Postgraduate Diploma Programme
Number 044 -
Women In Management Intensive Full-Time Programme,
Leading to Postgraduate Diploma in Women in Management. Contents include Women and Gender Disparity In Organisations; Women and 'The Class Ceiling': Why Does It Exist and What We Can Do About It?; Overcoming Negative Perceptions About Women;
Halting The Perpetuation Of The ‘Queen Bee Syndrome’: Women Acknowledging The Plight Of Their Less Successful Female Counterparts;
Women and Leadership Styles: Creating Compatibility Between Decisiveness and Effective Communication Flow;
Gender Relation At Work’ And Its Morale Implications; Non-Offensive Assertiveness: Making Your Point, Effectively; Women In Management: Exploiting Marketing Intelligence; Making Your Mark In Management: Exploiting Diversity To Achieve Individual and Organisational Goals; Women and Career Prognosis: Getting Ahead Of The Game; Women and Management: Dealing With Male Subordinates; Exploiting The Work-Life-Balance Phenomena: An opportunity For Further Advancement; The Boardroom Conspiracy: Beating Men at Their Own Game; Worker Motivation: Operationalising Corporate Strategy;
Women and the Globalised Economy
Postgraduate
Diploma Programme Number 044 - Women in Management, Leading to
Postgraduate Diploma in Women In Management. Click to download the
PDF Brochure for this Course.
Click for Table of Contents, with
Modules
Programme
Co-ordinator:
Prof. Dr. R. B. Crawford 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.
Postgraduate
Diploma Programme Number 044 - Women in Management, Leading to
Postgraduate Diploma in Women In Management. Click to download the
PDF Brochure for this Course.
For Whom This Programme is Designed
This Course is Designed For:
ü
Senior Executives
ü
Senior Policymakers
ü
Government Officers
ü
Diversity Officers
ü
Diversity Managers
ü
Diversity Consultants
ü
Diversity researchers
ü
Diversity Policy Officers
ü
Women Managers
ü
Women Entrepreneurs
ü
Women Liberators
ü
Women Studies Experts
ü
Gender Protagonists
ü
Gender
Researchers
ü
All others interested in the promotion of Women Studies and Managerial
Effectiveness
Duration:
3 Months Intensive
Full-Time (5 Days Per Week)
Cost: £45,000.00 Per
Student
Cost includes:
Free Continuous snacks
throughout the Event Days;
Free Hot Lunch on Event
Days;
Free City Tour;
Free
Stationery;
Free On-site Internet
Access;
Postgraduate Diploma in Women in Management;
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 Programme
Material;
HRODC Postgraduate Training
Institute’s
Metal Pen;
HRODC Postgraduate Training
Institute’s
Polo Shirt,
at Programme Start and End.
Location:
Central London and International Locations
Daily Schedule:
9:30 to 4:30 pm.
Course Programme for Women in Management |
Leading to Postgraduate Diploma in Women Management |
Module
Number |
Module Title |
Credit Value |
044.A |
Women in the Workplace |
Double |
004 |
Motivating Workers: Intrinsic and Extrinsic Rewards |
Single |
051 |
Modern Marketing in a Consumer Lead Environment |
Single |
006 |
Diversity Management: A Value Added Inclusion |
Single |
032.B6 |
Managing Individual Performance |
Single |
065.M1 |
Small Business Start-up, Expansion and Management (1) |
Single |
065.2 |
Small Business Start-up, Expansion and Management (2) |
Single |
011 |
Financial Risk Management (1) |
Single |
123.A |
Key Success Factors (KSFs) |
Single |
123.B |
Key Performance Indicators (KPIs) |
Single |
053 |
Effective Time Management and Meeting Management |
Single |
Women in the Workplace (Double Credit)
M1. Part 1 & 2: Gender Disparity in Organisations
Factors Affecting Women in
the Workplace;
Occupational Segregation and
Gender Discrimination:
Horizontal Segregation vs.
Vertical Segregation;
Barriers to Top Level
Position;
Benefits of Women’s Board
Membership;
Rationale for Employment
Segregation:
Personal Preference;
The Discriminatory Structure
of the Labor Market;
The Human Capital
Explanation.
Should occupational
segregation by sex be completely eliminated?
Stereotypes: How Are They
Imposed?
Stereotypes: How Are They
Reinforced?
Pygmalion, Galatea and Golem
Effects;
Unequal Job Opportunities;
Gender Pay Gap.
Employment Discrimination
Law:
Equal Pay Act;
Sexual Discrimination Act;
Sexual Harassment Law;
Gender Equality Duty.
M1. Part 3: Why are We Different: Using Gender Differences
Positively
Goldberg’s Patriarchy and
Male Dominance;
Masculinities, Femininities
and Work;
Division of Labour and Sex
Typing;
Communication Styles;
Blue Collar Women in Traditionally Male Jobs.
M1. Part 4: Overcoming Negative Perceptions about Women
Feminism Approaches:
Liberal Feminism;
Radical Feminism;
Marxist Feminism and Social Feminism;
Poststructuralists and Postmodern Feminism.
The Hidden Elements of Women’s Social Identities;
Women as Other in the Organisational Context:
Organisations Are Genderless;
Organisations Are Bodyless;
Organisations Are Sexless.
How Women Cope With Otherness;
Blending In To Meet Others’ Expectation;
Internalising
Self-Discipline and Control;
Outcomes of Self-Discipline;
Fear of Success: Horner’s
Model;
McClelland’s Model of
Achievement Motivation;
Stress Management;
Sources of Stress;
Sources of Women Executive
Stress;
Coping With Stress.
M1. Part 5: Halting the Perpetuation of the ‘Queen Bee Syndrome’:
Women Acknowledging the Plight of Their Less Successful Female Counterparts
Determining who is a Queen
Bee?;
Queen Bee Syndrome Defined;
Effects of the Queen Bee
Syndrome.
M1. Part 6: Women and Leadership Styles: Creating Compatibility
Between Decisiveness and Effective Communication Flow
Leadership Styles;
Leadership Style of Women:
Interactive Leadership;
Encourage Participation;
Share Power and Information;
Enhance the Self-Worth of
Others;
Energize Others.
Traditional Leadership Style
(Masculine) vs. Modern Leadership Style (Feminine).
M1. Part 7 & 8: Smashing the Glass Ceiling: Breaking Through
Advancement Barriers
Defining Glass Ceiling;
Characteristics Manifesting
Glass Ceiling’s Existence;
Levels and Types of Glass Ceiling Barriers:
Societal Barriers;
Internal Business Barriers;
Governmental Barriers;
Other Barriers.
The Pipeline Theory;
The Glass Ceiling and Disclosure of Sexual Orientation;
The Glass Ceiling in Developing Countries;
Related Terms:
Brass Ceiling;
Stained-Glass Ceiling;
Bamboo Ceiling;
Concrete Ceiling;
Expatriate Glass Ceiling;
Glass Closet;
Glass Elevator (or Glass Escalator);
Glass Cliff;
Celluloid Ceiling;
Glass Labyrinth;
Sticky Floor;
Sticky Ladder;
Glass Wall;
Silicon Ceiling.
M1. Part 9: Women and Career Prognosis: Getting Ahead of the Game
Networks and Mentors;
Career Opportunities;
Recruitment;
Selection ;
Promotion.
M1. Part 10: Miscellaneous Topics
Exploiting the Work-Life-Balance Phenomena: An Opportunity for Further
Advancement;
Women and Management: Dealing With Male Subordinates;
‘Gender Relation at Work’ and Its Morale Implications;
Non-Offensive Assertiveness: Making Your Point, Effectively;
The Boardroom Conspiracy: Beating Men at Their Own Game;
Women Entrepreneurs;
Policy and Organisational
Practice;
Women and the Globalised Economy.
Module 2
Motivating Workers: Intrinsic and
Extrinsic Rewards (Single Credit)
Directing or Leading;
The Concept of Motivation;
Theories of Motivation;
Content Theories and Some of Their Contributors;
Maslow’s Hierarchy of Needs;
Analysis of Maslow’s Claims;
McClelland’s Studies;
Taylor: Money and Motivation;
Motivator-Hygiene Factor: Herzberg’s Contribution;
Process Theories;
Equity Theory;
Goal-Setting Theory;
Expectancy Theory;
Equitable Reward Systems;
Reinforcement Theories;
Reinforcement Theory;
Motivation and Contingency Theory;
Designing an Effective
Motivation Strategy;
The Collectivist vs. the Individualist Perspective of Motivation;
Common Trends in Motivation Theories;
Intrinsic and Extrinsic Values of Motivation;
Motivation and Worker Behaviour;
The Extent to Which Salary or Wages Inducement Motivate Workers;
Performance Related Pay (PRP);
Productivity Bonuses;
Efficiency Gains;
Profit Share
The Contingency Approach to Motivation;
Social Differentiation in Motivation;
Culture Differentiation in Motivation;
Wealth as a Factor in Motivation;
Class as an Issue in Motivation;
Individual Expectation and Motivation;
Individual Preferences as a Motivating Factor.
Module 3
Modern Marketing in a Consumer Lead
Environment (Single Credit)
M3. Part 1: Defining Marketing and the Marketing Process
Marketing: Creating and Capturing Customer Value;
Company and Marketing Strategy: Partnering to Build Customer Relationships;
Marketing Strategy in recessionary Periods;
‘Current Value’ modification and pertinent microeconomic issues.
M3. Part 2: Understanding the Marketplace and Consumers
Analysing the Marketing Environment;
Managing Marketing Information to Gain Customer Insights;
Understanding Consumer and Business Buyer Behaviour;
Predicting Behavioural Outcomes.
M3. Part 3 & 4: Designing a Customer – Driven Marketing Strategy and
Marketing Mix
Customer-Driven Marketing Strategy: Creating Value for Target Customers;
Products, Services, and Brands: Building Customer Value;
New-Product Development and Life-Cycle Strategies;
Pricing: Understanding and Capturing Customer Value;
Marketing Channels: Delivering Customer Value;
Retailing and Wholesaling;
Communicating Customer Value: Advertising and Public Relations;
Communicating Customer Value: Personal Selling and Sales Promotion;
Direct and Online Marketing: Building Direct Customer Relationships.
M3. Part 5: Extending Marketing
The Global Marketplace;
Marketing Ethics and Social Responsibility;
The Importance of Diversity Management in Global Marketing;
Revolutionising Marketing Strategy with the Incorporation of an Effective
Diversity Policy.
Module 4
Diversity Management: A Value – Added
Inclusion (Single Credit)
The Concepts of Equal Opportunities and Diversity Management;
Equal Opportunities in Employment and the British Legislation;
Exploring Workforce Diversity;
Cultural Diversity, Generally;
Gender Diversity;
Racial Diversity;
Ethnic Diversity;
Age Diversity;
Perceptual and Mental Diversity;
Physical Diversity;
Sexuality Diversity;
Sentience as a Basis for Racial, Ethnic and Gender Discrimination;
Racial, Ethnic and Gender Discrimination: The Social Identity Perspective;
Gender and Sex Discrimination;
Age Discrimination (Ageism and Reverse Ageism);
Disability Discrimination;
Racial Discrimination;
Discrimination as Social Identity;
Understanding and Dealing with Sentience;
The Effectiveness of the British Legislation in Protecting the Rights of the
Disadvantaged Groups;
Gender Disparity in Organisations: An Analysis of the Status of Women in the
Workplace;
Diversity Mismanagement and Its Consequence for Organisational Survival:
Some Case Examples;
Beyond Equal Opportunities: Towards Diversity Management;
Diversity Management and Effective Human Resource Utilization;
Constitution of Committees and Task Forces;
Gate Keeping: Avoiding ‘Resonation’;
Utilizing Marketing Intelligence;
Activities Necessary for an Effective Management of Organisational
Diversity: Managing Organisational Culture;
Ensuring Human Resource
Management System Is Bias Free;
Managing Diversity through Recruitment, Training, Education & Development;
Managing Diversity in Appraisal, Compensation and Benefits;
Promotion;
Creating a Higher Career Involvement of Women: Eliminating Dual Career
Routes;
Managing Diversity through the Prevention of Subtle Sexual Harassment;
Managing Racial, Ethnic and Gender Diversity through the Elimination of the
Opportunities for Discrimination That Are Created By the ‘Complaints
System’;
Reducing Work-Family Conflict;
Promoting Heterogeneity in Race, Ethnicity, Nationality;
Being Mindful of the Effect
of Homogeneity on Cohesiveness and Groupthinking;
Effective Diversity
Management and Organisational Success;
Some Effective Diversity
Initiatives;
Mummy Tracks;
Granny Crèche;
Employment of Older People ;
Example of Organizations with Diversity-Enhanced Environments:
Wall Street Journal;
Lockheed Martin Aeronautics Company;
Clairol;
Quaker Oats;
IBM;
Ciba-Geigy;
Pacific Telesis;
Mercedes Benz;
Levi Strauss.
Managing Cultural Differences: Promoting An Understanding Of Sensitivity
Towards Differences Existing Among Workers, e.g. in:
Culture;
Gender;
Ethnicity;
Race;
Sexuality;
Age;
Disability.
Taking Advantage of the Opportunities Which Diversity Provides;
Organisational Diversity and the Issue of ‘Sentience’;
Relationship Management;
Diversity Management,
Workforce Flexibility and Flexible Working Practices;
Developing, Monitoring and
Enforcing Equal Opportunities and Diversity Policies;
The Adaptation of a
Leadership Style That Is Conducive To an Effective Diversity Management
System.
Module 5
Managing Individual Performance (Single
Credit)
M5. Part 1: Human Resource and Performance Management
Assessing the Nature and Causes of Performance Problems;
Managing Poor Performance;
Managing Absence;
Dealing with Harassment;
The Effective Management of Retirement, Redundancy, Dismissal and Voluntary
Turnover;
Evaluating the Mechanisms
Available For Preventing or Alleviating Poor Performance;
Working From Corporate
Mission and Strategy;
Performance Targets;
Tactical Performance
Targets;
Operational Performance
Targets;
Linking Performance Management with Operational Processes and Systems;
Initiate Appropriate Reward
Systems;
Individual Development
Plans;
Performance and Reward
Cycle.
M5. Part 2 & 3: Staff Performance Appraisal
Performance Appraisal: A Definition;
Objectives of Performance
Appraisal;
Why Some Managers Are Afraid
To Appraise;
Performance and the Halo
Effect;
Performance Appraisal and
the Thorny Effect;
Organisational Benefits and
Performance Appraisal;
Individual Benefits of
Performance Appraisal;
Subsystem Benefits of
Performance Appraisal;
The Appraisal Cycle;
Systematising Performance
Appraisal;
Some Problems with
Performance Appraisal;
Punitive Aspects of
Performance Appraisal;
Graphic Rating Scales;
Ranking;
Paired Comparison;
Self Appraisal;
Critical Incident;
Management by Objectives (MBO);
360 Degree Appraisal;
The Appraisal Setting.
M5. Part 4 & 5: Reward Management: Developing an Effective and
Equitable Career Structure
Employee Reward:
A Definition;
Defining
Reward Management;
The Basis
of Reward Management;
Reward Management
Strategies: Provide Support for Corporate Values;
Reward Management Derived
From Business Strategy and Goals;
Reward Management and Its
Links to Organizational Performance;
Reward Management and the
Driving Force for Individual Behaviour;
Reward Management and Its
Relationship to Leadership Styles;
Reward Management and
Competition;
Reward Management and the
Attraction to High Calibre Personnel;
Encouraging Positive and
Effective Organisational Culture;
Culture and Organisational
Values;
Level and Type of
Motivation;
Remuneration Systems;
Factors Affecting
Remuneration Systems;
Government’ Reduced or
Increased Spending;
Increased or Decreased
Labour Force Availability;
Increased Demand for
Quality;
Organization’s Expansion,
Contraction or Diversification Plans;
Increased Competition;
Remuneration Packages,
Including Salary and Welfare Benefits and Payments;
Pay or Remuneration
Structures;
Pay Structures, Purpose,
Criteria and Types;
Performance Related Pay (PRP).
Module 6
Small Business Start-Up, Expansion and
Management (1) (Single Credit)
M6. Part 1: Industrial Project Start-Up: Some Salient Factors
Industrial and Consumer
Products: A Distinction and Guide;
Determining Industrial and
Consumer Sectors;
Integrating Industrial and
Consumer Products;
The Military as a Consumer;
The Health Sector as a
Consumer;
Education as a Consumer
Sector;
Determining Players, Market
Share and Gaps.
M6. Part 2: Company Formation and Legal Status: Important Issues to
Consider
Company legal status
categorisation;
Issues in favour of and
mitigating against particular legal status;
Legal requirement for
company formation;
Company legal status and
reporting requirement;
Company legal status and
accounting requirement;
Company legal status and
accounting reporting;
International trade and
legal requirement;
Import and Export VS
National, Regional and International Embargo.
M6. Part 3 & 4: Protecting Inventions: Drawing on Legal Parameters
Design and Patent Law;
International Convention For
Design and Patent;
Intellectual Capital;
Protecting Intellectual
Capital;
Intellectual Property;
Inventions as Intellectual
Property;
Determination of the
Ownership of Intellectual Property: Application of International Convention
and Precedent;
Intellectual Property
Rights;
International Convention for
Intellectual Property Rights;
Copyright and Copyright
Convention;
Understanding Industrial
Espionage;
Detecting and Averting
Industrial Espionage;
Industrial Espionage and the
Recovery Process;
Industrial Sabotage and
Long-term Consequences;
Identifying Acts of
Industrial Sabotage;
Dealing with Industrial
Saboteurs.
M6. Part 5: Operational Costing Issues (1)
Determining Product Needs
and Wants;
Scientific Research;
Funding Scientific Research;
Utilising Pre-existing
Scientific Research Findings;
Social Research;
Social Research: A Practical
Guide;
Using Marketing Research
Agents;
Calculating Depreciation;
‘Accounting Depreciation’ VS
‘Real Depreciation’;
Calculating Fixed Costs;
Calculating Rates of Return
on Investment;
Calculating Variable Costs.
Module 7
Small Business Start-Up, Expansion and
Management (2) (Single Credit)
M7. Part 1: Operational Costing Issues (2)
Costing Human Resource;
Integrating Fixed and Variable Costs;
Cost Apportioning;
Accounting for Depreciation in Cost Apportioning;
Projected Sales and ‘Externalities’;
Projected Revenue;
Projected Income;
Pricing Strategy and Cost Variables;
Understanding the Balance Sheet.
M7. Part 2: Industrial Product Design and Marketing
Industrial Products Aesthetics;
Consumer Products Aesthetics;
Social Values and Aesthetics;
Averting Consumer Infuriation: Examples of Costly Mistakes.
M7. Part 3: Sources of Investment Funds
National Governments;
Social Development Funds;
Economic Development Funds;
City Regeneration Funds;
Regional Governments;
The World Bank;
UNESCO;
Venture Capitalists;
International Venture Capitalists;
Angels;
Dragons.
M7. Part 4: Marketing Industrial and Consumer Products: A Basic
Introduction
Product as a Concept;
Pricing, Competition and the ‘Snob Appeal’: Niche or Mass Marketing;
Physical and Virtual Place;
Creating Product Awareness.
M7. Part 5: The Business Plan: A Guide to Entrepreneurs and Investors
The Business Plan as a Guide to the Entrepreneur;
Using the Business Plan to Attract Investors and ‘Fund Holders’;
What Should Be Included in the Business Plan;
Tweaking the Business Plan without Losing the ‘Focus’;
Establishing Contingency: The Most Unlikely Scenario.
Module 8
Financial Risk Management (Single
Credit)
M8. Part 1: Risk: A Working Hypothesis
Defining Risk – Generally;
Financial Risk: A Plausible Definition;
Financial Risk in an Organisational Setting;
Financial Risk and ‘Market Dynamics’;
Liquidity Risk;
Operating Risk;
Fraud Risk;
Settlement Risk;
Corporate Strategy and Risk
Management;
The Currency Derivatives
Market.
M8. Part 2: Financial Risk and Unpredictability: Uncontrollable
Environmental Issues
Asset Behaviour and Pricing Implications;
Credit and Counterparty Risk;
The Legal and Political Risk Environments;
Risk as an Economic Factor;
Technological Risk Factor;
Risk associated with Socio-Cultural Change.
M8. Part 3: Financial Risk Settings: A Meta – Analytical Exploration
Risk in Financial Institutions;
Banking Risk;
Risk and the Currency
Market;
Risk and the Equity Market;
Futures Market Risk.
M8. Part 4: Financial Exposure as Risk
Economic Exposure;
Transaction Exposure;
Translation Exposure;
Calculating Risk in Financial Exposure.
M8. Part 5: Risk Management: A Conceptual and Statistical Meta -
Analysis
Conducting
A Risk Assessment;
Managing Risk with Forward Contracts;
Financial methods of measuring Risk;
Quantifying financial risks;
Some Qualitative Approaches To Financial Risk Assessment;
Managing The Interest Rate Derivatives Market;
Managing equity risk;
Identifying and measuring Currency Risk;
Managing Financial Exposure Risk;
Managing currency Risk;
Sensitivity Analysis As Risk Management;
Managing Risk with SWAPS;
Statistical Analysis as a Risk Management Instrument;
Interpreting
Statistical Data;
Mean and Statistical Mean;
Probability and Normal Distribution;
Calculating statistics from actual data;
Understanding Statistical Significance;
Making Sense of Chi-squared
Distribution;
Using PESTEL as a Tool towards Risk Management.
Module 9
Key Success Factors (KSFs)
M9. Part 1: Introducing Organisational Success Factors
Defining Success Factors;
The Most Important Success
Factor That Works;
Definition of Success
Factors;
Success Factors and Living
System;
The Star Model of Success
Factors.
M9. Part 2: Strategy as a Fundamental Success Factor
Concentrating Your Resources
– An Ancient Concept;
Strategy vs. Strategic
Planning;
The Fundamentals of
Strategic Planning;
Importance of The Defining
Element;
Clarifying Core Values;
Creating a Challenging
Mission;
Setting a Few Key Goals;
Developing a Strategy for
Each New Goal;
The Living Systems
Perspective;
The Importance of Abundant
Communication;
The Significance of
Learning;
Importance of Effective
Communication;
Significance of Learning:
Individual and Organisational Learning;
Adapting to The Changing
Environment;
Interrelationships with
Other Success Factors.
M9. Part 3: The People as the Organisation
Introducing General Systems
Theory;
Open System and Close
Systems;
System Chaos;
The Concept of Equifinality;
Biological Systems;
The Organisation as an Open
System;
Thinking and Operating Out
of the Box.
M9. Part 4: Effective Marketing towards Competitive Advantage
Core Concept of Marketing;
Criticism of the Marketing
Concept;
Marketing Philosophy;
Marketing Planning;
Marketing Strategy;
Customer Orientation;
Organisational Orientation;
Meeting Customer Needs While
Meeting Organisational Goals;
Inbound Marketing:
Market Research;
Competitive Analysis;
Pricing;
Positioning;
Naming and Branding.
Outbound Marketing:
Advertising and promotion;
Public and Media Relations;
Sales Customer Service;
Customer Satisfaction;
Social Networking.
Online Marketing:
Telemarketing;
E-mail Marketing;
Social Networking;
Online Reputation
Management.
Marketing Public Sector
Organisations
Marketing Non-Governmental
Charitable Organisations (NGOs)
M9. Part 5: Managing Non-Human Resource: A Key Success Factor
Operationalising Key Success
Factors;
Financial Health as a key
Success Factor;
Managing Facilities and
Resources: Enhancing Key Success Factors;
Integrating Key Success
Factors for Total System Effectiveness.
Module 10
Key Performance Indicators (KPIs)
M10. Part 1: Introduction to Key Performance Indicators (KPIs)
Key Result Indicators;
Performance and Result
Indicators;
Key Performance Indicators (KPI);
Examples of KPI;
Categorization of KPI;
Identifying Indicators of
Organisation;
Key Components of KPI:
Starting with what you need
to measure and monitor;
Establishing current
performance benchmark and target levels;
Adding KPI project control
elements.
Characteristics of a good
KPI;
How to Implement KPI;
Benefits of KPI;
Management Models That Have
a Profound Impact on KPIs.
M10. Part 2: Key Performance Indicators (KPIs) and Other Related
Management
Tools
Key Performance Indicators
and Balanced Scorecard;
Key Performance Indicators
and Benchmark;
Key Performance Indicators
and Business Intelligence;
Key Performance Indicators
and Business Performance Management;
Key Performance Indicators
and Business Performance Measurement;
Key Performance Indicators
and Management Information System (Dashboard);
Key Performance Indicators
and Overall Equipment Effectiveness;
Key Performance Indicators
and Gap Analysis;
Key Performance Indicators
and Key Risk Indicator (KRI).
M10. Part 3: Foundation Stones for Implementing Key Performance
Indicators
Four Foundation Stones
Guiding the Development and Use of KPIs;
Defining Vision, Mission and
Strategy.
M10. Part 4: Developing and Using Key Performance Indicators: A 12 –
Step Model
STEP 1: Senior
Management Team Commitment;
STEP 2: Establishing a
Winning KPI Project Team;
STEP 3: Establishing a
“Just Do It” Culture and Process;
STEP 4: Setting Up a
Holistic KPI Development Strategy;
STEP 5: Marketing the
KPI System to all Employees;
STEP 6: Identifying
Organization-Wide Critical Success Factors;
STEP 7: Recording
Performance Measures in a Database;
STEP 8: Selecting
Team-Level performance Measures;
STEP9: Selecting
Organisational Winning KPIs;
STEP 10: Developing the
Reporting Framework at All Levels;
STEP 11: Facilitating the
Use of Winning KPIs;
STEP 12: Refining KPIs to
Maintain Their Relevance.
M10. Part 5: Key Performance Indicators and Critical Success Factors
(CSF)
Overview – Critical Success
Factors;
Types of Critical Success
Factors;
5 Key Sources of Critical
Success Factors;
Key Performance Indicators
vs. Critical Success Factors;
Critical Success Factors
Method;
Using Critical Success
Factors for Strategic and Business Planning;
Examples of Critical Success
Factors.
Module 11
Time Management and Meeting Management
M11. Part 1: Introduction to 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”).
M11. Part 2: 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.
M11. Part 3A: Time Management Theories
Maslow’s Hierarchy of Needs;
The Pickle Jar Theory;
Pareto Principle or 80/20
Rule;
Eisenhower Method;
POSEC Method.
M11. Part 3B: Introduction to Time Management
What You Want to Achieve;
Importance of Goal;
Setting Realistic Goals
Through SMART Method;
Techniques for Setting and
Achieving Goals.
M11. Part 3C: Planning
Management and Planning
Tools;
Using a Planner;
Developing Action Plan.
M11. Part 4A: 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.
M11. Part 4B: Scheduling
Effective Scheduling;
Steps in Scheduling.
M11. Part 4C: Prioritising
The Prioritisation Grid;
Important vs. Urgent;
Time Management Matrix
(Covey’s Four Quadrant Matrix);
To-Do List;
ABC123 Prioritised Planning;
Decision Matrix.
M11. Part 5A: 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.
M11. Part 5B: Meeting Management
Creating an Effective
Agenda;
Importance of Agenda;
Steps For Productive and
Effective Meeting;
Groupthink;
Teamthink;
Reducing Time Spent on
Meeting;
Meeting Menaces:
The Waffler;
The Turf Warrior;
The Assassin;
The Dominator;
The Interrupter.
Meeting Mismanagement.
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