Team Leadership and Motivation in Agricultural Project Management (Middle East)

HRODC Postgraduate Training Institute
En Dubai, Uae (Emiratos Árabes Unidos), Amman, Jordan (Jordania)

£6.000 - ($4.858.894)
Exento de IVA

Información importante

  • Seminario
  • En 2 sedes
  • 36 horas de clase
  • Duración:
    6 Days
  • Cuándo:
    A definir

This Course is Designed For:
Senior Functionaries in Development Organizations responsible for Planning and Implementation of Agricultural Projects;
Senior Agricultural Inspectors;
Agricultural Research Officers;
Agricultural Settlement Officers;
Rural Development Officers;
Agricultural Lecturers;
Agricultural Students;
Risk Assessors;
Risk Analysts;
Agricultural Project Officers;
Agricultural Project Managers;
Department of Agriculture Officials;
Agronomists involved in Agricultural Projects;
Botanists engaged in Agricultural Project Management;
Zoologists involved in the Development, Management and Evaluation of Agricultural Projects;
Government Organizations responsible for managing the large and medium-sized
Agricultural Project Development Officers;
NGOs Officers, involved in Agricultural Projects;
Executives in Funding Agencies dealing with appraisal and monitoring of projects in agriculture sector;
All other personnel with an interest in Agricultural Project Management, Rural Planning and Development, Agricultural Team Leadership, Worker Motivation, Agricultural Risk Management, and Agricultural Research Management

Información importante

Requisitos: Degree or Work Experience


¿Dónde se da y en qué fecha?

comienzo Ubicación
A definir
Amman, Jordan
Bin Ali Street, 11118, Jordan, Jordania
A definir
A definir
A definir
Dubai, Uae
Al Muraqqabat Street, Diera, 82999, Dubai, Emiratos Árabes Unidos
Ver mapa

¿Qué aprendes en este curso?

Performance Management
Team Leadership
IT Project Management
Project Management
IT risk
Team Dynamics
Team Training
Communication Training
IT Development
IT Management
Employing Transactional Analysis
Organisational Hierarchy
Organisational Functioning
Team Formation
Handling Blocking
Promoting Team Functionality
Team Typological Bases
Command Teams
Dysfunctional Behaviours
Encouraging Desirable Behaviours
Standard Setting
Providing Team Incentives
Clarifying Roles
Establishing Key Competencies


Contents, Concepts and Issues:

  • Team leadership and its importance in Agricultural Project Management
  • Groups and Aggregations: Points of Distinction
  • The type and permanence of the leadership of a team
  • When does a situational leader emerge
  • How does the team attempts to replace a situational leader, enhance stability, acceptability or renewed or clarified mission or objectives?
  • Why does a temporary team more problematic to lead than a permanent team?
  • Why does team disbandment have a negative psychological effect on members and leader?
  • An Aggregation - ‘Togetherness’ or ‘Awareness’?
  • Aggregation and Interaction
  • Team or Group: A Definition and Distinction
  • Team Dynamics Team Typologies
  • Team Typological Bases
  • Command Team
  • Committees
  • Temporary Committees
  • Standing Committees
  • Task Forces;
  • Boards.
  • Command Teams and The Organisational Hierarchy Command Teams and The Organisational Functioning Team Formation
  • Team Formation Stage 1: Forming
  • Team Formation Stage 2: Storming
  • How ‘True-To-Life’ Or Realistic Are The Forming And Norming Stages OF Team Development?
  • Team Formation Stage 3: Norming
  • Team Formation Stage 4: Performing or Total Integration Team Formation Stage 5: Adjourning or Disbanding
  • Deal With The Psychological Effect of Disbandment
  • Dysfunctional Behaviours
  • Addressing Dysfunctional Behaviours
  • Dealing With Aggressiveness
  • Handling Blocking 
  • Dealing With Interfering Behaviour
  • Dealing With Intra-Team Competition
  • Addressing Situations Where Team Members Seek Sympathy
  • Dealing With Member Withdrawal
  • Addressing Special Pleading
  • Leader Behaviour in Dealing with Dysfunctional Behaviours
  • Being Tactful In Discouraging Distracting Behaviours
  • Encouraging Desirable Behaviours
  • Using Tangible Rewards,
  • Using Intangible Rewards
  • Bearing Mindful of Team Situation
  • Applying Appropriate Rewards and, or, Punishment
  • Promoting Team Functionality
  • Team Building and Maintenance Roles: Improving Team Effectiveness
  • Encouraging members
  • Harmonising
  • Standard setting
  • Gatekeeping
  • Determining the optimum team size
  • Providing team incentives
  • Encouraging conflict
  • Averting Groupthink
  • Avoiding the risky shift syndrome
  • Employing transactional analysis
  • Employing effective diversity management and discouraging resonation
  • Encouraging members
  • Harmonising team

Performance Management

  • Solving Interpersonal Problems Among Team Members.
  • Helping Team Members To Channel Their Energies Into task performance Establishing Realistic Goals
  • Developing Effective Communication
  • Minimising Technical Language
  • Clarifying Roles
  • Standard Setting - Establishing Standards And Evaluating Progress.
  • A Determination Of The Contribution Of Each Team Member To Goal Accomplishment
  • Recognising and Acknowledging Performance Improvement
  • Rewarding Exceptional Performance
  • Establishing Key Competencies
  • Establishing Acceptable Performance Levels
  • Noting Performance Indicators
  • Measuring Competence
  • Which Individual Members Can Improve Their Performance –
  • And Subsequently, Their Contribution To The Team As A Who
  • Harnessing Team Synergy
  • Gate keeping
  • Making It Possible For Others To Participate
  • Ensuring That Introverted Team Members are not Intimidated Or ‘Crushed’ By The Extroverted
  • Recognising the Ineloquent Team Members
  • Without Relevant Current
  • Information to perform evaluative role
  • Resonation as an issue in team effectiveness
  • Recognising Resonation
  • Taking Steps To Avert or Reduce Resonation
  • ‘Cautioning’ Resonators
  • Determining The Optimum Team Size.
  • Numbers That Are Best For The Operational Effectiveness Of A Team –
  • Team constitutional contingent factors
  • TTTeam numbers and member interaction
  • Team Leader’s Direct Communication With Them
  • Members and the intervening factors
  • Team communication as Interaction
  • Necessity of communication reciprocation within teams
  • Team transaction
  • Team transitional analysis
  • The ‘Child’ in the team
  • The ‘Adult’ in the team
  • The ‘Parent’ in the team
  • The Team leader as a transaction analyst