This Course is Designed For:
 Board of Directors;
 Chief Executive Officers (CEOs);
 Chief Executives;
 Chief Financial Officers (CFOs);
 Chief Secretaries;
 Company Secretaries;
 Corporate Managers;
 Divisional Heads;
 Entrepreneurs;
 Executive Directors;
 Executive Vice Presidents;
 Human Resource Managers;
 Human Resource Directors;
 Management Graduates;
 Management Lecturers;
 Managing Directors;
 Middle Managers;
 Non-Executive Directors;
 Organisational Development Practitioners;
 Organisational Resource Directors;
 Senior Managers;
 Senior Project Managers;
 Senior Resource Managers;
 Supervisors;
 University Vice Chancellors;
 Venture Capitalists;
 Individuals with a genuine interest in Issues associated with Organisational Structure and Control, and General Management, towards Enhanced Organisational Effectiveness.

Duration: 6 Days

Course Objectives

By the conclusion of the specific learning activities, delegates will be able to demonstrate:

 Demonstrate their appreciation for consumer demand for quality;
 Become aware of the consumers’ increasing quality consciousness;
 Design and implement a quality programme;
 Suggest how continuous improvement might be designed and implemented;
 Determine how just-in-time system works in practice;
 Specify the difference in ‘push’ and ‘pull’ between just-in-time (JIT) system and materials requirement planning (MRP);
 Demonstrate their understanding of the fundamental differences between JIT and MRP;
 Explain the Sourcing strategies, which are necessarily employed in JIT and MRP;
 Circumvent problems posed by single Sourcing;
 Understand the fundamental tenets of Total Quality Management (TQM);
 Show an understanding of the operational constraints of popular quality systems;
 Exhibit appreciation for the finite nature of resources;
 Demonstrate an awareness of the relationship between strategic management & resource management;
 Exhibit awareness of the conflict, which is likely to persist between corporate & operational managers regarding allocation & utilisation of resources;
 Demonstrate awareness of the traditional ways of controlling organisational resources, their benefits & drawbacks;
 Simulate the design, operation & analysis of responsibility centres – i.e.:
• Revenue centres;
• Cost or expense centres;
• Profit centres;
• Investment centres.
 Design a Resource Management Systems which incorporate Policy Programme & Budgeting System (PPBS) and, or, Management by Objectives (MBO);
 Demonstrate the application of ‘Zero-base’ Budgeting;
 Undertake facilities audit, employing an Effective Costing Strategy;
 Systematise accounting throughput, relating it to most organisational processes;
 Demonstrate their appreciation for consumer and client demand for quality;
 Demonstrate their awareness of consumers’ increasing quality consciousness;
 Exhibit an understanding of the role of Quality Systems in:
• Creating a Positive Organisational Image;
• Lowering Operational Costs;
• Reducing or Averting Product or Service Liability and Litigation.
 Demonstrate their understanding of ‘Modern Control Systems’;
 Determine the place of mutual adjustment, as a co-ordinating mechanism within specific organisational settings – determined by their sizes and stages of development, and work process;
 Determine how management information systems support organisational control;
 Determine the cybernetic value of computerised information system in general organisational functioning and specifically management control system;
 Evaluate the impact of a haphazard management accounting system on the overall organisational control mechanism;
 Explain the import conversion export process;
 Apply the concept of Equifinality in Organisational Control;
 Indicate when managerial control should be relaxed, to facilitate organisational development, quality improvement and Continuous Professional Development (CPD);
 Establish quality objectives;
 State quality objectives as precisely as possible;
 Set quality objectives in relation to other organisational objectives;
 Relate objectives to specific actions, whenever necessary;
 Pinpoint expected results;
 Specify when goals are expected to be achieved;
 Distinguish between strategic, tactical and operational quality objectives;
 Establish a ‘quality-throughput accounting balance’;
 Demonstrate how a continuous Improvement Strategy might be Designed and Implemented;
 Illustrate how Just-In-Time System works in practice;
 Establish the difference in ‘push’ and ‘pull’ between Just-In-Time (JIT) System and Material Requirement Planning (MRP);
 Demonstrate their understanding of the fundamental differences between JIT and MRP;
 Demonstrate the quality benefits of JIT vs. MRP;
 Indicate the quality issues involved in JIT and MRP;
 Exhibit Their understanding of the Sourcing strategies, which are necessarily employed in JIT and MRP;
 Demonstrate their ability to circumvent problems posed by Single Sourcing;
 Exhibit their understanding of the fundamental tenets of Total Quality Management (TQM);
 Demonstrate their ability to contextualise the following:
• What is the International Organisation for Standardization (ISO);
• What ‘international standardization’ means;
• How ISO standards benefit society;
• The hallmarks of the ISO Brand;
• ISO and World Trade;
• ISO and Developing Countries;
• How to recognize an ISO Standard;
• The big, wide world of ISO Standards;
• What makes ISO 9000 and ISO 14000 so special;
• What makes conformity assessment so important;
• ISO9000 as a Quality Framework;
• The ISO 9000 Family;
• ISO 1400: An Introduction.
 Demonstrate their understanding of the role of the British Standard Institution (BSI) as an International Quality Assessment Body;
 Exhibit their ability to plan, establishing & monitor Quality Systems;
 Exhibit an understanding of the fundamental principles of Total Quality Management (TQM);
 Demonstrate their ability to Implement and Monitoring TQM;
 Demonstrate an understanding of the operational constraints of popular quality systems;
 Illustrate the perceptual value of quality assurance;
 Exhibit their ability to establish quality assurance from quality objectives;
 Demonstrate their ability to Quality Benchmarking;
 Evaluate the standards proposed by internationally acclaimed quality protagonists, such as:
• Philip B. Crosby,
• W. Edwards Deming,
• Joseph M. Juran,
• Shigeo Shingo, and
• Armand V. Eeigenbaum.
 Use quality as a basis for conducting an internal and external environmental analysis;
 Demonstrate their ability to use quality as the basis for conducting a strategic operational review;
 Exhibit their ability to initiate and institutionalise incremental quality improvement;
 Demonstrate their ability to Identify areas for quality improvement;
 Exhibit an understanding of the role of communication for quality improvement;
 Demonstrate their understanding of the role OF Research and Development for Quality Improvement.

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:; and
My Direct telephone number is +442071935906


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