Organisational Analysis, Corporate Governance, Management Functions, Crisis Diversity and Agribusiness Management (Africa)

HRODC Postgraduate Training Institute
A Astana, Kazahkstan (Kazakistan), Cairo, Egypt (Egitto) eCape Town, South Africa (Repubblica Sudafricana) e 1 altra sede.

Piú di 9000 €

Informazioni importanti

  • Short course
  • Intermediate
  • In 4 sedi
  • 90 ore di lezione
  • Durata:
    15 Days
  • Quando:

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 and All Management Aspirants and Lecturers

Informazioni importanti

Requisiti: Degree or Work Experience


Dove e quando

Inizio Luogo
Astana, Kazahkstan
Arka Street, 010 000, Kazahstan, Kazakistan
Cairo, Egypt
Champolion Street, 12421, Egypt, Egitto
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Cape Town, South Africa
Corporation Street, 8000, Western Cape, Repubblica Sudafricana
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Rabat, Morocco
Avenue Chellah, 10000, Rabat-Sale, Marocco
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Cosa impari in questo corso?

Corporate Governance
Contingency planning
Crisis Management
Diversity Management
IT Management
Organizational Analysis
Functions of Management
Business Continuity Planning
Organisational Crises


Course Contents, Concepts and Issues:

Organisational Analysis
  • Contextualising Organisational Analysis
  • Organisations: A Definition
  • Formal and Informal Organisations: A Distinction
  • Organisational Task and Task Groupings
  • Business vs. Non-business Organisations
  • Objectives Defined
  • Social Objectives
  • Business Objectives
  • Perusing Business Objectives through Business Objectives
  • Profitability of Social Objectives
  • Division of Work or Labour
  • Delegation
  • Responsibility
  • Accountability
  • Authority Demythified;
  • Authority - Facet #1
  • Authority - Facet #2
  • Power
  • Delegation as an Operational Imperative
  • Exploring Delegation
  • A Working Definition of Delegation
  • The Concept of ‘Leasing’
  • Why Delegate?
  • How Managers Benefit from Delegating
  • How Subordinates Benefits from Being the Recipient of a Delegated Task
  • Managerial Concerns about Delegating
  • Delegating Authority for Effective Task Performance
  • Delegating Responsibility with Delegated Task
  • Factors Influencing Effective Delegation
  • Delegation in a Time Management Context
  • Contextualising Delegation
  • Delegation as Internal Promotion
  • Informal Management Succession Charts
  • Formal Management Succession Charts
  • Internal Selection Mechanism
  • Delegation and External Candidature
  • Authority: Facets #1 and 2 Contextualise
Functions of Management: Pertinent Issues
  • Profiling Managers at Different Organisational Levels
  • Planning
  • The Planning Hierarchy
  • Difference between Strategic, Tactical and Operational Plans
  • Standing Plan
  • Organising: Principles of Structuring and Restructuring Organisations
  • Effective Organising
  • Division of Work
  • Departmentalising
  • Establishing Vertical and Horizontal Relationships and Formal Communication Channels
  • Establishing the Mechanism Whereby the Organisational Activities Can Be Co-Ordinated
  • Desirable Level of Specialisation
  • Controlling
  • Span of Management/Control or Span of Management
  • Degree of Decision-Making and Operational Centralisation or Decentralisation
  • Tall or Flat Structure
  • Directing/Leading
  • Co-Ordinating
  • Mutual Adjustment - With Informal Communication
  • Direct Supervision
  • Standardisation of Work Process
  • Standardisation of Input - Skills, Knowledge and Attitudes
  • Standardisation of Output
  • Level of Worker Autonomy and Managerial Control
  • Levels of Managerial Control and Worker Autonomy
  • The Management of Quality
  • Motivating Workers
  • The Concept of Motivation
  • Theories of Motivation
  • Content Theories and Some of Their Contributors
  • Maslow’s Hierarchy of Needs
  • Analysis of Maslow’s Claims
  • McClelland's Studies
  • Taylor: Money and Motivation
  • Motivator-Hygiene Factor: Herzberg’s Contribution
  • Process Theories
  • Equity Theory
  • Goal-Setting Theory
  • Expectancy Theory
  • Equitable Reward Systems
  • Reinforcement Theory
  • Motivation and Contingency Theory

Salient Issues in Crisis Management
  • Defining ‘Crisis’
  • Types of Crisis
  • Economic Crisis
  • Financial Crisis
  • Environmental Crisis
  • International Crisis
  • The Concept of Crisis Management
  • Preparation before the Crisis
  • Responding during the Crisis
  • Models Associated with Crisis Management
  • Management Crisis Planning
  • Contingency Planning
  • Business Continuity Planning
  • Cases:
  • Johnson and Johnson
  • Odwalla Foods
  • Mattel
  • Pepsi
  • Exxon
  • Organisational Crises
  • Extortion
  • Bribery
  • Hostile Takeover
  • Terrorist Attack
  • Copyright Infringement
  • Vehicular Fatality
  • Information Sabotage
  • Product Tampering
  • Workplace Bombing
  • Natural Disaster that Destroys Organisational Office
  • Natural Disaster that Disrupts Product/Service
  • Computer Tampering
  • Sexual Harassment
  • Confidential Data Loss
  • Kidnapping (Key Person)
  • Product/Service Boycott
  • Work-Related Homicide
  • Malicious Rumor
  • Hazardous Material Leak
  • Plant Explosion
  • Personnel Assault
  • Assault of Customers
  • Product Recall
  • Counterfeiting
Diversity Management
  • The Concepts of Equal Opportunities and Diversity Management
  • Equal Opportunities in Employment and the British Legislation
  • Exploring Workforce Diversity
  • Cultural Diversity, Generally
  • Gender Diversity
  • Racial Diversity
  • Ethnic Diversity
  • Age Diversity
  • Perceptual and Mental Diversity
  • Physical Diversity
  • Sexuality Diversity
  • Sentience as a Basis for Racial, Ethnic and Gender Discrimination
  • Racial, Ethnic and Gender Discrimination: The Social Identity Perspective
  • Gender and Sex Discrimination
  • Age Discrimination (Ageism and Reverse Ageism)
  • Disability Discrimination
  • Racial Discrimination
  • Discrimination as Social Identity
  • Understanding and Dealing with Sentience
  • Effective Diversity Management and Organisational Success
  • Some Effective Diversity Initiatives
  • Mummy Tracks
  • Granny Crèche
  • Employment of Older People
  • Taking Advantage of the Opportunities Which Diversity Provides
Corporate Governance
  • Introduction
  • Defining Corporate Governance
  • Company Legal Status Categorisation
  • Unlimited Companies: Legal Implications, Advantages and Disadvantages
  • Sole Proprietorships
  • Partnerships
  • Limited Partnerships
  • Incorporated Companies: Legal Requirements, Advantages and Disadvantages
  • Company Formation: Memorandum and Articles of Association
  • UK Company Year
  • UK Corporation Size Classification
  • Company Size and Reporting Requirements
  • Corporate Capitalisation
  • Company Directors: Appointment, Roles and Responsibilities;
  • UK Company Reports – Companies House
  • Financial Reporting Requirements
  • Private Limited Companies and their Regulatory Framework
  • Private Company Limited by Shares
  • Private Company Limited by Guarantee
  • Community Interest Companies (CICs)
  • Charitable Incorporated Organisations (CIOs)
  • Public Limited Companies (PLC)
  • Initial Public Offerings (IPOs): Stock Market Launch
  • Public Unlisted Companies
  • Public Listed Companies
  • Role of Investment Bankers or Underwriters;
  • IPO Methods
  • Book-Building IPO
  • IPO By Public Auction
  • Fixed-Price Public Offers
  • Executive Directors vs. Non-Executive Directors
  • Annual General Meetings
  • Extra-Ordinary Meetings
  • Share Value and Dividends
  • What is Agribusiness?
  • The Origin and Development of Agribusiness
  • Links in the Agribusiness Chain
  • Agribusiness as a Whole
  • The Big Picture of Agribusiness
  • Agribusiness vs. Traditional Business
  • Levels of Agribusiness
  • Agribusiness Manufacturers
  • Government Agencies
  • Trade and Commodity Organisations
  • Contemporary Agribusiness
  • Changes Impacting on Agribusiness
  • How Do These Factors Impact on Management?

Ulteriori informazioni

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills (BIS), formerly Department of Innovation, Universities and Skills (DIUS). Its registration number is 10019585 and can be verified at