This Course is Designed For:

 Consultants;
 Senior Managers;
 Middle Managers;
 Junior Managers;
 Internal Change Agents;
 External Change Agents;
 Those desirous of managing the change process effectively;
 All Management Aspirants;
 Lecturers;
 Organisational Development Practitioners.

Duration: 6 Days

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:
 Distinguish between the concepts of ‘leader’ and ‘managerial leader;’
 Demonstrate their understanding of at least 2 approaches to leadership;
 Demonstrate their understanding of the relationship between fielder’s situational model & McGregor’s Theory ‘X’ & Theory ‘Y’ leadership styles;
 Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively;
 Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioural control over their subordinates, respectively;
 Explain the relationship between the ‘goal-path model’ of leadership & the expectancy theory of motivation;
 Suggest problems with equalities or traits approaches;
 Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turnover level;
 Point to specific empirical research supporting the relationship between participative leadership;
 Distinguish between control and influence administrative strategies;
 Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organisation;
 Demonstrate an understanding of the relationship which exists between administrative strategy and leadership style;
 Assess the leadership style of a superior or colleague;
 Demonstrate an understanding of the relationship between a manager’s leadership style and the type of structure which he or she is likely to implement;
 Demonstrate their ability to carefully select administrative strategies so as to promote leader and organisational flexibility;
 Propose ways of reducing cultural infringement in their choice of strategy;
 Demonstrate their Understanding of Managers’ Responsibility for Tasks Performance;
 Effectively illustrate the extent to which Managers have Responsibility for the Effective Functioning of Organisation, Division and Department;
 Devise ways of Affecting Workers’ Behaviour towards Effective Task Performance;
 Address Managers’ Choice of Options towards Effect Behavioural Change;
 Relate Managers’ Effort for Ensuring Subordinates’ Conformity to Behavioural Expectations;
 Suggest the Options that Managers have to employ Administrative Strategies;
 Demonstrate an understanding of the General Use of The Concept of ‘Strategy;’
 Demonstrate a heightened understanding of Management or ‘Administrative Strategy;’
 Exhibit an understanding of the relationship between ‘Administrative Strategy’ and Worker-Conformity to Behavioural Expectations;
 Explain the concept of ‘Puissance’ as ‘Choices’ towards Organisational Functioning;
 Explain the concept of Puissance, as ‘Will’ or ‘Force;’
 Demonstrate their understanding of ‘Puissance’ as Force and ‘Assent;’
 Distinguish between the Concepts of Power and Authority;
 Suggest the relationship between Puissance and the ‘Managerial Leader;’
 Address the extent to which a Managerial Leader has both Power and Authority;
 Distinguish between Implicit and explicit subordinate agreements;
 Resolve the relationship between a Manager’s Power and his or her Control of Organizational Resources;
 Illustrate their understanding of the often forgotten facet of Authority (The Second Facet of Authority);
 Present an ‘internalised’ understanding of the Concept of Influence;
 Provide a Practical Illustration of Power, and ‘Control’ as an affective ‘domain;’
 Explain Control as an Administrative Strategy;
 View Influence as an Administrative Strategy;
 Demonstrate their understanding of Normative Re-Educative Administrative Strategy;
 Demonstrate their Rational Empirical Administrative Strategy;
 Internalise the Place of Reward and Punishment in Affecting Workers’ Behaviour;
 Explain the Place of Threat or Promise in Affecting Workers’ Behaviour;
 Resolve the Issue of ‘Threat and Fear VS Promise and Positive Expectation;’
 Successful Debate the Authority and its ‘Affect’ on Workers’ Behaviour;
 Explain how Managers might Influence Workers’ Behaviour, without the Threat of Force;
 Demonstrate their ability to apply the Control Administrative Strategy;
 Regard Reward as a Positive Reinforcement;
 Apply the Influence Administrative Strategy in a Realistic Situation;
 Suggest the Relationship between Leadership Style and the Influence Administrative Strategy;
 Demonstrate their understanding of the relationship between the Control Administrative Strategy and the Theory X Leadership Style;
 Explain Leadership Styles as a ‘Non-Conscious’ Decision of Managers;
 View Leadership Style as an Ascribed ‘Status;’
 Distinguish between Leadership Style and ‘Leader Behaviour;’
 Explain Leadership Style using the Concept of ‘Flexion;’
 Exemplify Leadership Styles as Managers’ Choice of Administrative Strategies;
 Illustrate the extent to which Influence Strategy relates to ‘Theory Y’ Leadership Style;
 Explain the Leadership Style Continuum;
 Demonstrate a heightened understanding of Leadership Style and Latent Behaviour;
 Link Particular Leadership Style with Subordinates’ Manifest Behaviour;
 Explain Leadership Style as a Motivating Factor;
 Assess the relationship between Leadership Style and the Contingency Approaches;
 Debate the relationship between Leadership Style and Organisational Structure;
 View Organisational Structure as a Leadership ‘Choice;’
 Illustrate the Link between Theory X Leadership Style and the Functional Structure;
 Associate Theory X Leadership Style with the Divisional Structure;
 Assess the relationship between Theory X Leadership Style and the Matrix Structure;
 Indicate that they understand the relationship between Leadership Styles and Structural Relationships;
 Represent the Leadership Style and Communication;
 Associate Leadership Style with Levels of Role Specificity;
 Demonstrate an awareness of the relationship between Contingency Approaches to Leadership and Environmental Variables;
 Advise on the extent to which Leadership and Environmental Variables, Affect Organisations;
 ‘Vocalise’ the relationship between the Contingency Approaches to Leadership and Employee Development;
 Demonstrate their awareness of the inevitability of organisational change;
 Demonstrate the need for a proactive stance in relation to Organisational change;
 Demonstrate their ability to conduct an Internal environmental analysis—SW;
 Exhibit their ability to conduct an external environmental analysis—OT;
 Synthesize the relationship between Internal and external environmental analyses—SWOT;
 Determine the factors, which contribute to workers’ resistance to change;
 Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;
 Demonstrate their awareness of change management and human resource implications;
 Distinguish between change strategies and approaches to change;
 Illustrate the advantages and disadvantages of each strategy;
 Manage latent and manifest resistance to change;
 Determine the situations when a particular approach might be appropriate;
 Determine the most effective ways of communicating change decisions to workers;
 Illustrate the advantages and drawbacks of group involvement in decisions related to change;
 Design measures, which will ensure change institutionalisation; and
 Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.

We offer very attractive discount for groups of 3 and more people, from the same organisation, taking the same course. This discount is between ten percent (10%) and thirty three percent (33%), depending on the group size. Even with these discounts, we can also deliver courses for groups in the country of your choice.

Please feel welcome to contact me, at any time. My e-mail addresses are: fria@hrodc.com; and fria.hrodc@outlook.com
My Direct telephone number is +442071935906