Human Resource Management, Postgraduate Programme, Leading to Postgraduate Certificate in Human Resource Management, Accumulating to a Postgraduate Diploma, with 168 additional Credit-Hours.
#PostgraduateProgramme
#PostgraduateCertificate
#HRM
#PostgraduateDiploma.
#OrganisationalAnalysis
#FormalOrganisations
#InformalOrganizations
#OrganisationalTask
#TaskGroupings
#BusinessOrganisations
#SocialObjectives
#BusinessObjectives
#DivisionofWork
#DelegationofTask
#Responsibility
#Accountability
#Authority
#PowerandAuthority
#DelegatingAuthority
#TaskPerformance;
#DelegatingResponsibility
#InternalPromotion
#ManagementSuccession
#OrganizationalRole
#RoleSet
#RoleRelationships
#RolePerception
Programme Contents, Concepts, and Issues
Module 1:
M1: 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;
Pursuing 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.
M1: Part 2 - 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.
M1: Part 3 - 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.
M1: Part 4 - 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.
M1: Part 5 - 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.
M1: Part 6 - 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.
M1: Part 7 - 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.
Module 2:
M2: Part 1 - Salient Team Dynamic Issues
Groups and Aggregations:
Points of Distinction;
The Type and Permanence of
the Leadership of a Team;
When Does a Situational
Leader Emerge?
How Does the Team Attempts
to Replace a Situational Leader, Enhance Stability, Acceptability or Renewed or
Clarified Mission or Objectives?
Why Does a Temporary Team More Problematic to
Lead Than a Permanent Team?
Why Does Team Disbandment Have a Negative Psychological Effect On Members and Leader?
;
An Aggregation - ‘Togetherness’ or ‘Awareness’?
Aggregation and Interaction;
Team or Group: A Definition and Distinction;
Team Dynamics.
M2: Part 2 - Team Typologies and Their Bases
Team Typologies;
Team Typological Bases;
Command Team;
Committees;
Temporary Committees;
Standing Committees;
Task Forces;
Boards;
Command Teams and the Organisational
Hierarchy;
Command Teams and the Organisational
Functioning.
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M2: Part 3 - Team Formation, Stage
Significance and Task Implications
Team Formation;
Team Formation Stage 1:
Forming;
Team Formation Stage 2: Storming
;
How ‘True-To-Life’ or Realistic Are the
Forming and Norming Stages of Team Development?
Team Formation Stage 3: Norming;
Team Formation Stage 4:
Performing or Total Integration;
Team Formation Stage 5:
Adjourning or Disbanding;
Deal with the Psychological Effect of
Disbandment.
M2: Part 4 - Effective Team Leadership (1)
Dysfunctional Behaviours;
Addressing Dysfunctional Behaviours;
Dealing
with Aggressiveness;
Handling
Blocking;
Dealing
with Interfering Behaviour;
Dealing
With Intra-Team Competition;
Addressing
Situations Where Team Members Seek Sympathy;
Dealing
with Member Withdrawal;
Addressing
Special Pleading;
Leader Behaviour in Dealing with
Dysfunctional Behaviours;
Being Tactful in Discouraging
Distracting Behaviours;
Encouraging Desirable Behaviours;
Using Tangible Rewards;
Using Intangible Rewards;
Being Mindful of Team Situation;
Applying Appropriate Rewards and, or,
Punishment;
Promoting Team Functionality.
M2: Part 5 - Effective Team Leadership (2)
Team Building and Maintenance Roles:
Improving Team Effectiveness;
Encouraging
Members;
Harmonising;
Standard
Setting;
Gatekeeping;
Determining
the Optimum Team Size;
Providing
Team Incentives;
Encouraging
Conflict;
Averting
Groupthink;
Avoiding
the Risky Shift Syndrome;
Employing
Transactional Analysis;
Employing
Effective Diversity Management and Discouraging Resonation;
Encouraging Members;
Harmonising Team.
M2: Part 6 - Enhancing
Team Performance (1)
Performance
Management;
Solving Interpersonal Problems among
Team Members;
Helping Team Members to Channel Their
Energies Into Task Performance Establishing Realistic Goals;
Developing Effective Communication
Strategies;
Minimising Technical Language
;
Clarifying
Roles;
Standard
Setting - Establishing Standards and Evaluating Progress;
A Determination of the Contribution
of Each Team Member to Goal Accomplishment;
Recognising
and Acknowledging Performance Improvement;
Rewarding
Exceptional Performance;
Establishing
Key Competencies.
M2: Part 7 - Enhancing
Team Performance (2)
Establishing
Acceptable Performance Levels;
Noting
Performance Indicators;
Measuring
Competence;
Which
Individual Members Can Improve Their Performance – and Subsequently, Their
Contribution to the Team as A Whole;
Harnessing Team Synergy;
Gatekeeping;
Making It Possible For Others to Participate;
Supporting the Weak;
Ensuring That Introverted Team Members
Are Not Intimidated or ‘Crushed’ By the Extroverted;
Recognising the Ineloquent Team Members
Without Relevant Current
Information to Perform Evaluative Role
.
M2: Part 8 - Addressing
Resonation and Issues Associated with Transactional Analysis
Resonation as an Issue in Team
Effectiveness;
Recognising Resonation;
Taking Steps to Avert or Reduce
Resonation;
‘Cautioning’ Resonators;
Determining the Optimum Team Size;
Numbers That Are Best For the
Operational Effectiveness of a Team –
Team Constitutional Contingent Factors
;
Team Numbers and Member Interaction;
Team Leader’s Direct Communication with Team
Members and the Intervening Factors;
Team Communication as Interaction;
Necessity of Communication Reciprocation within Teams
;
Team Transaction;
Team Transitional Analysis;
The ‘Child’
In the Team;
The ‘Adult’
In the Team;
The
‘Parent’ In the Team;
The Team
Leader as a Transaction Analyst.
Module 3:
M3: Part 1 - Conceptual and Contextual Motivation Issues
Directing
or Leading: Setting The Stage;
The
Conceptual Bases of Motivation;
Theoretical
Bases of Motivation: An Overview;
Distinguishing
Between Knowledge and Skills;
Competence
and Performance: A Conceptual Exploration;
Is
there a Definitive Relationship between Competence and Motivation?
M3: Part 2 - Motivation Theories and Their
Protagonists (1)
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
M3: Part 3 - Motivation Theories and Their
Protagonists (2)
Process
Theories
Equity
Theory
Goal-Setting
Theory
Expectancy
Theory
Equitable
Reward Systems
Reinforcement
Theories
M3: Part 4 - Universalist and Contingency
Approaches to Motivation
Motivation
and Contingency Theory
The
Contingency Approach to Motivation
The
Collectivist vs. the Individualist Perspective of Motivation
Common
Trends in Motivation Theories
Intrinsic
and Extrinsic Values of Motivation
Motivation
and Worker Behaviour
M3: Part 5 - Contextualising Motivation:
Intrinsic and Extrinsic Values
The
Extent to Which Salary or Wages Inducement Motivate Workers
Performance
Related Pay (PRP)
Productivity
Bonuses
Efficiency
Gains
Profit
Share
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
Designing
an Effective Motivation Strategy
Module 4:
M4: Part 1 - Contextualising Training Needs
Analysis
Organisational
Development in Context;
Training an
Macro Organisational Development;
Training an
Micro Organisational Development;
Rationale for
Training Needs Analysis (TNA);
Training Needs
as Gaps;
Organisational Training Needs Analysis;
Subsystem Training Needs Analysis;
Individual Training Needs Analysis;
Approaches to Training Needs Analysis;
Methods of Training Needs Analysis.
M4: Part 2 - Education, Training and
Development as Investment
Difference between Education, Training and Development;
Education, Training and Development, and ‘Opportunity Cost’;
Education,
Training and Development for ‘Efficiency Gains’;
Defining
Efficiency Gains;
Measuring
Efficiency Gains;
Improving
Efficiency Gains;
Training
as Investment;
Investors in People (IIP): The British Model;
Evidence
from ‘Investors-In-People’;
Calculating Return on Investment (ROI) from Education, Training and
Development.
M4: Part 3 - Learning in Organisations and
Organisational Learning
The Organisational Learning Process;
The Individual Learning Process;
The Importance of Focus Groups in the Learning Process;
The Action Learning in Organisational Learning;
The ‘Learning
Organisation’ and its facilitation of Organisational Development;
Experiential Learning;
Reflective Practice;
Collaborative Learning;
Synergy in the Learning Process;
Learning to Learn;
Life-Long Learning;
Understanding Group Processes and
Organisational Change.
M4: Part 4 - Utilising Possible Sources of
Information in Training Needs Analysis (TNA) -1
Strategic Plans;
Tactical Plans;
Operational Plans;
Strategic Operational Review;
Human Resource Plan;
Succession Plan;
Human Resource Audit;
Critical Incident Reports;
Individual Performance Appraisal Reports;
Personnel Deployment Charts;
Business Plans.
M4: Part 5 - Utilising Possible Sources of
Information in Training Needs Analysis (TNA) - 2
Job Evaluation or Job Tasks and Role Analysis;
Client or Customer Feedback;
360 Degrees Feedback;
Supervisory Reports;
Critical Incident Report;
Training Needs Analysis Questionnaires;
Assessment Centres;
Training Needs Survey;
Task Competencies Analysis Report.
M4: Part 6 - Focusing on Training Policy and
Strategy in TNA
Training Policy Vs.
Business Strategy;
Training Policy:
Matched with Specific
Organisational Needs;
Response to Existing
Organisational Ineffectiveness.
Linking Training Policy to
Business Strategy:
The Element of Finite
Resources;
Good Business Sense;
Enhancement of
Organisational Objectives.
Other Arguments.
Education &
Training for Personal Development:
Relation to Micro OD;
The Spin-off of Micro OD;
Policy: Aligned to Business
Strategy;
Improved Effectiveness.
General Questions:
Contribution to
Competitive Advantage or Improved Organisational Functioning;
Training and Unemployment.
Module 5:
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 - Staff Performance Appraisal (1)
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.
M5: Part 3 - Staff Performance Appraisal (2)
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 - Reward Management: Developing an
Effective and Equitable Career Structure (1)
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.
M5: Part 5 - Reward Management: Developing an
Effective and Equitable Career Structure (2)
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:
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M6: Part 1 – Strategising Employee
Resourcing |
Logicalising Internal and External
Selection Processes;
Internal and External Selection
Processes as an Organisational Development Phenomena;
Rationalising Internal Selection as a
Process;
Staff Turnover and its
Negative and Positive Impact On the Organisation;
Recruitment and Selection as
a Resourcing Activity;
The Importance of Human
Resource Forecasts;
Methods of Forecasting Human
Resource Needs of the Organisation;
Strategic Operational
Review’ (SOR) As Prerequisite For Human Resource Forecasting;
Importance of Human Resource
Audit;
Conducting Human Resource
Audit;
Periodic and Exit
Interviews.
M6: Part 2 - The Legal Bases of Employee
Resourcing
The
Psychological Contract and Its Legal Bases
Genuine
Occupational Qualification (GOQ);
Employees,
Workers, and Contractors: Their Distinction and Legal Implications;
Avoiding
Accusations of Discrimination in Employment;
Holiday
Entitlement;
Job
Design and the Equality and Other Regulations:
Mechanistic
Job Design;
Biological
Job Design;
Perceptual
Job Design;
Motivational
Job Design.
Legal
Issues in Recruitment and Selection: Avoiding Discrimination;
Statutory
Information Requirement and Timescale for New Employees;
Employees
as Intellectual Capital;
Exploiting
the Organisation’s Intellectual Property;
Protecting
the Organisation’s Intellectual Property;
Employee
vs. Employer in Ownership of Intellectual Property Rights;
Patent
and Intellectual Property Rights;
Research
and Development and Intellectual Property Rights;
Research
and Development and the Patent Act;
‘Reverse
Engineering’ and Intellectual Property Rights;
Instant Dismissal or Summary
Dismissal?;
Employment
of ‘Workers’, Subject to Immigration Control;
Statutory Instruments 2014 No. 1262 - Immigration - The Immigration
(Employment of Adults Subject To Immigration Control) (Maximum Penalty)
(Amendment) Order 2014.
M6: Part 3 -
Systematising the Recruitment and Selection Process
Systematic Recruitment and
Selection Process;
Job Analysis;
Job Description;
Personnel Specification;
Market Targeting;
Designing and Placing
Advertisement;
Weighting and Using a
Candidate Assessment Form (CAF);
Non-Conventional Personnel
Selection;
Short Listing Candidates;
Conducting Selection
Interviews;
The
problems and benefits of Web-based Recruitment;
International
E-Selection: Its Organisation, and Management;
International
Video-Based Selection: Understanding and addressing its associated problems;
Employees:
Benefits of Internal Selection;
Problems with Internal Selection.
Human Resource Planning (HRP).
M6: Part 4 -
Practicalising the Recruitment and Selection Process
Determining or Predicting
Vacancies;
Conducting Job Analysis;
Designing Job Description;
Designing Personnel
Specification;
Market Targeting;
Designing and Placing
Advertisement;
Weighting and Using a
Candidate Assessment Form (CAF);
Short Listing Candidates;
Conducting Selection
Interviews;
Deciding on Preference Order of
Candidates;
Notifying Successful Candidates.
M6: Part 5 -
Organisational Retention Strategy
Levels
of Individual Commitment of Potential and New Recruits:
Moral
Commitment;
Remunerative
Commitment;
Calculative
Commitment.
Efforts
to Transform Remunerative and Calculative Commitment to Moral Commitment;
Training,
Education, Development as Talent Management Enhancement;
The
Value of Staff Induction;
Organising
an Induction Programme;
Running
an Induction Programme;
Conducting
Periodic Interviews;
Addressing
Issues Emerging for the Exit Interviews;
Conducting
Exit Interviews.
Programme Objectives:
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’.
