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Leadership and Management Skills

HRODC Postgraduate Training Institute

Course

In Central London ()

£ 8,000 + VAT

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Description

  • Type

    Intensive seminar

  • Level

    Intermediate

  • Class hours

    60h

  • Duration

    10 Days

Leadership and Management Skills are qualities an executive manager must possess! If you want to learn about these abilities, enroll on this course and take advantage of knowing how to lead and manage a team.

Important information

Documents

  • Leadership_and_Management_Skills_London_KL_Milan_Kuwait_Istanbul_Postgraduate_Diploma_Course.docx

About this course

This course is designed for: senior managers, middle managers, junior managers, and those enroute to management all management aspirants, lecturers, consultants, leaders, supervisors, organisational development practitioners, business owners.

Degree or Relevant Work Experience

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Subjects

  • Conflict
  • Conflict Management
  • Management
  • Presentation
  • Conflict Resolution
  • Problem Solving
  • Leadership
  • Motivation
  • IT
  • Approach
  • Planning
  • Team Training
  • Time management
  • Communication Training
  • IT Management
  • Directing
  • Skills and Training
  • Communication
  • Negotiation
  • Employee Development
  • Functions of Management
  • Meeting Management
  • Organisational Design
  • High Performance Leadership
  • Approaches to Leadership
  • Managerial Leader
  • Leading Through Delegation
  • Least Preferred Co-Worker
  • Theory X and Theory Y
  • Vertical and Horizontal Relationships
  • Worker Motivation
  • Decision-Making and Problem Solving
  • Equitable Reward Systems
  • Organisational Change Management
  • Risk Identification

Teachers and trainers (1)

Prof. Dr. R.B. Crawford

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

Limited Course Contents, Concepts and Issues:

High Performance Leadership
  • The Concepts of a ‘Leader’ and ‘Managerial Leader’
  • The Leader and Authority
  • The Leader and Influence
  • The Manager and the Conferment of Power
  • The Application of Control and ‘Power Cohesion’
  • The ‘Managerial Leader’ and the Ability to Vary Strategy
  • Power as a Recourse of the Managerial Leader
  • Leadership and Interpersonal Relationship
  • Approaches to Leadership
  • Qualities or Traits Approach to Leadership
  • Task and Person Orientation
  • Participative Leadership
  • Transactional Leadership
  • Transformational Leadership
  • Contingency or Situational Approaches to Leadership
  • Leaders vs. Non-Leaders In Relation to Confidence and Intelligence
  • Leadership and Extroversion
  • Problems with Traits Approach
  • Social, Power and Achievement Needs and Their Relevance to Leadership
  • ‘Task and Leader- Qualities Match’
  • The Perceived Consequence of Task Orientation and Reduced Relationship Orientation for Managerial Effectiveness
The Functions of Management
  • The Functions of Management
  • The Management Process: Its Universality
  • Planning: The Basis For The Emanation of Subsequent Functions
  • The Different Types and Levels of Planning
  • Planning as Objective Establishment
  • Planning as a Procedural Issue
  • Organising Process, People and Subsystems
  • Fundamental Issues In Designing Organisations
  • Management Implications For Tall and Flat Structures
  • An Introduction to Basic Organisational Forms:
  • Simple Structure Functional Structure
  • Divisional Structure
  • Matrix Structure
  • Organisational Design as a Function of Organisational Dynamics
  • Important Considerations in Organisational Design
  • Designing For Effective Product/Service Management
  • Designing For Communication Effectiveness
  • Designing For Effective Client/Customer Focus
  • Importance of Vertical and Horizontal Relationships
  • Directing or Leading
  • Directing or Leading: A Question of Leadership Styles and Administrative Strategies
  • Directing or Leading: Managerial Control vs. Worker Autonomy
  • The Relationship Between Leadership and Worker Motivation
  • Co-Ordinating - Mintzberg’s Bases of Co-Ordination
  • Mutual Adjustment
  • Direct Supervision
  • Output
  • Standardisation of Input
  • Standardisation of Work Process
  • Managing Organisations in a Stable Environment
  • Managing Organisations in an Unstable Environment
Decision-Making and Problem Solving
  • Understanding Problem Solving
  • Analysing the Problem
  • Developing Effective Problem Statements
  • Determining Causes
  • Simplifying Complex Problems
  • Risk Identification and Management
  • Problem Solving
  • Gathering and Analysing Data
  • Developing Alternatives
  • Evaluating Options
  • Implementing the Solution
  • Monitoring and Managing the Solution
  • Verifying the Solution
  • Using Adaptive Techniques
Motivating Workers
  • 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 & Motivation
  • Motivator-Hygiene Factor: Hertzberg’s Contribution
  • Process Theories
  • Equity Theory
  • Goal-Setting Theory
  • Expectancy Theory
  • Equitable Reward Systems
  • Reinforcement Theories
  • Reinforcement Theory
  • Motivation & Contingency Theory
  • Designing an Effective Motivation Strategy
  • The Collectivist vs. the Individualist Perspective of Motivation
  • Common Trends in Motivation Theories
Organisational Change Management
  • Change and Its Inevitability
  • Anticipating The Need For Change
  • Resistance To Change - Latent & 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)
Conflict Management: A Pro-Active Approach to Conflict Resolution
  • Introducing Conflict as A ‘Functional’ Mechanism
  • Contact and Communication
  • Superordinate Goals
  • De-Escalation Threshold
  • Apology or Apologia?
  • The Place of Forgiveness in Conflict Resolution
  • The Place of Praise in Conflict Resolution
  • The Use of Tit For Tat in Conflict Resolution
  • The Place of New Resources
  • Decoupling and Buffering
Negotiation
  • Defining Negotiation
  • Different Negotiation Approaches
  • ‘Role Negotiation’ as a Conflict Management Tool
  • Mutual Resolution as Conflict Resolution
  • Collegial Mediation as Conflict Resolution
  • Hierarchical Intervention as Conflict Resolution
Communication
  • Communication Styles
  • Elements of the Communication Process
  • Communication with the Organisation
  • Qualities and Competencies of a Good Communicator
Effective Presentation
  • Presentation Concept and Objectives
  • Key Factors of a Presentation
  • Preparing a Presentation
  • Support Media
  • Winning the Audience during Presentation
Effective 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
  • Conquering Over commitment ( Learn to say, “No”)
  • The Four D’s of Time Management
  • Managing Multiple Task and Deadlines
  • Combating Work Related Stress
Meeting Management
  • Creating an Effective Agenda
  • Importance of Agenda
  • Steps For Productive and Effective Meeting
  • Groupthink
  • Team think
  • Reducing Time Spent on Meeting
  • Meeting Menaces
  • Meeting Mismanagement
  • Trading Game Scenario

Additional information

Cost:                         ü  £8,000.00    Per Delegate for UK Delivery ü  £10,000.00  Per Delegate for Delivery outside the UK

See related categories

Leadership and Management Skills

£ 8,000 + VAT

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