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 Organisational Management.

Duration: 5 Days

Course Objectives

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

 Demonstrate an understanding of organisational development as a process;
 Exhibit a heightened awareness of the constituents of organisational development;
 Demonstrate an understanding of organisational climate and how it can be gauged;
 Strike a balance between macro organisational development and micro organisational development;
 Demonstrate their ability to incorporate specified elements of the quality of working life in the management of their subsystems and sections;
 Exhibit their ability to use aspects of quality of working life to motivate workers;
 Manage sensitivity training successfully;
 Determine the different stages of process consultation;
 Determine organisational success factors;
 Demonstrate their awareness of the inevitability of 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;
 Demonstrate the need for a proactive stance in relation to organisational change;
 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 the inevitability of organisational change;
 Demonstrate the need for a proactive stance to organisational change;
 Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process;
 Manage the relationship between the organisation and its internal and external stakeholders during the different stages of the change process;
 Determine the factors, which contribute to workers’ resistance to change;
 Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;
 Distinguish between change strategies and approaches to change;
 Illustrate the advantages and disadvantages of each change strategy;
 Employ the correct change strategy that will create ‘winners’ even in a ‘most hopeless’ situation;
 Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where 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;
 Appreciate the importance of change institutionalisation;
 Design measures, which will ensure change institutionalisation;
 Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environments;
 Distinguish between strategic and operational change;
 Assess the impact of information and communications technologies (ICTs) on the change process;
 Exploit the benefits of information and communications technologies (ICTs) in the planning, communication and implementation of change, being mindful of their drawbacks;
 Match the mode, channel and method of communication with the nature and stage of the change process;
 Determine the type, level and stage of change that might be best suited to the ‘employment’ of internal or external change agents, respectively, maintaining an effective working environment;
 Appreciate the difference between individual stress tolerance levels;
 Devise methods of reducing stress levels;
 Distinguish between the speed of change and ‘change acceleration’;
 Determine when change acceleration is necessary;
 Devise a strategy that will reduce the negative effects of ‘change acceleration’;
 Implement change, whilst avoiding human and organisational casualties;
 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