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Team Leadership and Motivation in Agricultural Project Management (Africa)

HRODC Postgraduate Training Institute
In Cairo, Egypt ()

£6,000
VAT exempt
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Important information

Typology Seminar
Class hours 36h
Duration 6 Days
  • Seminar
  • 36h
  • Duration:
    6 Days
Description

This Course is Designed For:
Senior Functionaries in Development Organizations responsible for Planning and Implementation of Agricultural Projects;
Senior Agricultural Inspectors;
Agricultural Research Officers;
Agricultural Settlement Officers;
Rural Development Officers;
Agricultural Lecturers;
Agricultural Students;
Risk Assessors;
Risk Analysts;
Agricultural Project Officers;
Agricultural Project Managers;
Department of Agriculture Officials;
Agronomists involved in Agricultural Projects;
Botanists engaged in Agricultural Project Management;
Zoologists involved in the Development, Management and Evaluation of Agricultural Projects;
Government Organizations responsible for managing the large and medium-sized
Agricultural Project Development Officers;
NGOs Officers, involved in Agricultural Projects;
Executives in Funding Agencies dealing with appraisal and monitoring of projects in agriculture sector;
All other personnel with an interest in Agricultural Project Management, Rural Planning and Development, Agricultural Team Leadership, Worker Motivation, Agricultural Risk Management, and Agricultural Research Management

Frequent Asked Questions

· Requirements

Degree or Work Experience

Opinions

0.0
Not rated
Course rating
100%
Recommended
4.3
fantastic
Centre rating

Reviews on other courses at this centre

Legal Human Resource Support

J
John Dogo
3.5 30/05/2016
What I would highlight: Obliged very much, Sir, I had a lovely time and I must say, I am taking this back home and letting them know that HRODC Postgraduate training institute is of great reputation and that the training is second to none. Obliged very much, Professor Crawford.
What could be improved: Nothing.
Would you recommend this course?: Yes
Did this opinion help you? Yes (0)

Anti-dumping and Anti-subsidy: Claims, Measures and Stance

B
Bader Riyad Al-Onaizi
4.5 07/05/2016
What I would highlight: I look forward to learning even more with HRODC. Thank you for this great explanation on Anti-Dumping and Anti-Subsidies.
What could be improved: Nothing.
Would you recommend this course?: Yes
Did this opinion help you? Yes (0)

Anti-dumping and Anti-subsidy: Claims, Measures and Stance

K
Khalid Al-Ghamdi
5.0 05/05/2016
What I would highlight: I want to thank Professor Doctor Crawford for the full explanation about Anti-Dumping and Anti-Subsidy. I just know that I will benefit from it. That is why I recommend this course to my colleagues and, even, to my Top Manager.
What could be improved: Nothing negative.
Would you recommend this course?: Yes
Did this opinion help you? Yes (0)

Advanced Oil and Gas Accounting: International Petroleum Accounting - Bridging Course

A
Abdulkareem Taher Taha
4.5 01/04/2016
What I would highlight: For my side, I would like to take this opportunity to thank you Professor Crawford and also obliged Ms. Maria because she was very helpful to me. I'd like to say to everybody and to my co-workers that honestly this training would be very helpful and makes your business life easy. Oblige.
What could be improved: Nothing negative.
Would you recommend this course?: Yes
Did this opinion help you? Yes (0)

Corporate Governance: Principles and Practice, Inc. Financial Risk Management

U
Umar Faruk
3.5 01/02/2016
What I would highlight: Like I said, the course has been very advantageous: the accumulation, the presentation, the demodulate and the films and I promise you, with my partnership with some of my workfellow, I will make sure that my co-workers also get benefits from which I was benefited. Obliged instructor. Thank you so much.
What could be improved: Nothing.
Would you recommend this course?: Yes
Did this opinion help you? Yes (0)
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What you'll learn on the course

Management
Risk
Performance Management
Leadership
Team Leadership
Motivation
IT Project Management
IT
Performance
Project
Planning
Project Management
IT risk
Team Dynamics
Team Training
Communication Training
IT Development
IT Management
Groupthink
Employing Transactional Analysis
Organisational Hierarchy
Organisational Functioning
Team Formation
Handling Blocking
Promoting Team Functionality
Team Typological Bases
Command Teams
Dysfunctional Behaviours
Encouraging Desirable Behaviours
Harmonising
Standard Setting
Gatekeeping
Providing Team Incentives
Clarifying Roles
Establishing Key Competencies

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

Contents, Concepts and Issues:

  • Team leadership and its importance in Agricultural Project Management
  • 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 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 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
  • 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
  • Bearing Mindful of Team Situation
  • Applying Appropriate Rewards and, or, Punishment
  • Promoting Team Functionality
  • 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

Performance Management

  • Solving Interpersonal Problems Among Team Members.
  • Helping Team Members To Channel Their Energies Into task performance Establishing Realistic Goals
  • Developing Effective Communication
  • 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
  • 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 Who
  • Harnessing Team Synergy
  • Gate keeping
  • Making It Possible For Others To Participate
  • 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
  • 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
  • TTTeam numbers and member interaction
  • Team Leader’s Direct Communication With Them
  • 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

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