Change Management and Executive Leadership in Organisation

HRODC Postgraduate Training Institute
Em Central London (Reino Unido)

R$10001-20000

Informação importante

  • Curso
  • Central london (Reino Unido)
  • Duração:
    6 Days
  • Quando:
    à escolha
Descrição

Limited Objectives: 1. Distinguish between the concepts of 'leader' and 'managerial leader'. 2. Demonstrate their understanding of at least 2 approaches to leadership. 3. Demonstrate their understanding of the relationship between fielder's situational model & McGregor's Theory 'X' & Theory 'Y' leadership styles. 4. Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively.
Suitable for: Executives who lead others with managerial responsibilities. Senior, Middle and Junior Managers. Internal Change Agents. External Change Agents. Supervisors. Project Team Members. HR Leaders. OD Practioners. Change Management Team Leaders and Members. Sponsors of Change. Consultants. Lecturers. Those desirous of managing the change process effectively

Informação importante

Requisitos: Degree or Work Experience

Instalações

Instalações e datas

Início Localização
à escolha
Central London
Carburton Street, W1W 5EE, London, Reino Unido
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O que se aprende nesse curso?

Management
Business and Management
Leadership

Programa

Course review:

Module 1: Executive High Performance Leadership

Objectives:

By the end of the specified learning and development activities, delegates will be able to: 1.        Distinguish between the concepts of ‘leader’ and ‘managerial leader’ 2.        Demonstrate their understanding of at least 2 approaches to leadership 3.        Demonstrate their understanding of the relationship between fielder’s situational model & McGregor’s Theory ‘X’ & Theory ‘Y’ leadership styles 4.        Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively 5.        Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioural control over their subordinates, respectively 6.        Explain the relationship between the ‘goal-path model’ of leadership & the expectancy theory of motivation 7.        Suggest problems with equalities or traits approaches         8.        Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turn over level Point to specific empirical research supporting the relationship between participative leadership


Module 2: Leadership Styles

Objective:

  1. Distinguish between control and influence administrative strategies
  2. Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organisation
  3. Demonstrate an understanding of the relationship which exists between administrative strategy and leadership style
  4. Assess the leadership style of a superior or colleague
  5. Demonstrate an understanding of the relationship between a manager’s leadership style and the type of structure which he or she is likely to implement

 

  1. Demonstrate their ability to carefully select administrative strategies so as to promote leader and organisational flexibility
  2. Propose ways of reducing cultural infringement in their choice of strategy
  3. Relate Managers’ Effort for Ensuring Subordinates’ Conformity to Behavioural Expectations
  4. Distinguish between the Concepts of Power and Authority
  5. Resolve the relationship between a Manager’s Power and his or her Control of Organizational Resources
  6. Illustrate their understanding of the often forgotten facet of Authority (The Second Facet of Authority)
  7. Present an ‘internalised’ understanding of the Concept of Influence
  8. Demonstrate their understanding of Normative Re-Educative Administrative Strategy
  9. Demonstrate their Rational Empirical Administrative Strategy
  10. Suggest the Relationship between Leadership Style and the Influence Administrative Strategy
  11. Demonstrate their understanding of the relationship between the Control Administrative Strategy and the Theory X Leadership Style
  12. Distinguish between Leadership Style and ‘Leader Behaviour’
  13. Explain the Leadership Style Continuum
  14. Assess the relationship between Leadership Style and the Contingency Approaches


Module 3: Organisational Change Management

Objective:

  1. Demonstrate their awareness of the inevitability of organisational change
  2. Demonstrate the need for a proactive stance in relation to Organisational change
  3. Demonstrate their ability to conduct an Internal environmental analysis—SW
  4. Exhibit their ability to conduct an external environmental analysis—OT
  5. Synthesize the relationship between Internal and external environmental analyses—SWOT
  6. Determine the factors, which contribute to workers’ resistance to change
  7. Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change
  8. Demonstrate their awareness of change management and human resource implications
  9. Distinguish between change strategies and approaches to change
  10. Illustrate the advantages and disadvantages of each strategy
  11. Manage latent and manifest resistance to change
  12. Determine the situations when a particular approach might be appropriate
  13. Determine the most effective ways of communicating change decisions to workers
  14. Illustrate the advantages and drawbacks of group involvement in decisions related to change
  15. Design measures, which will ensure change institutionalisation
  16. Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding Human and Organisational Casualties