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Dynamics of Organisational Change Training

By: HRODC Postgraduate Training Institute, A Postgraduate-Only Institution

United Kingdom

15 - 19 Jul, 2019  5 days

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GBP 5,000

This change management seminar seeks to empower corporate and operational managers, and change agents, in particular, to manage the change process effectively. While I am aware of their general popularity, this is not just another change management seminar. It is a change management seminar with major differences, the first of which is the fact that the one on offer is research-driven. For example, the concept of 'change acceleration' is new, emerging out of Prof. Dr. Crawford's empirical research.

The 'Dynamics of Organisational Change Management' is the first change management seminar in which 'change acceleration' is discussed. Delegates of this change management seminar will, therefore, benefit from the new knowledge and expertise that this seminar guarantees, improving their value to their organisations, as they strive towards acquiring and, or, maintaining their competitive advantage. They will benefit immensely from the expertise of Dr. Crawford, as a senior academic, consultant and trainer.

The delegate activities of the seminar are carefully designed to ensure that the objectives of this change management seminar are achieved. They are based on sound principles of learning and development, taking individual variants into account. These activities also address the levels of competence that delegates achieve, and will be measured continuously throughout the seminar, with a view to enhancing their improvement.

This Course is designed for: Consultants, Senior Managers, Middle Managers, Junior Managers, Internal Change Agents, External Change Agents, those desirous of managing the change process effectively

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

  • Demonstrate their awareness of the inevitability of organisational change;
  • Demonstrate the need for a proactive stance in relation to Organisational change;
  • Demonstrate their ability to conduct an Internal environmental analysis - SW;
  • Exhibit their ability to conduct an external environmental analysis - OT;
  • Synthesize the relationship between Internal and external environmental analyses - SWOT;
  • Determine the factors, which contribute to workers’ resistance to change;
  • Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;
  • Demonstrate their awareness of change management and human resource implications;
  • Distinguish between change strategies and approaches to change;
  • Illustrate the advantages and disadvantages of each strategy;
  • Manage latent and manifest resistance to change;
  • Determine the situations when a particular approach might be appropriate;
  • Determine the most effective ways of communicating change decisions to workers;
  • Illustrate the advantages and drawbacks of group involvement in decisions related to change;
  • Design measures, which will ensure change institutionalisation;
  • Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties.
  • Course Contents, Concepts and Issues
  • Defining and Exploring Organisational Change Context;
  • Perspectives of Organisational Change;
  • Organisational Change as Organisational Development;
  • What Is Organisational Development?
  • OD and Organisational Effectiveness;
  • Concerns of Organisational Development;
  • Teams and Groups;
  • Group: A Definition;
  • Teams;
  • Autonomous Team;
  • Team Dynamics;
  • Types of Groups;
  • Command Teams;
  • Committees
  • Task Force;
  • Boards;
  • Group/Team Formation:
  • Stage 1: Forming;
  • Stage 2: Storming;
  • Stage 3: Norming;
  • Stage 4: Performing;
  • Stage 5: Disbandment.
  • Dysfunctional Behaviour;
  • Group Building and Maintenance Roles;
  • Organisational Climate;
  • Organisational Culture;
  • Open System of Communication;
  • Resonation;
  • Strategic Operational Review;
  • Change and Its Inevitability
  • Anticipating the Need for Change;
  • Resistance to Change - Latent and Manifest;
  • Change Management and Human Resources Implications
  • Internal and External Environmental Analysis - SWOT;
  • Internal Environmental Analysis - SW;
  • External Environmental Analysis - OT;
  • PESTEL Analysis:
  • Political Context;
  • Economic Context;
  • Social Context;
  • Technological Context;
  • Environmental Context;
  • Legal Context
  • Change Planning and Implementation;
  • 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;
  • Control Change Strategies: When They Should Be Used or Avoided;
  • Communicating Organisational Change (organizational change);
  • Communication Media: Mass or Personalised Communication?;
  • Mode and Channels of Communication;
  • Getting the Message Right;
  • Timing of Communication;
  • Who Should Communicate What, When?
  • Use of Groups in Change Process;
  • Managing Latent and Manifest Resistance to Change;
  • Effective, Overall, Change Leadership;
  • Leading Change Implementation;
  • Selecting the Appropriate Change Agent
  • Internal or External;
  • Speed of Change;
  • Change Acceleration: Averting Organisational (organizational) and Individual Casualties;
  • Change Acceleration Case Studies:
  • Hellshire University;
  • Dixie University;
  • Horatio Manufacturing Company.
  • Change Tolerance and Individual Stress Levels;
  • Managing the External Environment: Improving Perception and Instilling Confidence
  • Stakeholders, Generally;
  • Shareholders and Funding Agents;
  • Customers and Clients;
  • Potential Customers and Clients;
  • Change Institutionalisation: Returning to Normality.
Durban; Dubai; London;Kuala Lumpur; Amsterdam; Paris; Brussels Jul 15 - 19 Jul, 2019
GBP 5,000.00 + 250.00 (VAT)(Contact Us for Quote)
(Convert Currency)

Ms. Michelle +442071938392; +447487877573; +639368309409

Prof. Dr. R. B. Crawford
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