Executive Leadership and Public Relations

HRODC Postgraduate Training Institute
Em Dubai (United Arab Emirates), Amsterdam, Netherlands (Países Baixos), Brussels, Belgium (Bélgica) e 3 sedes mais

£4.000 - (R$17.224)

Informação importante

  • Curso
  • Em 6edes
  • Duração:
    5 Days
  • Quando:
    à escolha
Descrição

Limited Objectives: At the end of specified learning, delegates should be able to: Be familiarise with the computer platform. Understand the concept of system analysis. Explain the different programming concepts. Conceptualise the data base design.
Suitable for: This course is specifically designed for: Public Relations Professionals. Public Relations Practitioners. Board of Directors. Business Owners. Consultants. Senior Managers. Middle Managers. Junior Managers. Internal Change Agents. External Change Agents

Informação importante

Requisitos: Degree or Work Experience

Instalações

Instalações e datas

Início Localização
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Amsterdam, Netherlands
Damrak 1-5, 1012, Noord Holland, Países Baixos
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Brussels, Belgium
Rue du Fosse-Aux-Loups, 1000, Belgium, Bélgica
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Central London
Carburton Street, W1W 5EE, London, Reino Unido
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Dubai
Al Muraqqabat Street, Diera, 82999, Dubai, United Arab Emirates
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Durban, South Africa
Walnut Road, 40001, Johannesburg, South Africa
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Milan, Italy
Via Washington, 66 Milan, 20146, Milano, Itália
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O que se aprende nesse curso?

Executive
Leadership
IT
Public Relations
LPC
Public
Communications
Government
Media

Programa

Course Contents, Concepts and Issues

 

Executive High Performance Leadership

 

       The concepts of ‘leader’ and ‘managerial leader’        The leader and authority        The leader and influence        The manager and the conferment of power        The application of control and ‘power cohesion’        The ‘managerial leader’ and the ability to vary strategy        Power as a recourse of the managerial leader        Leadership and        Interpersonal relationship        Approaches to leadership        Qualities or Traits Approach to leadership        Task and person orientation        Participative leadership        Transactional Leadership        Transformational Leadership        Contingency or Situational Approaches to Leadership        Leaders vs non-leaders in relation to confidence & intelligence        Leadership and extroversion        Problems with Traits Approach’        Social, power & achievement needs and their relevance to leadership        ‘Task and leader- qualities match’        The Perceived consequence of task orientation and reduced relationship orientation for managerial effectiveness        The consequence of Person or consideration oriented leadership on employee satisfaction and subsequent staff turnover        Contingent factors and leader effectiveness or ineffectiveness        Perceived value of ‘democratic leader behaviour’, dispensing participative leadership        Perceived value of ‘autocratic leader behaviour’        Value of ‘performance monitoring’ to individual effectiveness        Result Orientation Leadership VS Process Oriented Leadership        Transformational        Leadership and Charisma        Mission Progress Articulation        Leading through delegation        Subordinates’ perception of transformational leadership VS transactional leadership        Contingency Approaches to Leadership and the crucial nature of an organisation’s environmental variables        Contingency approaches VS Universalist approaches to leadership        Contingency approaches to leadership and their relationship to trait and style orientations        Employee development or maturity and its relevance to superior-subordinate relationships        Superior-subordinate relationships as leader behaviour        Superior-subordinate relationships as control and influence        Superior-subordinate relationships as power and authority        Least Preferred Co-worker (LPC) – Low and High        Characteristics of LPC managers and their relationship to McGregor’s theory X and Theory Y        Characteristics of low LPC managers and their relationship to autocratic leader behaviour        Characteristics of low LPC managers and their relationship with Theory X        Characteristics of low LPC managers and their relationship to task control        Characteristics of high LPC managers and their relationship to McGregor’s theory Y leader        Characteristics of high LPC managers and their relationship to permissive leader behaviour        LPC Leaders and their relationship with production orientation        LPC Leaders and their perception of the behaviour that they need to exhibit to achieve productivity improvement.        LPC Leaders and the concept of ‘Power Distance’        LPC Leaders and their emphasis on meeting targets         LPC Leaders and the level of regard they have for superior-subordinate relationship        Relevance of Situational Variables on leader behaviour:

ü  Leader-Member Relation

ü  Task Structure

 

Public Relations

 

   Dealing with the Public

 

       Print Media Relations

ü  Impartiality of the media

ü  Number one medium

ü  Prominence of Electronic media

ü  The Internet factor

ü  Dealing with the media

ü  Attracting publicity

ü  Value of publicity

ü  Pitching publicity

ü  Online publicity

ü  Handling Media Interviews

 

       Employee Relation

 

ü  Strong Employee Relations towards Solid Organizations

ü  Dealing With the Employee Public

ü  Trusted Communications

ü  Credibility

ü  S-H-O-C the Troops

ü  Employee Communications Tactics

ü  Internal Communications Audits

ü  Online Communications

ü  The Intranet

ü  Print Publications

ü  Bulletin Boards

ü  Suggestion Box/Town Hall Meetings

ü  Internal Video

ü  Face-To-Face Communications

ü  The Grapevine

 

       Multicultural Community Relations

 

ü  Community Social Responsibility

ü  Community Relations Expectations

ü  Objectives of Community Relations

ü  Community Relations on the Web

ü  Serving Diverse Communities

ü  Nonprofit Public Relations

 

       Government Relations: Enhancing Public Relations Effectiveness

 

ü  Public Relations

ü  Public Relations in Government

ü  Government Practitioners

ü  Two Prominent Departments

ü  The President

ü  The President’s Press Secretary

ü  Lobbying the Government

ü  What Do Lobbyists Do?

ü  Do-It-Yourself Lobbying

ü  Political Action Committees

ü  Dealing with Local Government

 

       Consumer or Client Relations in Public Relations

 

ü  Worldwide Consumer Class

ü  Objectives of Consumer Relations

ü  Consumer-Generated Media

ü  Customer Complaints Handling

ü  The Consumer Movement

ü  Federal Consumer Agencies

ü  Consumer Activists on the Internet

ü  Business Gets the Message