Managing Individuals and Groups in an Organisation (Amsterdam)

HRODC Postgraduate Training Institute
In Amsterdam, Netherlands (Niederlande)

£ 5.000 - (5.598 )
zzgl. MwSt.

Wichtige informationen

  • Kurs
  • Amsterdam, netherlands (Niederlande)
  • Dauer:
    5 Days
  • Wann:
    Freie Auswahl

By the conclusion of the specified learning and development activities, delegates will: Be aware that teams cannot perform effectively unless they understand team. dynamics. Demonstrate their understanding of the their role in the management of teams in organisation. Exhibit a good knowledge of the finer-points of team-decision-making. Demonstrate that their inter-personal skills are well developed. Demonstrate their ability and willingness to contribute to the enhancement of a team's 'problem-solving capability'. Exhibit an understanding 'role relationships' in organisation.
Suitable for: This course is designed for: Managers. HR Professionals. HR Generalists. HR Managers. Supervisors. Trainers. Team Leaders. Business Owners. Business Partners. Key Leadership Staffs. Administrative Professionals

Wichtige informationen

Voraussetzungen: Degree or Work Experience


Wo und wann

Beginn Lage
Freie Auswahl
Amsterdam, Netherlands
Damrak 1-5, 1012, Noord Holland, Niederlande
Plan ansehen

Was lernen Sie in diesem Kurs?

Decision Making
Team Dynamics
Team Training
IT Development
IT Management
Skills and Training


Course Contents, Concepts and Issues:

Team Dynamics: Empowering High Performance Groups

  • Groups: Definition
  • Distinguishing Groups From Aggregations
  • Group Solidarity
  • Group Cohesion;
  • Team or Group: A Distinction
  • Team Dynamics
  • Types of Teams
  • Command Teams;
  • Committees (Temporary & Standing);
  • Task Forces;
  • Boards.
  • Team Formation
  • Forming
  • Storming
  • Norming/Initial Integration
  • Performing/Total Integration
  • Disbandment or Adjournment
  • Purpose of Teams in the Work-Place
  • Team Characteristics;
  • The Role Concept: An Introduction
  • How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team Development?
  • Dysfunctional Behaviour in Teams
  • Aggressiveness
  • Blocking
  • Interfering
  • Competing,
  • Seeking Sympathy
  • Withdrawal and
  • Special Pleading
  • Inter-Team Conflict;
  • Sources of Inter-Team Conflict;
  • Consequences of Dysfunctional Conflict;
  • Team Decision-Making;
  • Social Identity Theory
  • 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

Conflict Management In Organisation

  • Role: A Contextual Definition
  • Role Enactors
  • Roles in Organisational and Non-Organisational Settings;
  • The Role Set
  • Role Segments
  • Role Expectations
  • Role Sender
  • Conflict and Role Conflict
  • Interpersonal Conflict
  • Interrole Conflict
  • Intrarole Conflict
  • Conflict Management: An introduction
  • Latent Conflict
  • Manifest Conflict
  • Organisational Value Of Conflict
  • Introducing Conflict
  • Exploiting Conflict
  • Conflict Resolution Methods
  • Mutual Resolution
  • Collegial Intervention
  • Hierarchical intervention
  • Debriefing in Conflict Situations
  • Role Negotiation: Beyond Worker-Manager Prerogative

Employee Development – Incorporating Training Needs Analysis

  • Rationale for and Definition of Training Needs Analysis (TNA)
  • Approaches, Methods and Techniques of Training Need Analysis.
  • The Traditional Approach to Training Needs Analysis
  • Job Behaviour and Task Analysis
  • Data is Gathered from Field Observations Using Structured Questionnaires and Formal Interviews
  • Multi-Skilling
  • Knowledge Skills, and Attitudes Development;
  • Job, Task and Role Analysis
  • A Strategic Approach to Competency Assessment
  • ‘Supply-Led’ or ‘Pedagogical’ Approach To Training Needs Analysis
  • Demand-Led’ Approach to Training Needs Analysis
  • Behavioural Expectation Scales
  • Focus Groups
  • Action Learning
  • Action Research
  • Process Management
  • Assessment Centres
  • Human Resource Plan
  • Succession Plan
  • Human Resource Audit
  • Critical Incident Reports
  • Individual Performance Appraisal Reports
  • Personnel Deployment Charts
  • Business Plans
  • Strategic Plans
  • Job Evaluation rr Job Tasks and Role Analysis
  • Client or Customer Feedback.