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Organizational Design, Development and Change: Conceptual, Contextual and Practical Explorations

By: HRODC Postgraduate Training Institute

Malaysia

03 - 21 Apr, 2017  19 days

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GBP 15,000

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

  • Appropriately define Organizational structure;
  • Assess the importance of effective communication in successful Organizational Development and Change;
  • Determine the different stages of process consultation;
  • Strike a balance between macro Organizational development and micro Organizational development;
  • Demonstrate their awareness of the relationship between Organizational structure and leadership styles, on the one hand, and Organizational flexibility, on the other; 
  • Chart the value of influence and rational empirical change strategies in ensuring worker comment to the change process;
  • Demonstrate an awareness of the fundamental issues associated with Organizational design and their implications for effective Organizational functioning;
  • Demonstrate an understanding of Organizational climate and how it can be gauged;
  • Demonstrate an understanding of Organizational development as a process;
  • Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organizational Casualties;
  • Demonstrate the need for a proactive stance in relation to Organizational change;
  • Demonstrate their ability to conduct an Internal environmental analysis -SW;
  • Demonstrate their ability to encourage the type of superior-subordinate relationship which will be conducive to Organizational success; 
  • Demonstrate their ability to incorporate specified elements of the quality of working life in the management of their subsystems and sections;
  • Demonstrate their awareness of change management and human resource implications;
  • Demonstrate their awareness of the inevitability of Organizational change;
  • Design an organization adhering to the principles of horizontal and vertical relationship;
  • Design measures, which will ensure change institutionalization;
  • Determine Organizational success factors;
  • Determine the factors, which contribute to workers’ resistance to change;
  • Determine the key role that Organizational change agent play in driving the process forward;
  • Determine the most appropriate Organizational Change strategy that should be employed in particular change and Organizational contexts;
  • Determine the most effective ways of communicating change decisions to workers;
  • Determine the situations when a particular approach might be appropriate;
  • Determine ways of reducing latency in Organizational change process;
  • Discuss the co-coordinating mechanism in a simple structure;
  • Distinguish between change strategies and approaches to change; 
  • Distinguish between different Organizational structures;
  • Distinguish between organismic and mechanistic structures;
  • Distinguish between the basic types of structure;
  • Distinguish between the different types of matrix structures;
  • Establish the symbiotic relationship between Organizational Development and Organizational Change;
  • Exhibit a heightened awareness of the constituents of Organizational development;
  • Exhibit their ability to conduct an external environmental analysis - OT;
  • Exhibit their ability to use aspects of quality of working life to motivate workers;
  • Explain the approaches to Organizational design;
  • Have managed sensitivity training successfully;
  • Identify an Organizational structure from verbal description;
  • Identify horizontal relationships in Organizational design;
  • Illustrate communication channels in an Organizational chart;
  • Illustrate lines of authority in an Organizational chart;
  • Illustrate the advantages and disadvantages of each strategy;
  • Illustrate the advantages and drawbacks of group involvement in decisions related to change;
  • Illustrate the effect of Organizational structure on communication within an organization;
  • Illustrate their ability to design an appropriate Organizational structure that takes account of contingent internal and external environmental factors;
  • Indicate the importance of vertical and horizontal relationships in Organizational design;
  • Manage latent and manifest resistance to change;
  • Match the Organizational design approach with the level of development of the organization;
  • Name the fundamental Organizational structures and their variations;
  • Provide examples of different bases of divisional structure;
  • Provide the bases for structural contingencies;
  • Recommend the most appropriate structure for an organization, taking contingent factors into account; 
  • Show the vertical relationships in an Organizational chart;
  • Suggest the approaches which might be adopted in designing an organization;
  • Suggest the degree to which leadership styles plays a part in affecting the success or failure of the change process; 
  • Suggest the efforts, which an organization might employ to reduce workers’ resistance to change;
  • Synthesize the relationship between Internal and external environmental analyses -  SWOT;
  • Translate the positive and negative factors of particular types of structure to the design of an organization which will enhance the effectiveness of an enterprise.  
Kuala Lumpur, Malaysia Apr 03 - 21 Apr, 2017
GBP 15,000.00
(Convert Currency)

+44 7736147507; +44 1902 763607; +44 2071935906; +

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