The Management of Organisational Resources (London)

HRODC Postgraduate Training Institute
Em Central London (Reino Unido)

£4.000 - (R$15.378)

Informação importante

  • Training
  • Advanced
  • Central london (Reino Unido)
  • 30 horas letivas
  • Duração:
    5 Days
  • Quando:
    à escolha

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Exhibit appreciation for the finite nature of resources. Illustrate the 'ImportConversionExport Process', in specific relation to the management of organizational resources. Demonstrate an awareness of the relationship between strategic management & resource management. Exhibit awareness of the conflict, which is likely to persist between corporate & operational managers regarding allocation & utilisation of resources.
Suitable for: This course/seminar is specifically designed for: Executives, Directors, Board of Directors, General Managers, Senior Managers, Middle Managers, Junior Managers, Supervisors, Department Heads, Human Resource Directors, Human Resource Professionals, Personnel Managers, Business Owners and Entrepreneurs

Informação importante

Requisitos: Degree or Work Experience


Instalações e datas

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

Strategic Management
Accounting MBA
Resource Management
IT Development
IT Management
Human Resource management
Workforce Diversity
Import-Conversion-Export Process
Budget System
Responsibility Centres
Resource Utilisation
Tactical Plans
Strategic Plans
Operational Plan
Standing Plan
Conducting a Personnel Audit
Developing a Personnel Deployment Chart
Constructing a Management Succession Chart
Costing and Cost-Benefit Analysis
Throughput Accounting
Efficiency Gains
Resource Allocation
Management by Objectives (MBO)


Course Contents, Concepts and Issues:

  • Relationship Between Strategic Management and Resource Management
  • Conflict Between Corporate and Operational Management in Relation to Resource Utilisation
  • The ‘Import>Conversion>Export Process’
  • The Functions of Management
  • Planning As a Function of Management
  • Strategic Plans
  • Tactical Plans
  • Operational Plans
  • Standing Plans
  • The ‘Inflow>Outflow Process’, as Applied to Human Resource Management (HRM)
  • Co-ordinating as a Function of Management: Training and Development Modification
  • Co-ordinating through Mutual adjustment
  • Co-ordinating through Direct supervision
  • Co-ordinating through Standardisation of work Process
  • Co-ordinating through Standardisation of input - skills, knowledge and attitudes
  • Co-ordinating through Standardisation of output
  • Conducting a Personnel Audit
  • Developing a Personnel Deployment Chart
  • Constructing a Management Succession Chart
  • Costing and Cost-Benefit Analysis
  • Activity-Based Costing
  • Policy Planning and Budgeting Systems (PPBS)
  • Zero Base Budgeting
  • Paradigm-Based Budgeting
  • Process-Based Budgeting
  • Priority-Based Budgeting
  • Performance-Based Budgeting
  • Activity-Based Budgeting
  • Management by Objectives (MBO)
  • Throughput Accounting
  • Throughput Accounting: An Introduction
  • Determining whether a Programme or Event Increases Throughput
  • Effect of Reducing Investment (Inventory) (money that cannot be used) in Business and Non-Business Organisations
  • Reducing Operating Expense
  • Efficiency Gains
  • Defining Efficiency Gains
  • Measuring Efficiency Gains
  • Improving Efficiency Gains
  • Relate the concept of ‘Efficiency Gains’ in Throughput Accounting, to the Concept of Net Profit – as Applied to Training and Development, as in:
  • a) Net profit (NP) = Throughput - Operating Expense = T-OE
  • b) Return on Investment (ROI) = Net profit / Investment = NP/I
  • c) Productivity (P) = Throughput / Operating expense = T/OE
  • d) Investment turns (IT) = Throughput / Investment = T/I
  • Budgeting as an Control Mechanism
  • Budgeting and the Controlling of Organisational Resources
  • Traditional Methods of Resource Allocation
  • Modern Approaches to Resource Allocation – Based on Assessment of the Potential of Subsystem to Succeed, in Relation to Prevailing Environmental Situation
  • Responsibility centres in the form of:
  • a) Revenue Centres
  • b) Expense or Cost Centres
  • c) Profit Centres
  • d) Investment Centres
  •  Effective workforce diversity as ‘an economic imperative’ in Humana Resource Management (HRM)

Informação adicional

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills (BIS), formerly Department of Innovation, Universities and Skills (DIUS). Its registration number is 10019585 and can be verified at