth of Human Capacities, Growth and Security,
Social Integration of People, Constitutionalism, Protection of Total
Life Space, Social Relevance of Work, Sensitivity Training, Approach
to Organisational Development, Organisational Development
Interventions, Process Consultation, Enhancing the Effectiveness of
Programmes, Macro Organisational Development, Organisation-wide
Development and Change, Determination of Organisational Development
Success.
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
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Board of Directors;
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Consultants;
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Corporate Managers;
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Entrepreneurs;
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Executive Managers;
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External Change Agents;
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Human Resource Managers;
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Individuals with a genuine interest in Issues associated with
Organisational Management.
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Internal Change Agents;
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Junior Managers;
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Management Graduates;
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Management Lecturers;
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Middle Managers;
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Organisational Development Practitioners;
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Senior Managers;
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Supervisors;
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All others, desirous of managing the change process effectively.
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.
He was formerly an Expatriate at:
Ministry of
Education, Sokoto, Nigeria;
Ministry of
Science and Technical Education, Sokoto, Nigeria;
University of
Sokoto, Nigeria;
College of
Education, Sokoto, Nigeria; and
Former
Editor-In-Chief of ‘Sokoto Journal of Education’.
This change management course seeks to empower corporate and
operational managers, and change agents, in particular, to manage
the process effectively.
While we are aware of their general popularity, this is not just
another change management course. It is one with major differences,
to the pre-existing ones, the first of which is the fact that the
one on offer is ‘research-driven’. For example, the concept of
'change acceleration' is new, emerging from Prof. Dr. Crawford's
empirical research. The 'Dynamics of Organisational Change
Management' is the first course of its type in which 'change
acceleration' is discussed. There are several other emergent
concepts that are unique to this course, and for which Professor
Crawford owns the copyright.
Delegates of this change management course will, therefore, benefit
from the new knowledge and expertise that it guarantees, heightening
their value to their organisations, as they strive towards acquiring
and, or, maintaining their competitive advantage. They will benefit
immensely from the expertise of Prof. Dr. Crawford, as a Senior
Academic, Consultant and Trainer.
The delegate activities of the course are carefully designed to
ensure that the specified objectives are surpassed. They are based
on sound principles of learning and development, taking individual
variants into account. These incorporated activities also address
the levels of competence that delegates achieve, and will be
measured continuously, throughout the workshop, with a view to
enhancing their competence of change management, generally, but more
specifically boosting their ability to, expertly, implement the
process, while minimising latent resistance, towards its
institutionalisation, while reducing, but, ideally averting, 'human
casualties'.
Specifically, by the conclusion of the specified
Learning and Development Activities,
Delegates will:
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Appreciate the difference between individual stress tolerance
levels;
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Appreciate the importance of change institutionalisation;
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Assess the impact of information and communications technologies
(ICTs) on the change process;
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Assess the importance of effective communication in successful
Organisational Development and Change.
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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;
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Chart the value of influence and rational empirical change
strategies in ensuring worker comment to the change process;
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Demonstrate an understanding of organisational climate and how
it can be gauged;
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Demonstrate an understanding of organisational development as a
process;
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Demonstrate leadership in the implementation of change, whilst
avoiding whilst avoiding human and organisational casualties;
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Demonstrate the need for a proactive stance in relation to
organisational change;
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Demonstrate their ability to conduct an internal environmental
analysis-SW;
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Demonstrate their ability to incorporate specified elements of
the quality of working life in the management of their
subsystems and sections;
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Demonstrate their awareness of change management and human
resource implications;
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Demonstrate their awareness of the inevitability of
organisational change;
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Design measures, which will ensure change institutionalisation;
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Determine organisational success factors;
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Determine the different stages of process consultation;
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Determine the factors, which contribute to workers’ resistance
to change;
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Determine the key role that organisational change agent play in
driving the process forward;
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Determine the most appropriate Organisational Change strategy
that should be employed in particular change and organisational
contexts;
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Determine the most effective ways of communicating change
decisions to workers;
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Determine the most effective ways of communicating change
decisions to workers;
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Determine the situations when a particular approach might be
appropriate;
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Determine the situations, in specific relation to scale, level,
cost, urgency (both proactive and reactive), where a particular
approach might be appropriate;
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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;
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Determine ways of reducing latency in organisational change
process;
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Determine when change acceleration is necessary;
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Devise a strategy that will reduce the negative effects of
‘change acceleration’;
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Devise methods of reducing stress levels;
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Distinguish between change strategies and approaches to change;
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Distinguish between strategic and operational change;
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Distinguish between the speed of change and ‘change
acceleration’;
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Employ the correct change strategy that will create ‘winners’
even in a ‘most hopeless’ situation;
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Establish the symbiotic relationship between Organisational
Development and Organisational Change;
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Exhibit a heightened awareness of the constituents of
organisational development;
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Exhibit a heightened awareness of the constituents of
organisational development;
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Exhibit their ability to conduct an external environmental
analysis;
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Exhibit their ability to use aspects of quality of working life
to motivate workers;
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Exploit the benefits of Information and Communications
Technologies (ICTs) in the planning, communication and
implementation of change, being mindful of their drawbacks;
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Illustrate the advantages and disadvantages of each change
strategy;
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Illustrate the advantages and drawbacks of group involvement in
decisions related to change;
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Implement change, whilst avoiding human and organisational
casualties;
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Manage latent and manifest resistance to change;
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Manage Sensitivity Training successfully;
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Manage the relationship between the organisation and its
internal and external stakeholders during the different stages
of the change process;
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Match the mode, channel and method of communication with the
nature and stage of the change process;
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Strike a balance between macro organisational development and
micro organisational development;
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Suggest the degree to which leadership styles plays a part in
affecting the success or failure of the change process; and
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Suggest the efforts, which an organisation might employ to
reduce workers’ resistance to change;
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Synthesize the relationship between internal and external
environmental analyses-SWOT;
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Take steps to create a positive perception of the organisation,
among shareholders, funding agents, clients and customers,
during a strategic change process.
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Part 1 - Organisational Development: Salient
Issues
Part 2 – Contextualising Micro and Macro
Organisational Development.
Part 3 - Micro and Macro Organisational
Development: Their Respective Direct and Indirect Contribution to
Organisational Improvement and Eventual Effectiveness.
Part 4 - Organisational Change Management in
Context
Part 5 - Organisational Change Management
Process
Course Number 001 - Dynamics of Organisational Change Management,
Leading to Diploma – Postgraduate - in Organisational Change
Management, Accumulating to a Postgraduate Diploma. Click to
download the PDF Brochure for this Course.
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