Course not currently available
Dynamics of Organisational Change Management (Middle East)
Course
In Dublin, Ireland ()
Description
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Type
Intensive course
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Class hours
30h
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Duration
5 Days
Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: 1.Demonstrate their awareness of the inevitability of organisational change. 2.Demonstrate the need for a proactive stance in relation to Organisational change. 3.Demonstrate their ability to conduct an Internal environmental analysis— SW. 4.Exhibit their ability to conduct an external environmental analysis— OT. 5.Synthesize the relationship between Internal and external environmental analyses— SWOT. Suitable for: This course is designed for: Consultants. Senior Managers. Middle Managers. Junior Managers. Internal Change Agents. External Change Agents and. Those desirous of managing the change process effectively
Important information
Documents
- Dynamics_of_Organisational_Change_Management.pdf
About this course
Degree or Work Experience
Reviews
Subjects
- Change Management
- Management
- Organisational Change
- Leadership
- IT
- Communication Training
- IT Management
- SWOT Analysis
- Change Strategies
- Communication Media
- Mode and Channels of Communication
- Change Implementation
- Change Acceleration
- Stakeholders
- Change Institutionalization
Teachers and trainers (1)
Prof. Dr. R.B. Crawford
Director - HRODC Postgraduate Training Institute
PhD (University of London), MEd. M. (University of Bath), Adv. Dip. Ed. (University of Bristol), PGCIS (Thames Valley University), ITC (UWI), Member of the Standing Council of Organisational Symbolism (MSCOS); Member of the Asian Academy of Management (MAAM); Member of the International Society of Gesture Studies (MISGS); Member of the Academy of Management (MAOM); LESAN; Professor, HRODC Postgraduate Training Institute; Visiting Professor, Polytechnic University of the Philippines (PUP)
Course programme
Course Contents, Concepts and Issues
- Change and Its Inevitability
- Anticipating the Need for Change
- Resistance to Change - Latent and Manifest
- Change Management and Human Resources Implications
- Internal and External Environmental Analysis—SWOT
- Internal Environmental Analysis—SW
- External Environmental Analysis—OT
- Pertinent Factors Associated with Change Implementation
- Approaches to Change: Their Merits & Demerits
- The Big Bang Approach
- The Incremental Approach
- Strategies for Effecting Change
- Influence Change Strategies: When They Should Be Used or Avoided
- Control Change Strategies: When They Should Be Used or Avoided
- Communicating Organisational Change (organizational change)
- Communication Media: Mass or Personalised Communication?
- Mode and Channels of Communication
- Getting the Message Right
- Timing of Communication
- Who Should Communicate What, When?
- Use of Groups in Change Process
- Managing Latent and Manifest Resistance to Change
- Effective, Overall, Change Leadership
- Leading Change Implementation
- Selecting the Appropriate Change Agent – Internal or External
- Speed of Change
- Change Acceleration: Averting Organisational (organizational) and Individual casualties
- Change Tolerance and Individual Stress Levels
- Managing the External Environment: Improving Perception and Instilling Confidence
- Stakeholders, generally
- Shareholders and Funding Agents
- Customers and Clients
- Potential Customers and Clients
- Change Institutionalisation: Returning To Normality
Additional information
Dynamics of Organisational Change Management (Middle East)