This Course is Designed For:

 Chief Executive Officers;
 Company Secretaries;
 Chief Operating Officers;
 Chief Financial Officers;
 Management Accountants;
 Human Resource Directors;
 Corporate Managers;
 Corporate Strategists;
 Divisional Managers;
 Functional Managers;
 Human Resource Specialists;
 Organisational Design Specialists;
 Organisational Development Specialists;
 Line Managers;
 Internal Consultants;
 Independent Consultants;
 Lecturers;

 All Others who are desirous in obtaining cutting-edge for improving the effectiveness of their decision-making, within the context of simple, functional, divisional and matrix structures, and their hybrids.

Duration: 5 Days

By the conclusion of the specified learning and development activities, delegates will be able to:
 Distinguish between decision centralisation and decentralisation;
 Provide at least two examples of organisations which facilitate decision-making centralisation and decentralisation, respectively;
 Suggest at least two benefits of decision-making decentralization;
 Indicate at least two problems of decision-making decentralization;
 Determine the degree to which decentralization of decision-making in multinational operations are, on balance, beneficial or problematic;
 Suggest whether corporate decisions to centralise decision-making might be simply ‘playing it safe’;
 Indicate the degree to which decision-making centralisation and decentralisation are facilitated by mechanistic and organismic structures;
 Vividly illustrate how environmental scanning of competitive and PESTEL forces and are structurally facilitated;
 Demonstrate their understanding of the concept of ‘layering’ in decision-making;
 Explain why Problem Resolution should be categorized as decision-making;
 Provide an acceptable explanation to the concept of industrial democracy, as a factor in decision-making;
 Indicate the relationship between decision-making process and ‘organisational health’;
 Explain the suggestion that decision-making is represent strategic and operational choices;
 Link each of the following Decision-making Patterns with Functional, Divisional and Matrix Structures, respectively;
Pattern ‘A’ Decision-making;
Pattern ‘B’ Decision-making;
Pattern ‘C’ Decision-making;
Pattern ‘D’ Decision-making;
Pattern ‘E’ Decision-making
 Provide accurate guidance on the effectiveness of individual vs team-participative decision-making in organisations
 Establish the value of and problems with individual participation in decision-making;
 Indicate the benefits and drawbacks of team participation in decision-making;
 Explain the prevailing theory surrounding team decision-making and risky-shift syndrome;
 Provide discussion lead on “real participation vs pseudo participation in decision-making process: commitment or frustration”;
 Support the notion that meetings is a forum for decision-making;
 Provide theoretical evidence that meeting effectiveness is vital for sound decision-making;
 Discuss the extent to which effective convening of meetings supports decision-making;
 Define the concept resonation, providing at least one example;
 Explain the degree to which ‘resonation’ impairs the decision-making process;
 Expound the role of the board as supreme decision-making entity;
 Illustrate the management of hedging decisions, factoring PESTEL elements;
 Discuss, with certainty, the value of ‘options’ in decision-making;
 Illustrate the use of ‘options’ to manage risky decisions;
 Provide practicable advice on decision-making, in relation to risk and business continuity.

The course cost does not include living accommodation. However, delegates are treated with the following:
 Free Continuous snacks throughout the Event Days;
 Free Hot Lunch on Event Days;
 Free City Tour;
 Free Stationery;
 Free On-site Internet Access;
 HRODC Postgraduate Training Institute’s Diploma – Postgraduate – or
 Certificate of Attendance and Participation – if unsuccessful on resit.

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.

Courses are delivered in over 30 Cities including Miami, London, Dubai, Kuala Lumpur, Paris, Milan, Caracas, Manila, Manama.

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