Women in Management - Intensive Full Time (London)

HRODC Postgraduate Training Institute
En Central London (Inglaterra)

£ 38.000 - ($ 136.154.902)

Información importante

  • Seminario intensivo
  • Central london (Inglaterra)
  • 360 horas lectivas
  • Duración:
    3 Months
  • Cuándo:
    A definir

Suitable for: This course is designed for: Senior Executives. Senior Policymakers. Government Officers. Diversity Officers. Diversity Managers. Diversity Consultants. Diversity researchers. Diversity Policy Officers. Women Managers. Women Entrepreneurs. Women Liberators. Women Studies Experts. Gender Protagonists. Gender Researchers. All those interested in the promotion of Women Studies and Managerial Effectiveness

Información importante

Requisitos: Degree or Work Experience


Dónde se imparte y en qué fechas

Inicio Ubicación
A definir
A definir
Central London
Carburton Street, W1W 5EE, London, Inglaterra
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¿Qué aprendes en este curso?

Business Start-up
Financial Risk
Stress Management
Marketing Strategy
Accounting MBA
Full Time
Financial Risk Management
IT risk
Time management
Performance Appraisal
Diversity Management
Communication Training
Financial Training
IT Management
Meeting Management
Managing Individual Performance
Worker's Motivation
Women in the Workplace
Small Business Start-up
Key Success Factors (KSFs)
Key Performance Indicators (KPIs)
Gender Discrimination
Employment Segregation
Employment Discrimination Law
Feminism Approaches
Queen Bee Syndrome
Women and Career Prognosis

Programa académico

  • Women in the Workplace
  • Motivating Workers: Intrinsic and Extrinsic Rewards
  • Modern Marketing in a Consumer Lead Environment
  • Diversity Management: A Value Added Inclusion
  • Managing Individual Performance
  • Small Business Start-up, Expansion and Management (1)
  • Small Business Start-up, Expansion and Management (2)
  • Financial Risk Management (1)
  • Key Success Factors (KSFs)
  • Key Performance Indicators (KPIs)
  • Effective Time Management and Meeting Management

Limited Contents:

Module 1 - Women in the Workplace

Gender Disparity in Organisations
  • Factors Affecting Women in the Workplace
  • Occupational Segregation and Gender Discrimination
  • Horizontal Segregation vs. Vertical Segregation
  • Barriers to Top Level Position
  • Benefits of Women’s Board Membership
  • Rationale for Employment Segregation
  • Personal Preference
  • The Discriminatory Structure of the Labor Market
  • The Human Capital Explanation
  • Should occupational segregation by sex be completely eliminated?
  • Stereotypes: How Are They Imposed?
  • Stereotypes: How Are They Reinforced?
  • Pygmalion, Galatea and Golem Effects
  • Unequal Job Opportunities
  • Gender Pay Gap
  • Employment Discrimination Law
  • Equal Pay Act
  • Sexual Discrimination Act
  • Sexual Harassment Law
  • Gender Equality Duty
Why Are We Different: Using Gender Differences Positively
  • Goldberg’s Patriarchy and Male Dominance
  • Masculinities, Femininities and Work
  • Division of Labour and Sex Typing
  • Communication Styles
  • Blue Collar Women in Traditionally Male Jobs
Overcoming Negative Perceptions about Women
  • Feminism Approaches
  • Liberal Feminism
  • Radical Feminism
  • Marxist Feminism and Social Feminism
  • Poststructuralists and Postmodern Feminism
  • The Hidden Elements of Women’s Social Identities
  • Women as Other in the Organisational Context
  • Organisations Are Genderless
  • Organisations Are Bodyless
  • Organisations Are Sexless
  • How Women Cope With Otherness
  • Blending In To Meet Others’ Expectation
  • Internalising Self-Discipline and Control
  • Outcomes of Self-Discipline
  • Fear of Success: Horner’s Model
  • Mcclelland’s Model of Achievement Motivation
  • Stress Management
  • Sources of Stress
  • Sources of Women Executive Stress
  • Coping With Stress
Module 2 - 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 and Motivation
  • Motivator-Hygiene Factor: Herzberg’s Contribution
  • Process Theories
  • Equity Theory
  • Goal-Setting Theory
  • Expectancy Theory
  • Equitable Reward Systems
  • Reinforcement Theories
  • Reinforcement Theory
  • Motivation and 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
  • The Contingency Approach to Motivation
Module 3 - Modern Marketing in a Consumer lead Environment

Defining Marketing and the Marketing Process
  • Marketing: Creating and Capturing Customer Value
  • Company and Marketing Strategy: Partnering to Build Customer Relationships
  • Marketing Strategy in recessionary Periods
  • ‘Current Value’ modification and pertinent microeconomic issues
Understanding the Marketplace and Consumers
  • Analyzing the Marketing Environment
  • Managing Marketing Information to Gain Customer Insights
  • Understanding Consumer and Business Buyer Behaviour
  • Predicting Behavioural Outcomes
Designing a Customer-Driven Marketing Strategy and Marketing Mix
  • Customer-Driven Marketing Strategy: Creating Value for Target Customers
  • Products, Services, and Brands: Building Customer Value
  • New-Product Development and Life-Cycle Strategies
  • Pricing: Understanding and Capturing Customer Value
  • Marketing Channels: Delivering Customer Value
  • Retailing and Wholesaling
  • Communicating Customer Value: Advertising and Public Relations
  • Communicating Customer Value: Personal Selling and Sales Promotion
Module 4 - Diversity Management: A Value Added Inclusion
  • 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
Module 5 - Managing Individual Performance

Human Resource and Performance Management
  • Assessing the Nature and Causes of Performance Problems:
  • Managing Poor Performance
  • Managing Absence
  • Dealing with Harassment
  • The Effective Management of Retirement, Redundancy, Dismissal and Voluntary Turnover
  • Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance
  • Working From Corporate Mission and Strategy,
  • Performance Targets
  • Tactical Performance Targets
  • Operational Performance Targets
  • Linking Performance Management with Operational Processes and Systems
  • Initiate Appropriate Reward Systems
  • Individual Development Plans
  • Performance and Reward Cycle
Staff Performance Appraisal
  • Performance Appraisal: A Definition
  • Objectives of Performance Appraisal
  • Why Some Managers Are Afraid To Appraise
  • Performance and the Halo Effect
  • Performance Appraisal and the Thorny Effect
  • Organisational Benefits and Performance Appraisal
  • Individual Benefits of Performance Appraisal
  • Subsystem Benefits of Performance Appraisal
  • The Appraisal Cycle
  • Systematising Performance Appraisal
  • Some Problems with Performance Appraisal
  • Punitive Aspects of Performance Appraisal
  • Some Popular Appraisal Systems
  • Graphic Rating Scales
  • Ranking
  • Paired Comparison
  • Self Appraisal
  • Critical Incident
  • Management by Objectives (MBO)
  • 360 Degree Appraisal
  • The Appraisal Setting
Module 6 - Small Business Start-up, Expansion and Management (1)

Industrial Project Start-Up: Some Salient Factors
  • Industrial and Consumer Products: A Distinction and Guide
  • Determining Industrial and Consumer Sectors
  • Integrating Industrial and Consumer Products
  • The Military as a Consumer
  • The Health Sector as a Consumer
  • Education as a Consumer Sector
  • Determining Players, Market Share and Gaps
Company Formation and Legal Status: Important Issues to Consider
  • Company legal status categorisation
  • Factors associated with a choice of legal status of a company
  • Issues in favour of and mitigating against particular legal status
  • Legal requirement for company formation
  • Company legal status and reporting requirement
  • Company legal status and accounting requirement
  • Company legal status and accounting reporting
  • International trade and legal requirement
  • Import and Export VS National, Regional and International Embargo
Module 7 - Small Business Start-up, Expansion and Management (2)

Operational Costing Issues (2)
  • Costing Human Resource
  • Integrating Fixed and Variable Costs
  • Cost Apportioning
  • Accounting for Depreciation in Cost Apportioning
  • Projected Sales and ‘Externalities’
  • Projected Revenue
  • Projected Income
  • Pricing Strategy and Cost Variables
  • Understanding the Balance Sheet
Industrial Product Design and Marketing
  • Industrial Products Aesthetics
  • Consumer Products Aesthetics
  • Social Values and Aesthetics
  • Averting Consumer Infuriation: Examples of Costly Mistakes
Module 8 - 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
Module 9 - Key Success Factors

Introducing Organisational Success Factors
  • Defining Success Factors
  • The Most Important Success Factor That Works
  • Definition of Success Factors
  • Success Factors and Living System
  • The Star Model of Success Factors
Strategy as a Fundamental Success Factor
  • Concentrating Your Resources – An Ancient Concept
  • Strategy vs. Strategic Planning
  • The Fundamentals of Strategic Planning
  • Importance of The Defining Element
  • Clarifying Core Values
  • Creating a Challenging Mission
  • Setting a Few Key Goals
  • Developing a Strategy for Each New Goal
  • The Living Systems Perspective
  • The Importance of Abundant Communication
  • The Significance of Learning
  • Importance of Effective Communication
  • Significance of Learning: Individual and Organisational Learning
  • Adapting to The Changing Environment
  • Interrelationships with Other Success Factors
Module 10 - Key Success Indicators (KPIs)

  • Key Result Indicators
  • Performance and Result Indicators
  • Key Performance Indicators (KPI)
  • Examples of KPI
  • Categorization of KPI
  • Identifying Indicators of Organisation
  • Key Components of KPI
  • Starting with what you need to measure and monitor
  • Establishing current performance benchmark and target levels
  • Adding KPI project control elements
  • Characteristics of a good KPI
  • How to Implement KPI
  • Benefits of KPI
  • Management Models That Have a Profound Impact on KPIs
  • Definitions
Module 11 - Time Management and Meeting Management

Introduction to Time Management
  • Time Management Defined
  • Time in an Organisational Wide Context: Acting in Time
  • The Cost of Time
  • Time Management Tools
  • Maximising Personal Effectiveness
  • Busy vs. Productive
  • Time Wasters/Time Robbers/Time Stealers/Time Bandits
  • Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits
  • Combating Procrastination
  • Diffusing the Impact of Others
  • Handling Interruptions Constructively
  • Asserting Yourself Politely and Calmly
  • Conquering Overcommitment ( Learn to say, “No”)
Meeting Management
  • Creating an Effective Agenda
  • Importance of Agenda
  • Steps For Productive and Effective Meeting
  • Groupthink
  • Teamthink
  • Reducing Time Spent on Meeting
  • Meeting Menaces
  • The Waffler
  • The Turf Warrior
  • The Assassin
  • The Dominator
  • The Interrupter
  • Meeting Mismanagement

Información adicional

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 http://www.ukrlp.co.uk/