This Course is Designed For:

 Corporate Managers;
 Executive Managers;
 Senior Managers;
 Middle Managers;
 Junior Managers;
 Human Resource Managers;
 Board of Directors;
 Entrepreneurs;
 Supervisors;
 Organisational Development Practitioners;
 Management Graduates;
 Management Lecturers;
 Individuals with a genuine interest in Issues associated with Individual and Group Management.

Duration: 5 Days

Module 1
Team Dynamics: Empowering High Performance Groups

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

 Demonstrate a heightened understanding about the function of team dynamics for effective team performance;
 Demonstrate their understanding of their role in the management of teams in the organisation;
 Exhibit an advanced knowledge about the finer-points of team-decision-making;
 Demonstrate a well-developed inter-personal skill;
 Demonstrate their ability and willingness to contribute to the enhancement of a team’s ‘problem-solving capability’;
 Exhibit heightened understanding of ‘role relationships’ in organisation.

Course Contents, Concepts and Issues

 Groups: Definition;
 Distinguishing Groups From Aggregations;
 Group Solidarity;
 Group Cohesion;
 Team or Group: A Distinction;
 Team Dynamics;
 Types of Teams;
 Command Teams;
 Committees (Temporary & Standing);
 Task Forces;
 Boards;
 Team Formation:
Forming;
Storming;
Norming/Initial Integration;
Performing/Total Integration;
Disbandment or Adjournment.
 Purpose of Teams in the Work-Place;
 Team Characteristics;
 The Role Concept: An Introduction;
 How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team Development?;
 Dysfunctional Behaviour in Teams:
Aggressiveness;
Blocking;
Interfering;
Competing;
Seeking Sympathy;
Withdrawal and;
Special Pleading.
 Inter-Team Conflict;
 Sources of Inter-Team Conflict;
 Consequences of Dysfunctional Conflict;
 Team Decision-Making;
 Social Identity Theory;
 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.

Module 2
Conflict Management in Organisation

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

 Demonstrate an understanding of the importance of their role set and identify the role segment of their role set;
 Distinguish between conflict and role conflict;
 Distinguish between intrarole senders and intrarole senders;
 Demonstrate an enhanced understanding of interrole conflict and intrarole conflict;
 Exhibit their ability to hypothise the existence of latent conflict;
 Determine the positive effect of conflict in a given situation;
 Demonstrate their ability to manage conflict effectively;
 Demonstrate their ability to choose the most appropriate conflict resolution method for particular situations.
 Employ role negotiation as a conflict management tool.

Course Contents, Concepts and Issues

 Role: A Contextual Definition;
 Role Enactors;
 Roles in Organisational and Non-Organisational Settings;
 The Role Set;
 Role Segments;
 Role Expectations;
 Role Sender;
 Conflict and Role Conflict;
 Interpersonal Conflict;
 Interrole Conflict;
 Intrarole Conflict;
 Conflict Management: An introduction:
Latent Conflict;
Manifest Conflict;
Organisational Value Of Conflict;
Introducing Conflict
Exploiting Conflict.
 Conflict Resolution Methods:
Mutual Resolution;
Collegial Intervention;
Hierarchical intervention;
Debriefing in Conflict Situations.
 Role Negotiation: Beyond Worker-Manager Prerogative.

Module 3
Employee Development – Incorporating Training Needs Analysis

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

 Locate employee development in a strategic context;
 Demonstrate their ability to analyse training needs;
 Evaluate the conventional and non-conventional methods of training needs analysis;
 Demonstrate their ability to develop and manage a management succession chart;
 Exhibit an understanding of the use of focus groups in training needs analysis;
 Distinguish between demand-led and demand-led training needs;
 Exhibit an understanding of the value of action learning in determining training needs;
 Relate the way in which action research can be used in determining training needs;
 Demonstrate their understanding of the relationship between individual, team and organisational training needs;
 Develop a personnel deployment chart.

Course Contents, Concepts and Issues

 Rationale for and Definition of Training Needs Analysis (TNA);
 Approaches, Methods and Techniques of Training Need Analysis;
 The Traditional Approach to Training Needs Analysis;
 Job Behaviour and Task Analysis;
 Data is Gathered from Field Observations Using Structured Questionnaires and Formal Interviews;
 Multi-Skilling;
 Knowledge Skills, and Attitudes Development;
 Job, Task and Role Analysis;
 A Strategic Approach to Competency Assessment;
 ‘Supply-Led’ or ‘Pedagogical’ Approach To Training Needs Analysis;
 Demand-Led’ Approach to Training Needs Analysis;
 Behavioural Expectation Scales;
 Focus Groups;
 Action Learning;
 Action Research;
 Process Management;
 Assessment Centres ;
 Human Resource Plan;
 Succession Plan;
 Human Resource Audit;
 Critical Incident Reports;
 Individual Performance Appraisal Reports;
 Personnel Deployment Charts;
 Business Plans;
 Strategic Plans;
 Job Evaluation;
 Job Tasks and Role Analysis;
 Client or Customer Feedback.

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