Managing Individuals And Groups in an Organisation (Manila)

HRODC Postgraduate Training Institute
In Central London (Grossbritannien), Abu Dhabi, United Arab Emirates (Vereinigten Arabischen Emirate), Abuja, Nigeria (Nigeria) und an 47 weiteren Standorten

£ 5.000 - (5.694 )
zzgl. MwSt.

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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

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Voraussetzungen: Degree or Work Experience


Wo und wann

Beginn Lage
Freie Auswahl
Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, Vereinigten Arabischen Emirate
Karte ansehen
Freie Auswahl
Abuja, Nigeria
Cadastral Zone A0, Central Business District, Abuja, 7069, Nigeria, Nigeria
Freie Auswahl
Addis Ababa, Ethiopia
Kirkos Subcity Kebele, 21555, Ethiopia, Äthiopien
Karte ansehen
Freie Auswahl
Algiers, Algeria
Pins Maritimes, 16000, Algeria, Algerien
Karte ansehen
Freie Auswahl
Algiers, Algeria
Rue Hassiba Benbouali, 16015, Algeria, Algerien
Karte ansehen
Freie Auswahl
Amman, Jordan
Bin Ali Street, 11118, Jordan, Jordanien
Karte ansehen
Alle ansehen (50)

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.