Human Resource Management: A Practitioner’s Approach (Intensive Full-time) (Durban)

HRODC Postgraduate Training Institute
En Durban, South Africa (Sudáfrica)

£45.000 - ($36.890.466)
+ IVA

Información importante

  • Curso
  • Durban, south africa (Sudáfrica)
  • Duración:
    3 Months
  • Cuándo:
    A definir
Descripción


Suitable for: This course is designed for: HR Professionals. HR Managers. HR Specialists. Non-HR Professionals who are responsible for HR activities. Supervisors. Team Leaders. Senior, Middle, and Junior Managers. Consultants. Owner Managers

Información importante

Requisitos: Degree or Work Experience

Instalaciones

¿Dónde se da y en qué fecha?

comienzo Ubicación
A definir
A definir
Durban, South Africa
Walnut Road, 40001, Johannesburg, Sudáfrica
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¿Qué aprendes en este curso?

Change Management
Management
Organisational Change
Discrimination
Recruitment
Motivation
Balance Sheet
Accounting
IT
Approach
Performance
Accounting MBA
Financial
Planning
Strategic Planning
systems
Trainer
Full Time
Resource Management
Recruitment and Selection
Diversity Management
Communication Training
Financial Training
IT Development
IT Management

Temario

Modules:
Module 1 - Dynamics of Organisational Change Management
Module 2 - Trainer Training: Training for Trainers
Module 3 - Motivating Workers: Intrinsic and Extrinsic Rewards
Module 4 - Employee Resourcing: Recruitment and Selection
Module 5 - Diversity Management: A Value-Added Inclusion
Module 6 - Organisation Management: An Introduction
Module 7 - Managing Individual Performance
Module 8 - Advanced Financial Accounting
Module 9 - Training Needs Analysis: Determining Training Needs
Module 10 - Key Success Factors (KSFs): Strategic Operational Survival Imperatives
Module 11 - Strategic Planning, Business Planning and Budgeting for Organisational
Effectiveness
Module 12 - Current and Recurrent Issues in Human Resource Management (HRM)

Limited Contents:

Dynamics of Organisational Change Management

  • Organisational Development
  • What is Organisational Development (OD)?
  • OD and Organisational Effectiveness:
  • Differing Perspectives
  • Micro-OD
  • Macro-OD
  • OD Interventions
  • Determining OD Success
  • Organisational Change Management
  • Change and Its Inevitability
  • Anticipating the Need for Change
  • Resistance to Change
  • Latent and Manifest
  • Change Management and Human Resources Implications
  • Pertinent Factors Associated With Change Implementation
  • Approaches to Change: Their Merits and Demerits
  • The Big Bang Approach
  • The Incremental Approach
  • Strategies for Effecting Change
  • Influence Change Strategies: When They Should Be Used Or Avoided

Trainer Training: Training the 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 Course Evaluation Questionnaires
  • Equipping the Training Room ‘Within Budget’
  • Learning Organisation: An Introduction
  • Learning Organisation and Organisational Learning
  • Training and Development Policy
  • Training Needs Analysis
  • Individual Training Needs Analysis
  • Group Training Needs Analysis
  • Corporate Training Needs Analysis
  • Determining the Appropriateness of Training Interventions
  • Aligning the Training Department within Existing Organisational Structure
  • Aligning Training Strategy with Subsystem and Organisational Strategy
  • Effective Training Commissioning
  • Managing the Training Department
  • Managing the Learning Environment
  • Organisational Training and Training Organisation
  • Contemporary Issues in Training and Development
  • Training Interventions
  • Formal Training Intervention
  • Informal Training Intervention
  • Tacit Learning
  • Aptitude Treatment Intervention (ATI)
  • The Role of the Internal Trainer
  • Training and Organisational Policy and Strategy

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

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

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

Organisation Management: An Introduction

  • Fundamentals of Organisational Analysis
  • Introduction to Formal Organisations
  • Definition; Objectives – Social and Business
  • Tasks
  • Division of Work/Labour
  • Delegation
  • Responsibility
  • Accountability
  • Authority
  • Power;
  • Roles
  • Informal Organisations
  • Case Study Analysis
  • Delegating For Organisational Effectiveness
  • What is Delegation?
  • Advantages of Delegation to Delegates
  • What Might Be Delegated?
  • Benefits of Delegation to Delegates
  • Prerequisites for Effective Delegation
  • Support Necessary during Task Performance
  • Importance of Communication in Delegation
  • Importance of Power and Authority in Delegation
  • Problems of Ineffective Delegation

Managing Individual Performance

  • Human Resource and Performance Management
  • 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

Advanced Financial Accounting

  • The Accounting Environment
  • The Uses and Purpose of Accounting
  • Users of Accounting and Financial Information
  • Various Groups of Stakeholders: Internal and External Users
  • Accounting Language and Terminology
  • Cash vs. Profit, Accruals and Monetary Concepts
  • Profit and Profitability
  • Accounting Reports and Statements
  • Statement 1: The Balance Sheet – The Financial Position
  • The Structure of the Balance Sheet
  • What Does The Balance Sheet Tell Us About The Company?
  • Limitations of the Conventional Balance Sheet
  • Statement 2: The Profit and Loss Account (Income Statement) – Financial Performance
  • What Is Profit?
  • The Structure of the Profit and Loss Account
  • What Does The Profit And Loss Account Tell Us About The Company?
  • The Links between the Profit and Loss Account and Balance Sheet

Training Needs Analysis: Determining Training Needs

  • Contextualising Training Needs Analysis
  • Organisational Development in Context;
  • Training an Macro Organisational Development;
  • Training an Micro Organisational Development;
  • Rationale for Training Needs Analysis (TNA);
  • Training Needs as Gaps in
  • Organisational Training Needs Analysis;
  • Subsystem Training Needs Analysis;
  • Individual Training Needs Analysis;
  • Approaches to Training Needs Analysis;
  • Methods of Training Needs Analysis

Key Success Factors (KSFs)

  • Introducing Organisational Success Factors
  • Defining Success Factors
  • Definition of Success Factors
  • Popular Success Factor
  • A 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

Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness

  • Key Issues in Planning
  • Planning, Defined
  • Requirements of Planning
  • Planning Characteristics
  • Informal Plans
  • Purpose of Planning
  • Planning Misconceptions
  • Planning Variations:
  • According to Breath or Coverage
  • According to Time Frame
  • According to Specificity
  • According to Frequency
  • Planning Contingency
  • Steps in Planning
  • Planning and Organisational Control
  • Planning in Operations Management
  • Planning as the Link-Pin in Organisational Management
  • Organising
  • Directing
  • Co-ordinating
  • Controlling

Current and Recurrent Issues in Human Resource Management (HRM)

  • The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing
  • The Role of Employee Resourcing In Contributing To Corporate Strategies and Goals
  • The Role of Internal and Stakeholders in the Employee Resourcing Process
  • Managing the Potentially Conflicting Concerns of Stakeholders in Employee Resourcing
  • Dealing With Stakeholders’ Values and Expectations
  • Traditional Approaches to Employee Resourcing
  • Emergent and Contingency Approaches To Employee Resourcing
  • The Role of Employee Resourcing In Business and Subsystem Strategy
  • The Role of Employee Resourcing In the Development of Organisational Strategy
  • Organisational Strategy and Employee Resourcing Strategy Compatibility