Human Resource (HR) Training and Development Management (Full-time) (London)

HRODC Postgraduate Training Institute
En Central London (Inglaterra)

£ 38.000 - ($ 137.636.776)

Información importante

  • Curso
  • Central london (Inglaterra)
  • Duración:
    6 Months
  • Cuándo:
    A definir

Suitable for: Human Resource Professionals, Human Resource Managers, Human Resource Specialists who need to expand their knowledge and expertise in all. aspects of human resources management, Executives, Directors, Managers who need current, specialized knowledge, Supervisors, Experienced managers who are new to the HR field, Other mid-level managers pursuing a career change or promotion, Business consultants, MBA students

Información importante

Requisitos: Degree or Work Experience


Dónde se imparte y en qué fechas

Inicio Ubicación
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A definir
Central London
Carburton Street, W1W 5EE, London, Inglaterra
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Programa académico


Module 1 - Trainer Training, Training for Trainers
Module 2 - Motivating Workers: Intrinsic and Extrinsic Rewards
Module 3 - Employee Resourcing: Recruitment and Selection
Module 4 - Financial Risk Management
Module 5 - Modern Quality Systems
Module 6 - Executive Leadership and High Performance Team Management
Module 7 - Organisation Management: An Introduction
Module 8 - Managing Individual Performance
Module 9 - Advanced Financial Accounting
Module 10 - Effective Time Management
Module 11 - Training Needs Analysis: Determining Traiing Needs
Module 12 - Training Expenditure or Investment: Training Needs Analysis, Costing and Budgeting for Accelerated Return

Limited Contents:

Trainer Training: Training for Trainers

  • Learning Theory
  • Learning and Memory
  • Learning and Application
  • Education Training and Development: A Distinction
  • Conditions Conducive To Learning and Memory
  • The Taxonomy of Educational Objectives
  • The Value of Varied Learning Experiences
  • Establishing Learning Objectives
  • Determining the Content of Training Programmes
  • Designing Delegate Activities, In Line With Established Objectives
  • Effective Oral Presentations
  • Designing Training Courses
  • Designing Ice Breaker and Closure Activities
  • Creating an ‘Ideal’ Setting
  • Designing the Course Evaluation Questionnaire
  • Equipping the Training Room ‘Within the Budget’
  • Learning Organisation: An Introduction
  • Training and Development Policy
  • Training Needs Analysis
  • Individual Training Needs Analysis
  • Group Training Needs Analysis
  • Corporate Training Needs Analysis
  • Determining the Appropriateness of Training

Motivating Workers: Intrinsic and Extrinsic Rewards

  • Directing or Leading
  • 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 & Motivation
  • Motivator-Hygiene Factor: Hertzberg’s Contribution
  • Process Theories
  • Equity Theory
  • Goal-Setting Theory
  • Expectancy Theory
  • Equitable Reward Systems
  • Reinforcement Theories
  • Reinforcement Theory
  • Motivation & Contingency Theory
  • Designing an Effective Motivation Strategy
  • The Collectivist vs. the Individualist Perspective of Motivation
  • Common Trends in Motivation Theories
  • Intrinsic and Extrinsic Values of Motivation
  • Motivation and Worker Behaviour
  • The Extent to Which Salary or Wages Inducement Motivate Workers
  • Performance Related Pay (PRP)
  • Productivity Bonuses
  • Efficiency Gains
  • Profit Share
Employee Resourcing: Recruitment and Selection
  • Staff Turnover and Negative and Positive Impact On the Organisation
  • Levels of Individual Commitment of Potential and New Recruits
  • Moral Commitment -
  • Remunerative Commitment -
  • Calculative Commitment;
  • Recruitment and Selection as a Resourcing Activity
  • Training, Education, Development as Facilities for New Recruits
  • The Importance of Human Resource Forecasts
  • Methods of Forecasting Human Resource Needs of the Organisation
  • Strategic Operational Review’ (SOR) As Prerequisite For Human Resource Forecasting
  • The Legal Bases of Recruitment and Selection
  • Job Design
  • Types of Job Design
Financial Risk Management
  • Risk: A Working Hypothesis
  • Defining Risk – Generally
  • Financial Risk: A Plausible Definition
  • Financial Risk in an Organisational Setting
  • Financial Risk and ‘Market Dynamics’
  • Liquidity Risk
  • Operating Risk
  • Fraud Risk
  • Settlement Risk
  • Corporate Strategy and Risk Management
  • The Currency Derivatives Market
  • Financial Risk and Unpredictability: Uncontrollable Environmental Issues
  • Asset Behaviour and Pricing Implications
  • Credit and Counterparty Risk
  • The Legal and Political Risk Environments
  • Risk as an Economic Factor
  • Technological Risk Factor
  • Risk associated with Socio-Cultural Change
  • Financial Risk Settings: A Meta-Analytical Exploration
  • Risk in Financial Institutions
  • Banking Risk
  • Risk and the Currency Market
  • Risk and the Equity Market
  • Futures Market Risk
  • Financial Exposure as Risk
  • Economic Exposure
  • Transaction Exposure
  • Translation Exposure
  • Calculating Risk in Financial Exposure
  • Risk Management: A Conceptual and Statistical Meta-Analysis
  • Conducting a Risk Assessment

Modern Quality Systems

  • Quality: A Definition
  • Clients’ Quality Consciousness
  • The Law and Development of Quality Assurance
  • Using Quality As A Tool To:
  •  Create a Posit ive Organisat ional Ima g e
  •  Lower Operational Costs
  •  Reduce or Avert Product or Service Liability Litigation
  • Modern Control Systems
  • Management Information System
  • Computerised Information Systems
  • Information Speed
  • Information Retrieval
  • Management Accounting System
  • The Import- Conversion–Export Process
  • The Import Process
  • The Conversion Process
  • The Export Process
  • Operational Control System
  • Service Operation
  • Process Scheduling
  • Loading
  • Sequencing
  • Detailed Scheduling
  • Inventory Control
  • Cost Control
  • Quality Control
  • Controlling Utilisation of Organisational Resources
  • Co-Ordaining As a Control Mechanism
  • Mutual Adjustment
  • Direct Supervision
  • Standardisation of Work Process
  • Standardisation of Input-Skills, Knowledge and Attitudes
  • Standardisation of Output
  • Organisational Structure as a Control Function
  • Communication Dissemination
  • Decision Making Involvement
  • The ‘In’ Inventory
  • The ‘Out’ Inventory
  • The ‘JIT’ Inventory System
  • The Kanban System
  • Establishing Quality Objectives
  • Stating Precise Objective
  • Setting Quality Objectives in Relation to Other Organisational Objectives
  • Relating Objectives to Specific Actions
  • Pinpointing Expected Results
  • Specifying When Goals Are Expected To Be Achieved
  • Distinguishing Between Strategic, Tactical and Operational Quality Objectives
  • Establishing a ‘Quality-Throughput Accounting Balance’
  • Continuous Improvement Programme
  • Just-In-Time (JJIT) Compared With Material Requirements Planning (MRP)
  • JIT vs. MRP: Component and Material Sourcing Strategy
  • The Quality Benefits of JIT vs. MRP
  • The Quality Issues Involved In JIT and MRP
  • Kaizen or Continuous Improvement
  • Modern Quality Systems
  • The British Standard Institution (BSI) As An International Quality Assessment Body
  • The Fundamental Principles of Total Quality Management (TQM)
  • Implementing and Monitoring TQM
  • 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

Executive Leadership and High Performance Management

  • The Concepts of ‘Leader’ and ‘Managerial Leader’
  • The Leader and Authority
  • The Leader and Influence
  • The Manager and the Conferment of Power
  • The Application of Control and ‘Power Cohesion’
  • The ‘Managerial Leader’ and the Ability to Vary Strategy
  • Power as a Recourse of the Managerial Leader
  • Leadership and Interpersonal Relationship
  • Approaches to Leadership
  • Qualities or Traits Approach to Leadership
  • Task and Person Orientation
  • Participative Leadership
  • Transactional Leadership
  • Transformational Leadership
  • Contingency or Situational Approaches To Leadership
  • Leaders vs. Non-Leaders In Relation To Confidence & Intelligence
  • Leadership and Extroversion
  • Problems with Traits Approach’
  • Social, Power & Achievement Needs and Their Relevance To Leadership
  • ‘Task and Leader- Qualities Match’
  • Perceived Consequence of Task Orientation and Reduced Relationship Orientation for Managerial Effectiveness
  • The Consequence Of Person or Consideration Oriented Leadership on Employee
  • Satisfaction and Subsequent Staff Turnover
  • Contingent Factors and Leader Effectiveness or Ineffectiveness
  • Perceived Value of ‘Democratic Leader Behaviour’, Dispensing Participative Leadership
  • Perceived Value of ‘Autocratic Leader Behaviour’
  • Value of ‘Performance Monitoring’ To Individual Effectiveness
  • Result Orientation Leadership vs. Process Oriented Leadership
  • Transformational Leadership and Charisma
  • Mission Progress Articulation
  • Leading Through Delegation
  • Subordinates’ Perception of Transformational Leadership vs. Transactional Leadership
  • Contingency Approaches to Leadership And The Crucial Nature of an Organisation’s
  • Environmental Variables
  • Contingency Approaches vs. Universalist Approaches to Leadership
  • Contingency Approaches to Leadership and Their Relationship to Trait and Style
  • Orientations

High-Performance Teams:

  • High Performance Teams: A Definition
  • Autonomous Work Teams
  • Autonomous Work Groups
  • Learning Groups
  • Self-Directed Work-Teams/Groups
  • Self-Managed Teams
  • The Potential Energy of High-Performance Teams
  • Organisational Benefits of High-Performance Teams
  • Instituting High-Performance Teams
  • Empowering High-Performance Teams
  • Inevitable Issues of Reward and Equity
  • Internal And External Organisational Development (OD) Consultant’s Role in the
  • Formation, Development, Support and Maintenance of High Performance Teams

Organisation Management: An Introduction

  • Introductiion to Formall Organiisatiions
  • Definition; Objectives – Social and Business
  • Tasks
  • Division of Work/Labour
  • Delegation
  • Responsibility
  • Accountability
  • Authority
  • Power;
  • Roles
  • Informal Organisations
  • Case Study Analysis
  • The Functiions of Management: An Introductiion
  • The Functions of Management
  • The Management Process: Its Universality
  • Planning: The Basis for the Emanation of Subsequent Functions
  • The Different Types and Levels of Planning
  • Planning As Objective Establishment
  • Planning As a Procedural Issue
  • Organising Process, People and Subsystems
  • Fundamental Issues in Designing Organisations
  • Management Implications for Tall and Flat Structures
  • An Introduction to Basic Organisational Forms:
  • Simple Structure
  • Functional Structure
  • Divisional Structure
  • Matrix Structure
  • Organisational Design as a Function of Organisational Dynamics
  • Important Considerations in Organisational Design
  • Designing For Effective Product/Service Management
  • Designing For Communication Effectiveness
  • Designing For Effective Client/Customer Focus
  • Importance of Vertical and Horizontal Relationships
  • Directing or Leading
  • Directing or Leading? : A Question of Leadership Styles and Administrative Strategies
  • Directing or Leading? : Managerial Control vs. Worker Autonomy
  • The Relationship between Leadership and Worker Motivation
  • Co-Ordinating - Mintzberg’s Bases of Co-Ordination
  • Mutual Adjustment
  • Direct Supervision
  • Output
  • Standardisation of Input
  • Standardisation of Work Process