#businessobjectives

[passivibe]

The Pros and Cons of Earning Money Through Social Media Posting

In today's digital age, social media has become an integral part of our lives. It is not only used for socializing but has also opened up new opportunities for people to earn money. Social media posting has become a popular way of earning money, especially for influencers and content creators. However, like any other profession, there are both pros and cons to earning money through social media posting.

Pros:

Flexibility: One of the biggest advantages of earning money through social media posting is the flexibility it provides. You can work from anywhere and at any time. This allows you to balance your work and personal life easily.

High earning potential: Social media influencers and content creators have a high earning potential. They can earn money through brand collaborations, sponsorships, and advertising. As your following grows, your earning potential increases.

Creative freedom: Social media posting allows you to express your creativity and showcase your skills to a larger audience. You have the freedom to create content that resonates with you and your audience.

Easy to start: Starting as a social media influencer or content creator is relatively easy. You can start by creating an account on your favorite platform and building your following. Once you have a significant following, you can start monetizing your content.

Cons:

Instability: Social media algorithms are constantly changing, and your income can be affected by these changes. Platforms like Instagram and YouTube are notorious for changing their algorithms, which can lead to a drop in engagement and income.

Oversaturation: Social media has become a crowded space, and it can be challenging to stand out from the competition. The market is oversaturated, and it can be difficult to gain a significant following and make a sustainable income.

Uncertain income: Unlike a traditional job, social media posting does not provide a stable income. Your income can vary depending on the brands you work with, the engagement you receive, and the platform's algorithm changes.

Time-consuming: Social media posting requires a significant amount of time and effort. You need to consistently create high-quality content, engage with your audience, and stay up-to-date with the latest trends.

In conclusion, earning money through social media posting has both advantages and disadvantages. It provides flexibility, high earning potential, and creative freedom, but it can also be unstable, oversaturated, uncertain, and time-consuming. If you are considering becoming a social media influencer or content creator, it is essential to weigh the pros and cons and determine if it is the right path for you.

[jalip3006]

5 Interesting Steps to Build a Successful Website

Building a successful website involves more than just putting together a few pages and hitting publish. It requires thoughtful planning, strategic execution, and ongoing optimization. Whether you’re creating a site for your business or personal use, here are five interesting and essential steps to guide you through the process, with a special mention of how Jalip Solutions can help you achieve your goals.

1. Define Clear Objectives and Audience

Before diving into design and development, it’s crucial to define what you want to achieve with your website and understand who your target audience is.

Why It Matters:

Purposeful Design: Knowing your objectives helps you design a site that aligns with your goals, whether it’s generating leads, showcasing a portfolio, or selling products.

Tailored Content: Understanding your audience allows you to create content that resonates with them, increasing engagement and effectiveness.

How to Do It:

Set Specific Goals: Are you looking to increase sales, build brand awareness, or provide information? Clearly outline these goals.

Identify Your Audience: Create user personas representing your ideal visitors. Consider their needs, preferences, and behaviors.

Example: For a website developed by Jalip Solutions, if you’re launching an e-commerce site, you might focus on goals like enhancing user experience and increasing conversion rates.

2. Craft a User-Centric Design

Designing with the user in mind is critical for creating a site that is both visually appealing and functional.

Why It Matters:

Enhanced Usability: A well-designed site improves navigation and user experience, making it easier for visitors to find what they need.

Increased Engagement: A visually attractive site can capture users’ attention and encourage them to stay longer.

How to Do It:

Follow Design Principles: Use principles like hierarchy, contrast, and alignment to guide users’ attention.

Implement Responsive Design: Ensure your website looks great and functions well on all devices, from desktops to smartphones.

Example: At Jalip Solutions, we focus on creating responsive designs that adapt seamlessly to any device, ensuring your website delivers a consistent experience across all platforms.

3. Optimize for Performance and Speed

A slow-loading website can frustrate users and hurt your search engine rankings. Performance optimization is key to maintaining a smooth user experience.

Why It Matters:

User Retention: Fast load times help keep visitors on your site, reducing bounce rates and improving user satisfaction.

SEO Benefits: Search engines like Google factor page speed into their rankings, so faster sites have a better chance of ranking higher.

How to Do It:

Compress Images: Use tools to reduce image sizes without sacrificing quality.

Minimize Code: Optimize your HTML, CSS, and JavaScript to reduce file sizes and improve load times.

Use Caching: Implement caching strategies to speed up load times for returning visitors.

Example: Jalip Solutions employs various optimization techniques to ensure your website not only looks great but performs efficiently, providing an excellent experience for your visitors.

4. Implement Effective SEO Strategies

Search Engine Optimization (SEO) is essential for driving organic traffic to your site. Effective SEO helps improve your visibility in search engine results.

Why It Matters:

Increased Traffic: Higher search engine rankings lead to more visibility and potential visitors.

Better User Experience: SEO practices often enhance the overall user experience, such as improving site navigation and content quality.

How to Do It:

Conduct Keyword Research: Identify relevant keywords and integrate them naturally into your content.

Optimize On-Page Elements: Ensure meta titles, descriptions, headers, and alt texts are optimized for your target keywords.

Build Quality Backlinks: Earn backlinks from reputable sites to improve your domain authority.

Example: Jalip Solutions offers comprehensive SEO services to help boost your site’s ranking and attract more traffic, ensuring your site reaches the right audience.

5. Monitor and Analyze Performance

Ongoing monitoring and analysis are crucial for understanding how your website performs and making data-driven improvements.

Why It Matters:

Continuous Improvement: Regular analysis helps you identify areas for improvement and adapt to changing user needs or trends.

Informed Decisions: Data-driven insights allow you to make informed decisions about content, design, and marketing strategies.

How to Do It:

Use Analytics Tools: Implement tools like Google Analytics to track visitor behavior, traffic sources, and conversion rates.

Gather User Feedback: Collect feedback through surveys or usability tests to gain insights into user experiences.

Monitor Key Metrics: Keep an eye on metrics like bounce rate, average session duration, and conversion rates to assess your site’s performance.

Example: Jalip Solutions uses advanced analytics to monitor and optimize your website’s performance, helping you make informed decisions and continuously improve your site.

By following these steps—defining clear objectives, crafting a user-centric design, optimizing for performance, implementing SEO strategies, and monitoring performance—you’ll be well on your way to building a successful and effective website. Each step plays a vital role in ensuring that your site not only attracts visitors but also meets their needs and achieves your goals. For tailored solutions and expert guidance, Jalip Solutions is here to help you every step of the way.

[tejastravels]

Tejas Tours and Travels: The Pinnacle of Corporate Travel in Bangalore

The Essence of Corporate Travel

In the bustling metropolis of Bangalore, corporate travel is not merely about reaching a destination; it’s about the journey that molds professional experiences. As enterprises burgeon and the corporate landscape becomes increasingly intricate, the demand for seamless, sophisticated, and reliable travel solutions is paramount. Enter Tejas Tours and Travels—a beacon of excellence in the realm of corporate travel.

Tejas Tours and Travels Corporate Travel

Unparalleled Expertise and Experience

With decades of expertise under its belt, Tejas Tours and Travels stands as a testament to proficiency in corporate travel. Their seasoned professionals possess an intimate understanding of the nuances that define corporate journeys. From itinerary management to bespoke travel solutions, the team ensures that every aspect of the trip is meticulously planned and executed. Their deep-rooted experience enables them to anticipate and mitigate potential challenges, providing an unparalleled travel experience.

A Fleet That Speaks of Luxury and Comfort

The fleet of vehicles at Tejas Tours and Travels is a testament to their commitment to luxury and comfort. Whether it’s executive sedans for solo travel or opulent coaches for group excursions, every vehicle is maintained to the highest standards. Plush interiors, cutting-edge amenities, and ergonomic seating arrangements ensure that travelers experience the zenith of comfort. Moreover, the fleet is constantly updated to incorporate the latest in automotive technology, ensuring a ride that is as safe as it is sumptuous.

Customized Travel Solutions

Understanding that no two corporate clients are the same, Tejas Tours and Travels excels in providing customized travel solutions. They engage with their clients to understand specific needs and preferences, crafting travel plans that are as unique as the businesses they serve. From arranging multi-city itineraries to managing last-minute travel changes, their agility and attention to detail make them a preferred choice for discerning corporates.

Exceptional Service Standards

Service is the cornerstone of Tejas Tours and Travels. Their commitment to excellence is evident in every interaction, every booking, and every journey. The staff is trained to the highest standards, embodying professionalism and courtesy. Punctuality, reliability, and a keen focus on client satisfaction are the hallmarks of their service. This dedication to superior service ensures that clients can focus on their business objectives while leaving the travel logistics to the experts.

Advanced Technology Integration

In an era where technology drives efficiency, Tejas Tours and Travels is at the forefront of integrating advanced technological solutions into their operations. Their state-of-the-art booking platform offers real-time updates, seamless scheduling, and instant confirmations. GPS-enabled tracking systems provide clients with real-time information about their vehicle’s location and expected arrival times, adding an extra layer of security and transparency to the travel experience.

Sustainability and Corporate Responsibility

In addition to their operational excellence, Tejas Tours and Travels is deeply committed to sustainability and corporate responsibility. Their fleet includes eco-friendly vehicles designed to reduce carbon footprints. They also implement sustainable practices across their operations, ensuring that their impact on the environment is minimized. Furthermore, they actively engage in community initiatives, contributing to the social fabric of Bangalore.

Testimonials and Client Satisfaction

The accolades and testimonials from satisfied clients speak volumes about the quality of service at Tejas Tours and Travels. Clients often laud their professionalism, attention to detail, and the seamless travel experience they provide. This consistent client satisfaction has cemented their reputation as the go-to corporate travel partner in Bangalore.

Conclusion: A Journey of Excellence

Tejas Tours and Travels exemplifies what it means to be the best corporate travel company in Bangalore. Their blend of experience, luxury, customized solutions, and unwavering commitment to service sets them apart in a crowded market. For businesses seeking a travel partner that understands the intricacies of corporate travel and delivers beyond expectations, Tejas Tours and Travels is the quintessential choice.

[samyupatnana]

Emerge. Innovate. Excel: A Guiding Light for Aspirations

We are a digital ecosystem builder with over 1000 years of cumulative leadership experience. Our team is adept at crafting digital revenue platforms that serve as growth engines for global firms. We believe in harnessing the power of digital technology to create value and drive success.

CDS Corporate Profile min (covalensedigital.com)

[thegamificationcompanyblog]

BREAKING BARRIERS IN LEARNING AND DEVELOPMENT FOR EMPLOYEES: Unveiling the Power of Pop-Up Learning Cafes

Discover the transformative power of Pop-Up Learning Cafes in our latest blog post. We delve into how these dynamic micro-learning sessions are breaking barriers in corporate learning and development, delivering tangible outcomes in just 60-90 minutes. Learn about the neuroscience of play and how it’s integrated to enhance the learning experience. This is a must-read for #Learning & Development Heads, #CHROs, and #Trainingheads looking to revolutionize their training strategies. Read More: https://thegamificationcompany.com/breaking-barriers-in-learning-and-development-for-employees/

[creativeclicksposts]

Graphic Design Services for Business Unique Needs

Graphic design service involves the creation and arrangement of visual elements to convey a specific message or idea. It encompasses a broad range of visual communication tools, including but not limited to logos, branding materials, print designs, digital graphics, and more. The goal is to use design principles, creativity, and technology to produce visually compelling and effective solutions that align with the client's objectives. Graphic design services play a crucial role in establishing brand identity, enhancing communication, and creating a visual impact across various mediums.

[robertanthony34]

Unlock the full potential of your organization with the transformative strategy of Objectives and Key Results (OKRs). In the dynamic landscape of business, BullseyeEngagement is at the forefront, guiding companies toward unprecedented success through the strategic implementation of OKRs. This proven methodology is more than just a goal-setting framework; it's a powerful tool that aligns teams, enhances productivity, and propels businesses toward their overarching objectives.

At BullseyeEngagement, we recognise that achieving success is an art, and OKRs are the brushstrokes that bring the masterpiece to life. By setting clear, measurable objectives and defining the key results that drive progress, organizations can focus their efforts, foster collaboration, and foster a culture of continuous improvement.

Our platform empowers businesses to not only establish ambitious goals but also monitor and adapt in real-time. The BullseyeEngagement suite seamlessly integrates with the OKR framework, providing a centralised hub for tracking performance and fostering transparent communication across teams.

In the pursuit of success, BullseyeEngagement and OKRs create a symbiotic relationship, ensuring that every action is a step closer to the bullseye of achievement. Embrace the future of goal-setting and organizational excellence with the dynamic duo of BullseyeEngagement and Objectives and Key Results. Master success, one objective at a time.

for more info : https://www.bullseyeengagement.com/solutions/Bullseye-OKR.asp

Contact us : (888) 515-0099

Email : hello@bullseyetdp.com

[healthcaretechnologynews]

Optimizing IC Structures for Different Pharma Sales Roles: Sales Reps to Regional Managers

In the intricate pharmaceutical sales realm, optimizing incentive compensation (IC) structures symbolizes success. This artistry involves crafting unique IC plans that cater to the diverse roles within the sales hierarchy, from dedicated sales representatives to visionary regional managers. This blog delves into optimizing IC structures for different pharma sales roles: from sales reps to regional managers.

Write to us at enquire@anervea.com to delve into optimizing IC structures for different pharma sales roles: from sales reps to regional managers.

Understanding the Sales Symphony

Just as a symphony requires different instruments playing in harmony, pharmaceutical sales thrive when each role contributes to a unified melody of success. Optimizing IC structures is the key to orchestrating this harmony.

The Craft of Customization

Optimizing IC structures begins with the craft of customization. Each sales role has distinct responsibilities, challenges, and contributions, and their IC plans must reflect this uniqueness.

Tailoring IC for Sales Representatives

For sales representatives, IC plans often center on individual performance. Rewarding achievements, such as meeting sales targets, building strong client relationships, and product knowledge, ensures they are motivated to excel.

Balancing Individual and Team Goals

Sales team leaders require a balanced IC structure that rewards their individual achievements and leadership skills in guiding their team toward success.

Empowering Area Managers

Area Managers play a pivotal role in coordinating sales efforts. Their IC structure should encompass team performance, sales growth, and strategic leadership, encouraging them to drive excellence across regions.

Strategic Alignment for Regional Managers

Regional managers hold a strategic compass, guiding sales operations across broader territories. Their IC structure may focus on holistic performance, market expansion, and fostering cross-functional collaboration.

Metrics that Matter

Optimized IC structures hinge on meaningful metrics. Each role's compensation should mirror the key performance indicators that drive success, from sales representatives to regional managers.

Flexibility and Adaptability

In the ever-changing pharmaceutical landscape, flexibility is vital. IC structures should evolve to accommodate shifts in market dynamics, regulatory changes, and emerging opportunities.

Communication and Transparency

Clear communication is the foundation. Ensuring each sales role understands its IC structure, objectives, and mechanics cultivates transparency and trust.

Performance Reviews and Feedback

Regular performance reviews are essential. Providing timely feedback to sales representatives, team leaders, area managers, and regional managers helps align their efforts with IC objectives.

Incentives Beyond Money

While financial incentives remain important, non-monetary rewards like career growth opportunities, skill development, and recognition contribute significantly to optimizing IC structures.

The Bigger Picture

Optimizing IC structures isn't just about numbers; it's about nurturing a culture of excellence. It's the collective commitment of each sales role working harmoniously to achieve overarching business objectives.

Conclusion

In the complex world of pharmaceutical sales, optimizing IC structures is the key to success. It involves sales representatives, team leaders, area managers, and regional managers working together in a synchronized performance guided by strategic alignment, customization, and recognition. This art weaves together motivation, expertise, and shared aspirations, creating a tapestry of achievement that sets pharmaceutical sales on the path to unparalleled success.

Visit our website now: https://www.anervea.com/

[catalyst-phi]

Are you ready to take your business to new heights of success? Look no further! Introducing CATALYST, the cutting-edge Business Intelligence solution brought to you by PHI Edge. 🚀 📊 Are you tired of struggling to measure your business objectives and KPIs effectively? CATALYST is here to revolutionize the way you manage performance! In this YouTube video, we dive deep into the world of performance management and how CATALYST can be your ultimate game-changer. Here's what you can expect: ⭐ Effortless KPI Tracking: Discover how CATALYST simplifies the complex task of measuring Key Performance Indicators (KPIs). Say goodbye to spreadsheet chaos! 📈 Data-Driven Decisions: See how CATALYST empowers you with real-time insights, enabling data-driven decision-making that propels your business forward. 💼 Streamlined Objectives: Learn how CATALYST streamlines your business objectives, helping you set, monitor, and achieve your goals with ease. 📉 Performance Analytics: Dive into the world of performance analytics with CATALYST's intuitive dashboards and reports. Gain a 360-degree view of your business's health. 🌐 Seamless Integration: Find out how CATALYST seamlessly integrates with your existing systems, making the transition smooth and hassle-free. 🌟 Customization: Explore the flexibility of CATALYST in adapting to your unique business needs. It's not a one-size-fits-all solution! 🔒 Security: Discover the robust security features that keep your sensitive business data safe and sound. 📢 Ready to see CATALYST in action? Don't miss this opportunity to transform your business into a performance powerhouse! 👉 Whether you're a small startup or a large enterprise, CATALYST is designed to drive success across industries. 🔗 Ready to get started? Click the link below to learn more and supercharge your business today with CATALYST by PHI Edge! www.catalyst-phiedge.com Join us on this journey to business excellence with CATALYST. Don't forget to like, share, and subscribe to stay updated with the latest in performance management and business intelligence.

[globalsolutiongs]

Leading Software Consultant in the UK | CRM Consulting firms

GSG Global solutions is one of the leading software consultants in the UK. GSG provides the best software consulting services and perfect solutions to your business objectives. We provide services that make your work easy and faster. Visit us for offers.

Website: https://www.gsgglobalsolutions.com/software-consultant-uk

Contact: +44 (0)203 951 8553

[digistart]

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Brand strategy refers to a long-term plan that outlines how a business intends to build and promote its brand to achieve its marketing and business objectives.

1. Brand identity: This includes your business's name, logo, colours, and other visual elements that are used to create a distinctive brand image.

2. Brand positioning: This involves defining how your business is different from its competitors and what unique value it offers to its target audience.

3. Target audience: Identifying and understanding your target audience is crucial for creating a brand strategy that resonates with your customers.

4. Brand message: Your brand message should convey your brand's unique value proposition and communicate what your business stands for.

5. Brand voice: This refers to the tone, style, and language you use to communicate with your audience. Your brand voice should be consistent across all communication channels.

A clear and consistent brand strategy can help businesses build brand recognition, loyalty, and ultimately, long-term success.

For any digital marketing requirements for your business, contact us. Link below⬇️ https://www.digistart.in/

[shariwaa]

Creating an Effective Corporate Use Policy for Generative AI: Best Practices

In today’s digital era, generative artificial intelligence (AI) technologies have revolutionized the way businesses operate. AI-powered solutions have the ability to streamline processes and improve productivity across the board, from content development to customer support. With enormous power, however, comes great responsibility. It is critical to build a detailed corporate use strategy to ensure the ethical and responsible use of generative AI within your organization. In this blog post, we will discuss the best practices for creating a robust policy and provide a call to action on behalf of Shariwaa, an AI solution provider dedicated to ethical AI use.

1. Understand the Capabilities and Risks: Understanding the capabilities and hazards of generative AI is critical before defining a corporate use policy. This knowledge will allow you to set reasonable expectations and put necessary safeguards in place. Learn about the technology, its limitations, potential biases, and the impact on data privacy and security.

2. Define Acceptable Use Cases: Identify the precise scenarios and use cases in your organisation where generative AI will be used. Determine the areas where AI may bring value and help you achieve your company goals. Outline the goals for which generative AI will be employed, such as content development, data analysis, or decision-making assistance.

3. Establish Data Governance Framework:

Develop a robust data governance framework to ensure that generative AI systems are trained on high-quality, diverse, and representative datasets. By specifying criteria for data collection, storage, access, and anonymization, you can emphasize the importance of data privacy and security. Implement methods for getting consent and adhering to applicable data protection rules.

4. Consider Ethical Considerations: Recognise the ethical implications of generative AI. Establish policies that prioritise equity, openness, and accountability. Consider issues such as bias reduction, explainability, and potential social influence. Encourage responsible AI practices that are consistent with ethical values, such as ensuring that AI systems do not discriminate against or hurt persons or communities.

5. Provide Employee Training and Awareness:

Educate your personnel on generative AI as well as the policies and procedures that govern its use. Provide training programmes to help them better grasp AI technology, its potential, and the hazards that come with it. Foster a culture of ethical AI usage by increasing policy awareness and encouraging staff to report any potential issues or concerns.

6. Implement Mechanisms for Monitoring and Auditing:

Create procedures to oversee and audit your organization’s use of generative AI systems. Evaluate system performance, data quality, and policy adherence on a regular basis. Conduct regular audits to detect any discrepancies or potential ethical issues. Encourage user and stakeholder feedback in order to continuously improve the policy and its execution.

7. Collaborate with Industry Standards and External Experts:

Keep up to date on generative AI industry best practice’s, guidelines, and emerging laws. Engage with outside experts, academics, and organizations focused on AI ethics and responsible AI development. Participate actively in relevant industry activities and utilize existing frameworks to ensure that your business use policy is up to date.

Shariwaa is dedicated to the development and promotion of responsible AI technology use. As a major provider of AI solutions, we realise the importance of ethical issues and the necessity for thorough policies. If your organization is looking for guidance in developing a corporate use policy for generative AI or seeking AI solutions that prioritize responsible AI practices, we invite you to connect with us. Let us work together to create a future in which AI benefits society.

[tushargupta123]

Expert  Website search engine ranking with with seo service

If you're looking for expert SEO services to boost your website's search engine ranking, Tushar Gupta can help. With years of experience in the industry, Tushar Gupta is well-versed in the latest SEO techniques and can develop a custom strategy tailored to your business needs. By conducting an in-depth analysis of your website and implementing proven SEO techniques such as keyword research, content optimization, link building, and technical SEO, Tushar Gupta can help you achieve higher rankings in search engine results pages. With a focus on driving more traffic to your website and helping you achieve your business goals, expert SEO services can help strengthen your online presence and improve your overall online visibility.

[passivibe]

Social Media Jobs: What You Need to Know to Succeed

Social media has become a significant part of our lives. It's no longer just a platform for connecting with friends and family; it's also a crucial tool for businesses to engage with customers and grow their brand. As a result, social media jobs have become increasingly popular in recent years. In this blog post, we'll explore what you need to know to succeed in a social media job.

Stay up-to-date with the latest social media trends

Social media platforms are constantly evolving, so it's essential to stay up-to-date with the latest trends and changes. This includes knowing what types of content perform best on each platform, how algorithms work, and what new features are being introduced. Following industry blogs, attending webinars, and regularly reading social media news can help you stay informed.

Develop a strong understanding of your audience

Knowing your target audience is key to creating effective social media content. It's essential to understand their interests, demographics, and behaviors to tailor your messaging and approach. Use analytics tools and insights to monitor engagement and adjust your content accordingly.

Have excellent communication skills

As a social media professional, you'll be communicating with a wide range of stakeholders, including customers, colleagues, and influencers. Strong communication skills, including the ability to write engaging copy and respond to comments and inquiries, are essential. Social media can be a fast-paced and high-pressure environment, so being able to think on your feet is also critical.

Be creative and adaptable

Social media is a highly competitive space, and standing out from the crowd requires creativity and adaptability. The ability to come up with fresh, innovative ideas that align with your brand and resonate with your audience is crucial. You'll also need to be flexible and able to pivot your strategy quickly if something isn't working.

Understand the business objectives

Social media is a valuable tool for achieving business objectives, such as increasing sales or building brand awareness. As a social media professional, it's essential to understand these objectives and how your work contributes to them. This includes monitoring metrics such as engagement rates, click-throughs, and conversions and using them to make data-driven decisions.

Build strong relationships

Social media is a collaborative effort, and building strong relationships with colleagues, customers, and influencers is essential. This includes networking and engaging with others in the industry, being responsive to customer inquiries, and nurturing relationships with influencers and brand ambassadors.

In conclusion, social media jobs can be exciting and rewarding, but success requires a combination of skills, including staying up-to-date with the latest trends, understanding your audience, having excellent communication skills, being creative and adaptable, understanding business objectives, and building strong relationships. By developing these skills, you'll be well on your way to succeeding in a social media job.

[postgraduatetraining-institute]

Human Resource Management, Postgraduate Programme, Leading to Postgraduate Certificate in Human Resource Management, Accumulating to a Postgraduate Diploma, with 168 additional Credit-Hours.

Programme Contents, Concepts, and Issues

Module 1:

M1: Part 1 - 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;

Pursuing Business Objectives through Social Objectives;

Profitability of Social Objectives:

Direct Gains;

Indirect gains;

Division of Work or Labour;

Delegation;

Responsibility;

Accountability;

Authority Demythified;

Authority - Facet #1;

Authority  - Facet #2;

Power.

M1: Part 2 - Delegation as an Operational Imperative

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.

M1: Part 3 - 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 Contextualised.

M1: Part 4 - Role in an Organisational Context

Role: A Definition;

The ‘Role Set’;

Role and Role Relationships;

Exemplifying Roles;

The Role Actor or Incumbent;

Role Perception;

Incumbent’s Role Perception;

Individual’s Role Perception;

Role and the External Environment;

Role and the Internal Environment;

Defining the Role Set;

Role Segments;

The Relationship between an Incumbent’s Experience and Role Enactment;

The Relationship between an Incumbent’s Role Perception and His or Her Role Performance;

The Place of an Incumbent’s Perceived Role Expectations on His or Her Role Enactment;

Segmental Expectations;

The Role as the Behavioural Expectations of a Role Set;

The Boundary Relationship of a Role Set;

Role Expectations of Social Support;

The Democratic Incumbent;

The Autocratic Incumbent;

The Generous Incumbent;

The Dedicated Incumbent;

The Social Self;

Self-Ideal as a Behavioural Construct;

Self-Ideal and a Performance Enhancer.

M1: Part 5 - The Organisation’s Internal and External Accountability

Internal Organisational Accountability;

Upward Organisational Accountability;

Downward Organisational Accountability;

The Risk of Internal ‘Sabotage’;

External Organisational Accountability;

Accountability to Owners or Sponsors;

Accountability to Clients, Users, or Customers;

Accountability to Creditors;

Accountability to Sector or Industry.

 

M1: Part 6 - Organisational Design Metaphors and Relationships

Organisational Structure as Roles and Relationships;

Lines of Authority and Accountability in Organisations;

Unitary Command System: Classical Organisational Theory and Design;

Dual and Multiple Command Systems: Towards Neo-Classical, Humanistic and Contingency Organisational Design Approaches;

Operational Centralisation;

Operational Decentralisation;

Bureaucratic Organisations;

Adhocratic Organisations;

Mechanistic Organisations;

Organismic Organisations;

Single Status Organisations;

Dual Status Organisations;

Role Specificity in Mechanistic Organisations;

Role Specificity in Organismic Organisations;

Managerial Control vs. Worker Autonomy and Professionalism in Mechanistic Organisations;

Managerial Control vs. Worker Autonomy and Professionalism in Organismic Organisations;

Structural Typologies;

The Simple Organisational Structure;

Snippet of Functional Organisational Structure;

Snippet of Divisional Structure;

Bases of Divisional Organisational Structure;

Snippet of Matrix Organisational Structure;

Matrix Organisational Types.

M1: Part 7 - Understanding Organisational Culture

Concept of Organisational Culture;

Cultural Classification:

Role Culture;

Task Culture;

Power Culture.

The Relationship between Power, Culture and Organisational Structure;

Culture and Managerial Action;

Organisational Culture Improvement.

Module 2:

M2: Part 1 - Salient Team Dynamic Issues

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.

 

M2: Part 2 - Team Typologies and Their Bases

 

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.

M2: Part 3 - Team Formation, Stage Significance and Task Implications

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.

M2: Part 4 - Effective Team Leadership (1)

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;

Being Mindful of Team Situation;

Applying Appropriate Rewards and, or, Punishment;

Promoting Team Functionality.

M2: Part 5 - Effective Team Leadership (2)

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.

M2: Part 6 - Enhancing Team Performance (1)

Performance Management;

Solving Interpersonal Problems among Team Members;

Helping Team Members to Channel Their Energies Into Task Performance Establishing Realistic Goals;

Developing Effective Communication Strategies;

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.

M2: Part 7 - Enhancing Team Performance (2)

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 Whole;

Harnessing Team Synergy;

Gatekeeping;

Making It Possible For Others to Participate;

Supporting the Weak;

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

.

M2: Part 8 - Addressing Resonation and Issues Associated with Transactional Analysis

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 Team

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.

Module 3:

M3: Part 1 - Conceptual and Contextual Motivation Issues

Directing or Leading: Setting The Stage;

The Conceptual Bases of Motivation;

Theoretical Bases of Motivation: An Overview;

Distinguishing Between Knowledge and Skills;

Competence and Performance: A Conceptual Exploration;

Is there a Definitive Relationship between Competence and Motivation?

M3: Part 2 - Motivation Theories and Their Protagonists (1)

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

M3: Part 3 - Motivation Theories and Their Protagonists (2)

Process Theories

Equity Theory

Goal-Setting Theory

Expectancy Theory

Equitable Reward Systems

Reinforcement Theories

M3: Part 4 - Universalist and Contingency Approaches to Motivation

Motivation and Contingency Theory

The Contingency Approach to Motivation

The Collectivist vs. the Individualist Perspective of Motivation

Common Trends in Motivation Theories

Intrinsic and Extrinsic Values of Motivation

Motivation and Worker Behaviour

M3: Part 5 - Contextualising Motivation: Intrinsic and Extrinsic Values

The Extent to Which Salary or Wages Inducement Motivate Workers

Performance Related Pay (PRP)

Productivity Bonuses

Efficiency Gains

Profit Share

Social Differentiation in Motivation

Culture Differentiation in Motivation

Wealth as a Factor in Motivation

Class as an Issue in Motivation

Individual Expectation and Motivation

Individual Preferences as a Motivating Factor

Designing an Effective Motivation Strategy

Module 4:

M4: Part 1 - 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;

Organisational Training Needs Analysis;

Subsystem Training Needs Analysis;

Individual Training Needs Analysis;

Approaches to Training Needs Analysis;

Methods of Training Needs Analysis.

M4: Part 2 - Education, Training and Development as Investment

Difference between Education, Training and Development;

Education, Training and Development, and ‘Opportunity Cost’;

Education, Training and Development for ‘Efficiency Gains’;

Defining Efficiency Gains;

Measuring Efficiency Gains;

Improving Efficiency Gains;

Training as Investment;

Investors in People (IIP): The British Model;

Evidence from ‘Investors-In-People’;

Calculating Return on Investment (ROI) from Education, Training and Development.

M4: Part 3 - Learning in Organisations and Organisational Learning

The Organisational Learning Process;

The Individual Learning Process;

The Importance of Focus Groups in the Learning Process;

The Action Learning in Organisational Learning;

The ‘Learning Organisation’ and its facilitation of Organisational Development;

Experiential Learning;

Reflective Practice;

Collaborative Learning;

Synergy in the Learning Process;

Learning to Learn;

Life-Long Learning;

Understanding Group Processes and Organisational Change.

M4: Part 4 - Utilising Possible Sources of Information in Training Needs Analysis (TNA) -1

Strategic Plans;

Tactical Plans;

Operational Plans;

Strategic Operational Review;

Human Resource Plan;

Succession Plan;

Human Resource Audit;

Critical Incident Reports;

Individual Performance Appraisal Reports;

Personnel Deployment Charts;

Business Plans.

M4: Part 5 - Utilising Possible Sources of Information in Training Needs Analysis (TNA) - 2

Job Evaluation or Job Tasks and Role Analysis;

Client or Customer Feedback;

360 Degrees Feedback;

Supervisory Reports;

Critical Incident Report;

Training Needs Analysis Questionnaires;

Assessment Centres;

Training Needs Survey;

Task Competencies Analysis Report.

M4: Part 6 - Focusing on Training Policy and Strategy in TNA

Training Policy Vs. Business Strategy;

Training Policy:

Matched with Specific Organisational Needs;

Response to Existing Organisational Ineffectiveness.

Linking Training Policy to Business Strategy:

The Element of Finite Resources;

Good Business Sense;

Enhancement of Organisational Objectives.

Other Arguments.

Education & Training for Personal Development:

Relation to Micro OD;

The Spin-off of Micro OD;

Policy: Aligned to Business Strategy;

Improved Effectiveness.

General Questions:

Contribution to Competitive Advantage or Improved Organisational Functioning;

Training and Unemployment.

Module 5:

M5: Part 1 - 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.

M5: Part 2 - Staff Performance Appraisal (1)

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.

M5: Part 3 - Staff Performance Appraisal (2)

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.

M5: Part 4 - Reward Management: Developing an Effective and Equitable Career Structure (1)

Employee Reward: A Definition;

Defining Reward Management;

The Basis of Reward Management;

Reward Management Strategies: Provide Support for Corporate Values;

Reward Management   Derived From Business Strategy and Goals;

Reward Management and Its Links to Organizational Performance;

Reward Management and the Driving Force for Individual Behaviour;

Reward Management and Its Relationship to Leadership Styles;

Reward Management and Competition;

Reward Management   and the Attraction to High Calibre Personnel;

Encouraging Positive and Effective Organisational Culture;

Culture and Organisational Values;

Level and Type of Motivation.

M5: Part 5 - Reward Management: Developing an Effective and Equitable Career Structure (2)

Remuneration Systems;

Factors Affecting Remuneration Systems;

Government’ Reduced or Increased Spending;

Increased or Decreased Labour Force Availability;

Increased Demand for Quality;

Organization’s Expansion, Contraction or Diversification Plans;

Increased Competition;

Remuneration Packages, Including Salary and Welfare Benefits and Payments;

Pay or Remuneration Structures;

Pay Structures, Purpose, Criteria and Types;

Performance Related Pay (PRP).

Module 6:

M6: Part 1 – Strategising Employee Resourcing

Logicalising Internal and External Selection Processes;

Internal and External Selection Processes as an Organisational Development Phenomena;

Rationalising Internal Selection as a Process;

Staff Turnover and its Negative and Positive Impact On the Organisation;

Recruitment and Selection as a Resourcing Activity;

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;

Importance of Human Resource Audit;

Conducting Human Resource Audit;

Periodic and Exit Interviews.

M6: Part 2 - The Legal Bases of Employee Resourcing

The Psychological Contract and Its Legal Bases

Genuine Occupational Qualification (GOQ);

Employees, Workers, and Contractors: Their Distinction and Legal Implications;

Avoiding Accusations of Discrimination in Employment;

Holiday Entitlement;

Job Design and the Equality and Other Regulations:

Mechanistic Job Design;

Biological Job Design;

Perceptual Job Design;

Motivational Job Design.

Legal Issues in Recruitment and Selection: Avoiding Discrimination;

Statutory Information Requirement and Timescale for New Employees;

Employees as Intellectual Capital;

Exploiting the Organisation’s Intellectual Property;

Protecting the Organisation’s Intellectual Property;

Employee vs. Employer in Ownership of Intellectual Property Rights;

Patent and Intellectual Property Rights;

Research and Development and Intellectual Property Rights;

Research and Development and the Patent Act;

‘Reverse Engineering’ and Intellectual Property Rights;

Instant Dismissal or Summary Dismissal?;

Employment of ‘Workers’, Subject to Immigration Control;

Statutory Instruments   2014 No. 1262 - Immigration - The Immigration (Employment of Adults Subject To Immigration Control) (Maximum Penalty) (Amendment) Order 2014.

M6: Part 3 -  Systematising the Recruitment and Selection Process

Systematic Recruitment and Selection Process;

Job Analysis;

Job Description;

Personnel Specification;

Market Targeting;

Designing and Placing Advertisement;

Weighting and Using a Candidate Assessment Form (CAF);

Non-Conventional Personnel Selection;

Short Listing Candidates;

Conducting Selection Interviews;

The problems and benefits of Web-based Recruitment;

International E-Selection: Its Organisation, and Management;

International Video-Based Selection: Understanding and addressing its associated problems;

Employees:

Benefits of Internal Selection;

Problems with Internal Selection.

Human Resource Planning (HRP).

M6: Part 4 -  Practicalising the Recruitment and Selection Process

Determining or Predicting Vacancies;

Conducting Job Analysis;

Designing Job Description;

Designing Personnel Specification;

Market Targeting;

Designing and Placing Advertisement;

Weighting and Using a Candidate Assessment Form (CAF);

Short Listing Candidates;

Conducting Selection Interviews;

Deciding on Preference Order of Candidates;

Notifying Successful Candidates.

M6: Part 5 -  Organisational Retention Strategy

Levels of Individual Commitment of Potential and New Recruits:

Moral Commitment;

Remunerative Commitment;

Calculative Commitment.

Efforts to Transform Remunerative and Calculative Commitment to Moral Commitment;

Training, Education, Development as Talent Management Enhancement;

The Value of Staff Induction;

Organising an Induction Programme;

Running an Induction Programme;

Conducting Periodic Interviews;

Addressing Issues Emerging for the Exit Interviews;

Conducting Exit Interviews.

Programme Objectives:

By the conclusion of the specified learning and development activities, delegates will be able to:

Demonstrate a heightened understanding of Critical Incident Reports and their value in Training Needs Analysis;

Address some of the shortcomings of Traditional Appraisal Systems;

Address the salient issues associated with Dysfunctional Behaviours;

people and organisations define and manage their learning;

Ascertain how return on investment can be achieved to justify the funding for the employee’s training;

Ascertain the concept of Delegation;

Ascertain the importance of Delegating Tasks;

Demonstrate their ability to employ Transactional Analysis in a Team Context;

Demonstrate their ability to formulate a comprehensive Motivation Strategy;

Demonstrate their ability to lead a Recruitment and Selection Team;

Ascertain the relationship between an incumbent’s experience and role enactment;

Calculate Return on Investment (ROI) from education, training and development;

Cite Specific legislation and related cases relevant to particular job design issues;

Analyse education, training, and development programmes, determining their potential effectiveness (fit-for-purpose);

Analyse how delegation contributes towards effective time management;

Analyse the concept of leasing in relation to delegating;

Analyse the perception in each role;

Apply appropriate rewards and, or punishment that are applied to a given team situation, thereby promoting ‘Team Functionality’;

Apply group dynamics to organisational settings;

Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’;

Ascertain how lifelong learning marks a decisive turning point in the way that Cite the link between culture and managerial action;

Clarify roles in team settings;

Conceptualise classical organisational theory and design, Neo-Classical, Humanistic, and Contingency Organisational Design Approaches;

Conduct an Appraisal Interview;

Conduct Individual and Panel Interviews;

Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps;

Customise, through a synthesis of existing systems, and an appropriate appraisal scheme that takes account of their unique cultural setting;

Deal with external organisational accountability;

Defend the use of periodic and exit interviews;

Define objectives, generally;

Define reward in an employee relation context;

Define a role set;

Define the concept of role;

Define, describe, and analyse the nature of an organisation;

Demonstrate a heightened knowledge of how training needs might be devised from Strategic Plans;

Demonstrate a heightened understanding of how Organisational Training Needs Analysis, Subsystem Training Needs Analysis and Individual Training Needs Analysis are conducted;

Demonstrate a heightened understanding of role relationships;

Demonstrate a heightened understanding of the group processes and organisational change;

Demonstrate a heightened understanding of the types and levels of  team leadership;

Demonstrate a heightened understanding of the underlying notions of Organisational Development, establishing how a effective Training Needs Analysis might lead towards its enhancement;

Demonstrate a high level of understanding of a team attempts to replace a situational leader, to enhance stability, acceptability or renewed or clarified mission or objectives;

Demonstrate an awareness of how a Personnel Demand Forecast (PDF) is conducted;

Demonstrate an awareness of the ‘Team Building and Maintenance Roles’ that will improve team effectiveness;

Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours;

Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness;

Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;

Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations

Demonstrate an understanding of the notion that societal socio-economic hierarchy might be informally represented in teams;

Demonstrate an understanding of the value of Internal Selection;

Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour;

Demonstrate the effectiveness of the strategy that they have devised for dealing with intra-team competition;

Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspective to motivation;

Demonstrate the relationship between Job Evaluation or Job Tasks and Role Analysis and the determination of training gaps, in Training Needs Analysis;

Demonstrate the use of Human Resource Plan in the determination of individual training needs;

Demonstrate their ability to manage recruitment and selection within a ‘resourcing context’;

Demonstrate their ability to avert the halo and thorny effects in appraisal;

Demonstrate their ability to conduct a Human Resource Audit;

Demonstrate their ability to conduct a Job Analysis;

Demonstrate their ability to deal with the psychological effect of disbandment;

Demonstrate their ability to determine the type of commitment that motivates specific individuals to join an organisation;

Demonstrate their ability to manage conflict effectively, incorporating the occasions when it should be encouraged;

Demonstrate their ability to translate motivation theory into practice

Demonstrate their appreciation of the fact that workers belong to different classes, in society;

Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values of motivation;

Demonstrate their awareness of the value of team cohesiveness and team solidarity, and the dangers of over-cohesiveness;

Demonstrate their competence in the measurement of efficiency gains and suggest ways on how to enhance it;

Demonstrate their grasp of the fundamentals of Performance Management;

Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that they will take to avert it;

Demonstrate their understanding of the importance of ‘Gatekeeping’ in teams’ formal settings;

Demonstrate their understanding of the legal bases of Employee Resourcing;

Demonstrate their understanding of the theoretical and practice bases of Team Dynamics;

Demonstrate what Personnel Deployment Charts (PDC) are and how they may be used in the determination of Departmental Training Needs;

Demonstrate their understanding of the social and psychological relevance of the stages of formation of a team;

Describe and enumerate some single and dual status organisations;

Describe at least two Non-Conventional Selection Methods;

Describe role as the behavioural expectations of a role set;

Describe the key procedures and skills required to implement Action Learning;

Describe the Organisational Learning Process as part of a Training Needs Analysis;

Describe the role of Training in the promotion of Macro Organisational Development and Micro Organisational Development;

Design an effective induction Package;

Design A Job Description and a Personnel Specification for specified roles;

Design effective ways of stabilizing staff turnover;

Detect Dysfunctional Behaviours;

Determine how Client or Customer Feedback can be used in determining gaps that workers’ pre-existing in skills, knowledge and expertise;

Determine how Task Competencies Analysis Report can be used in enhancing the effectiveness of departmental and individual training needs analysis;

Determine some exemplifying role behaviour;

Determine the appropriate extrinsic rewards that might contribute to workers’ improved performance;

Determine the boundary relationships of a role set;

Determine the criteria that are used to evaluate remuneration structure;

Determine the criteria that are used to evaluate a Remuneration Structure;

Determine the different ways of developing synergy in the learning process;

Determine the factors that negatively or positively affect remuneration systems;

Determine the objectives of Performance Appraisals;

Determine the optimum team size for its effective functioning;

Determine the organisation’s opportunity costs in providing Education, Training, and Development for its employees;

Determine the place of an incumbent’s perceived role expectations on his or her role enactment;

Determine the resources necessary to enhance individual and team performance;

Determine the training applications of Experiential Learning and learn how to utilise effectively the powerful potential of Learning From Experience;

Determine why a temporary team is likely to be more problematic to lead than a permanent one;

Develop a strategy to manage poor performance;

Develop effective communication strategies that might be applied to team settings, minimising technical language;

Develop the necessary skills, through some collaborative learning opportunities;

Describe, with examples, the concepts of Managerial Control, Worker Autonomy, and Professionalism, in Mechanistic and Organismic Organisations;

Differentiate between Operational Centralisation and Decentralisation;

Differentiate between Social Objectives and Business Objectives;

Outline some of the factors that might be associated with poor performance;

Distinguish between Education, Training and Development as important Organisational Investments;

Distinguish between Internal, Upward and Downward ‘Organisational Accountability’;

Enumerate the factors influencing Effective Delegation;

Establish a basis for Standard Setting in their Teams;

Establish and Monitor Work-related Targets;

Establish the Efficiency Gains that an organisation might derive from the Education, Training, and Development of its employees;

Establish the link between a role and its External Environment;

Establish the link between role and the Internal Environment;

Establish the Symbiotic Relationship between Power, Culture and Organisational Structure;

Distinguish between Command Teams, Boards, Committees, and Task Forces;

Distinguish between Formal and Informal Organisations;

Distinguish between groups and mere aggregations;

Distinguish between informal and formal Management Succession Charts;

Distinguish between Temporary Committees and Standing Committees;

Distinguish between the different sets of Motivation Theories, notably Content, Process, and Reinforcement;

Elucidate the concerns that managers have, resulting in their hesitation to Delegate;

Describe self-ideal as a behavioural construct;

Describe the bureaucratic organisations, adhocratic organisations, mechanistic organisations, organismic organisations;

Describe the democratic incumbent, autocratic incumbent, the generous incumbent, the dedicated incumbent, the social self and the role of each;

Describe the effort that they will make to enhance the ‘critical faculty’ of their team;

Elucidate the use of Management Succession Plans in the determination of Individual Developmental Needs;

Enumerate examples of Business and Non-Business Organisations;

Enumerate the Approaches, Methods and Techniques of Training Needs Analysis, explaining each in detail;

Establish the relationship between the Self-Ideal and a Performance Enhancer;

Evaluate the appropriateness of the application of some theoretical aspects of motivation to specific situations;

Evaluate the effectiveness of Individual Appraisal Systems to Performance Measurement;

Evaluate the effectiveness of their strategy for addressing the situations where team members seek sympathy;

Exhibit a knowledge of the intimidating effect that class might have on team members, and, hence, the leader’s responsibility to ensure that this informal hierarchy is dispensed with in the promotion of a ‘Classless Team’;

Exhibit an understanding of the desirability of a limited turnover of staff;

Exhibit tact in discouraging team members’ distracting behaviours;

Exhibit their ability to take appropriate measures to improve Individual and Team Performance;

Explain and evaluate the rationale for Performance Related Pay (PRP);

Explain at least three Appraisals Systems;

Explain facets Numbers1 and 2 of Authority;

Explain how managers and subordinates benefit from Delegating;

Explain how social objectives might lead to Profitability Gains;

Explain how Supervisory Reports might best be used to determine the Skills, Knowledge. and Attitude deficiency of an individual, in the performance of his or her role;

Explain the bases for the feeling of  ‘Togetherness’ or ‘Awareness’ in an ‘Aggregation’;

Explain the bases of Reward Management;

Explain the concept of Delegation as Internal Promotion;

Explain the concept of Organisational Culture;

Explain the concept of Segmental Expectations;

Explain the different Classification of Culture;

Explain the occasions in which a situational leader is likely to emerge;

Explain the process and value of Human Resource Audit;

Explain the process of 360 Degrees Feedback, the data analysis process, and the way in which the information that has been produced, might be used in determining the know, skills and attitudes that need to be developed for the individuals concerned;

Explain the Reward Model;

Explain the Team Typological Bases;

Explain the underlying concept of Investors in People (IIP);

Explain what Assessment Centres are and the way in which the information from them might be used as a basis for determining Individual Competency Levels;

Explain why a team’s disbandment might have a negative psychological effect on members and the team leader

;

Explore the bases for ‘Division of Labour or Work’, in organisations and their relation to organisational effectiveness;

Expound the Facets of Authority, providing practical examples;

Expound the common trends in the popular motivation theories;

Formulate a workable Motivation Strategy;

Formulate and evaluate a recommended Remuneration Package;

Suggest the organisational benefits that are associated with initiatives akin to ‘Investors-in-People’;

Establish the positive bases of a Divisional Organisational Structure;

Highlight the value of Operational Plans in the determination of Departmental Training Needs;

Highlight the value of Training Needs Survey in Training Needs Analysis;

Identify at least three tasks that can, and should, be delegated in Internal Selection;

Identify how an organisation might facilitate Organisational Development;

Identify the Role Segments of a specified Role;

Identify some Organisational Tasks, determining the bases of their grouping;

Suggest the main concerns that managers have, regarding delegation;

Identify the difference between delegating authority, on the one hand, and delegating task, on the other;

Identify the rationale for and definition of Training Needs Analysis (TNA);

Identify the main sources of information for TNA, and the factors which should be taken into consideration when choosing which among the approaches will be used;

Illustrate a Matrix Organisational Structure;

Provide Illustrative examples of Simple, Functional, and Divisional Organisational Structures;

Suggest some of the constraints that any specific UK Protective Legislation place on the Recruitment, Selection, and Management of Employees;

Suggest the difference in interpretation of Groups and Teams;

Suggest the importance of Reward Management in organisation;

Suggest ways of improving Group Morale, while enhancing the entity’s effectiveness

;

Suggest ways to counteract the effect of the Informal Hierarchy in Non-Command Teams;

Illustrate how the Contingency Approach to Motivation might be applied to different situations;

Illustrate how they might resolve interpersonal problems among team members;

Illustrate how they will determine the contribution of each team member to the entity’s Goal Accomplishment;

Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team members, in general, participate in team meetings, extending support to the weak, ensuring that introverted team members are not intimidated or ‘crushed’ by the extroverts;

Illustrate the organisational, individual, and subsystems benefits of Performance Appraisal;

Successfully, implement a ‘360 Degree Appraisal Programme’;

Indicate how they will establishing key competencies in their teams;

Indicate how they will help their team members to channel their energies into task performance, establishing realistic goals;

Indicate how they will recognise resonation in their teams, outlining the steps that they will take to avert or reduce its occurrence;

Indicate how they will reward exceptional performance in their teams;

Indicate how they would address the problem of ‘blocking’, effectively, in their teams;

Indicate the contribution of Training and Development in Worker Motivation;

Indicate the range of tangible rewards that might be utilised in a team;

Indicate the steps that they will take to harmonise the relationship in their teams;

Internalise the dysfunctional effect of ‘resonation’ in a team context;

Outline the degree of ‘role specificity’ that exists in Mechanistic Organisations, on the one hand, and Organismic Organisations, on the other;

Outline the importance of delegation in increasing workflow and productivity;

Suggest the importance of Lines of Authority and Accountability in organisations, and their effect on Organisation-wide Communication;

Illustrate their organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry;

Suggest how best to delegate authority, for effective task performance;

Explain how one might delegate responsibility with delegated tasks;

List at least two Matrix Organisational Variants;

Name at least two Structural Typologies, providing a vivid description of each;

Locate Performance Appraisal within a Performance Management Structure;

Position Performance Management in an appropriate context;

Locate Performance Related Pay, Productivity Bonuses, and other Remuneration Inducements, within an existing motivation theory;

Manage the Motivation Process, taking account of the differences in workers’ preferences and expectation;

Manage the process of motivation, taking account of  existing socio-cultural and economic differences;

Manage the risk of internal ‘Sabotage’;

Order the Team Formation Stages, explaining the psychological issues that beset them, and how they might affect Organisational Functioning;

Outline the steps that they will take to avert Groupthink and promote Teamthink;

Promote Business Objectives, through the marketing of their Business Objectives;

Practicalise the use of Individual Performance Appraisal Reports in their Individual and Departmental Training Needs Analysis;

Propose an effective remedy for ‘Team-Member Withdrawal’;

Propose an effective way of dealing with Interfering Behaviour;

Propose standards of measuring competence in teams;

Propose suitable intangible rewards that might be applied to a team situation;

Provide a basis for Team Standard Setting, accompanied by an effective Evaluation Progress;

Provide a practical guide with respect to the use of Strategic Operational Review, in determining Organisational and Subsystem Training Needs;

Provide a working definition of Accountability

Propose an appraisal of a specific Remuneration System;

Demonstrate their awareness of the notion that team members’ class consciousness might relate to their positions in the organisation or society;

Provide an individually synthesized proposal for dealing with Aggressiveness in teams;

Provide examples of Command Teams, highlighting the situations in which a leader might belong to two, simultaneously;

Provide examples of how a leader should encourage that desirable behaviours exist in a team;

Suggest a satisfactory way of addressing ‘Special Pleading’ in teams;

Demonstrate their awareness of the importance of Focus Groups in the Learning Process;

Indicate their ability to identify Performance Improvement in teams;

Identify ineloquent team members, suggesting how they might be encouraged to contribute more ideas;

Relate specific Recruitment, Selection, Retention and Exit Issues to UK and another country’s Legislation;

Identify ‘Resonation’ as an issue in Team Effectiveness, generally;

Suggest how best Training Needs Analysis Questionnaires might be constructed, analysed, and used in determining the ‘Knowledge, Skills and Attitude Gaps’;

Suggest how they might employ an effective Meeting Management that discourages resonation;

Suggest how to determine which individual members of a team can improve their performance, and, subsequently, their contribution to the team, thereby Harnessing Team Synergy;

Suggest some Performance Indicators, with measures to enhance Team Performance Levels;

Suggest how training needs might be derived from the examination of an organisation’s Tactical Plans;

Suggest ways of improving Organisational Culture;

Propose, and formulate, a Pay or Remuneration Structure;

Demonstrate their understanding of an Organisational Structure as Roles and Relationships;

Demonstrate their understanding of Reflective Practice as part of the Training Process;

Demonstrate their understanding of the concept of an Internal Selection Mechanism;

Use a Candidate Assessment Form in Short Listing and Interviews;

‘Weight’ a Candidate Assessment Form, using the Job Description and Personnel Specification;

Work their way through Business Plans, determining the Skills and Expertise that are needed to execute them;

Identifying how the relationship between future Role Requirement, help to  determine Subsystem and Individual ‘Training Gaps’.