# 154 sstttrr aattteeegggiiiccc ppplllaannnnnniiinnnggg · pdf file ·...

Team_Leadership_Marekt_Strategy_Review_Informed_Direction_Brainstroming_Process_Strategic_Emphasis_Competitive_Strategy_Strategic_Plan_Competition_Analysis_Guide_Dirty_Hands_Syn

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Strategic Planning and Organisational Development- Leading to Diploma – Postgraduate, Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc

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# 154

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P. 3

Course Co-ordinator: PPrrooff.. DDrr.. RR.. BB.. CCrraawwffoorrdd –– DDiirreeccttoorr HHRROODDCC PPoossttggrraadduuaattee TTrraaiinniinngg IInnssttiittuuttee

PhD (London),

MEd. M. (Bath),

Adv. Dip. Ed. (Bristol),

PGCIS (TVU),

ITC (UWI),

MSCOS

Member of the Asian Academy of Management - MAAM,

Member of the International Society of Gesture Studies - MISGS

Member of the Academy of Management - MAOM,

LESAN,

Visiting Professor Polytechnic University of the Philippines – PUP

For Whom This Course is Designed This Course is Designed For:

Corporate Managers

Internal Consultants

External Consultants

Senior Managers




P. 4

Middle Managers

Junior Managers

Internal Organisational Improvement Agents

External Organisational Improvement Agents

Change Agents

Organisational Development Specialists

Those desirous of improving organisational processes effectively

Duration: 15 Days

Cost:

£12,000.00 + VAT (Government Tax) Per Delegate for UK Delivery

£15,000.00 + VAT (Government Tax) Per Delegate for non-UK European Delivery

£15,000.00 Per Delegate for Non-European Delivery (No VAT - Government Tax)

Cost includes:

Continuous refreshments,

Hot Lunch,

Stationery,

Course Guide and Supplement,

HRODC Postgraduate Training Institute’s Diploma – Postgraduate - or

Certificate of Attendance and Participation

Course runs from 9:30 to 4:30 pm.

Location: Central London and International Locations Schedule - Part 3:

http://hrodc.com/Course_Schedule_Part_3_Oil_Tanker_Operations_STCW_Trade_Promotion_KSFs_KPIs_Public_Sector_Reforms_HVAC_HVAC_and_R_Value_Engineering_Courses.htm Click to book this course: http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm

http://hrodc.com/Course_Schedule_Part_3_Oil_Tanker_Operations_STCW_Trade_Promotion_KSFs_KPIs_Public_Sector_Reforms_HVAC_HVAC_and_R_Value_Engineering_Courses.htm



http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm

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P. 5

Course Programme for Strategic Planning and Organisational Development (OD) Leading to Diploma-Postgraduate in

Strategic Planning and Organisational Development (Triple Credit)

CCoouurrssee OObbjjeeccttiivveess By the conclusion of the specified learning and development activities, delegates will be able

to:

Explain the importance of developing a comprehensive, written strategic plan;

Explain how the strategic planning process can promote buy-in to the organization’s

strategic direction;

Describe the appropriate membership of an organization’s strategic planning team;

Explain critical strategies for leading the strategic planning team;

Explain the data collection, analysis, and organization component of the strategic

planning process;

Explain the prediction component of the strategic planning process;

Describe how to establish direction and formulate strategies as part of the strategic

planning process;

Provide an overview of how to write the strategic plan;

Provide an overview of how to distribute, communicate, and execute the strategic plan;

Explain the monitoring, measuring, and adjusting component of the strategic planning

process;

Explain how to assess the financial condition of an organisation;

Explain how to assess the strengths and weaknesses of an organisation;

Describe how to identify organisational competencies that produce core values;

Summarize how to conduct a market segmentation analysis for an organisation;

Summarize how to analyze an organisation’s competition;

Define the concept of informed predictions;

Explain why the process of making informed predictions is so important to the strategic

planning team;

Explain how to make informed predictions as part of the strategic planning process;




P. 6

Describe how an organization can predict pertinent market behaviours;

Explain how to identify potential opportunities and threats for an organisation;

Explain why it is important to adopt a strategic emphasis for the organisation;

Summarize the potential areas of strategic emphasis available to an organisation;

Demonstrate how to select the strategic emphasis that is best for the organisation;

Explain how to select the competitive strategy that is best for the organisation;

Explain how all of the work completed in the previous steps is brought together in this

step to form a written strategic plan for the organisation;

Demonstrate how to develop the vision statement component of the strategic plan;

Demonstrate how to develop the mission statement component of the strategic plan;

Demonstrate how to develop the guiding principles statement component of the

strategic plan;

Demonstrate how to develop the strategic goals statement component of the strategic

plan;

Define the term effective execution as it applies in a change management setting;

Explain why the execution phase of change initiatives so often breaks down;

Demonstrate how to analyze a change plan for the purpose of anticipating roadblocks;

Summarize effective execution strategies;

Demonstrate an understanding of how a strategic plan is developed from start to

completion;

Demonstrate an understanding of how all of the individual elements of the strategic

planning process relate to each other when developing a completed plan;

Demonstrate how the individual elements of the strategic planning process are actually

pulled together to create a comprehensive written strategic plan from start to

completion;

Demonstrate how to use a completed strategic plan to develop action/assignment

sheets and corresponding budgets for the purpose of executing the plan;

Define organisational development (OD);

Analyse the different perspectives of organisational development, namely:

Organisational climate

Organisational culture




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Organisational norms

Organisational values

Organisational power structure

Explain the concept of worker commitment and its relevance to organisational

development;

Identify the different aspects of quality of working life and explain each;

Ascertain the levels and characteristics of organisational change;

Outline the models of organisational change;

Understand the concept of organisations as systems;

Explain the concept of organisations in its social aspect;

Specify the role OD practitioners;

Understand the organisation development consulting profession;

Establish the relationship between the OD consulting process and action research;

Identify the complete process consultation;

Determine how entrance into an OD relationship is performed;

Learn how the OD is developed;

Describe the importance of data gathering;

Learn how to present problems and underlying problems;

Know the steps in data gathering process;

Identify the different data gathering methods;

Employ some data gathering strategy and approaches;

Know the ethical issues involved in data gathering;

Understand how discovery, assessment, analysis and interpretation;

Analyse data;

Know the correct way of selecting and prioritising theme;

Determine the role of feedback in diagnosing an organisation;

Explain the concept of resistance recognition;

Ascertain the ethical issues associated with diagnosis and giving feedback;

Define interventions;

Give some reasons for intervention failure;

Enumerate the factors to be considered in selecting intervention strategy;




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Learn the appropriate means of structuring and planning interventions for success;

Know the role of the change agent in intervention;

Identify the ethical issues associated with intervention;

Learn some intervention techniques;

Describe how individual change and its reactions to change;

Discuss about individual instruments and assessments;

Perform coaching mentoring;

Explain the underlying concepts of 360 feedbacks;

Identify the factors involved in career planning and development;

Define the term “teams”;

Outline the characteristics of a successful team;

Determine which are considered as special types of teams;

Suggests ways towards successful team development;

Distinguish between team-building interventions and intergroup interventions;

Ascertain the characteristics of contemporary large-scale interventions;

Discuss about assessment and change of organisational culture;

Learn about the different organisation design and structure;

Explain the principles of directional interventions;

Understand the process involved in mergers and acquisitions;

Discuss about transorganisation or interorganisation development;

Learn how to sustain change after the intervention;

Explain the concepts of evaluation and withdrawal in relation to organisational

development;




P. 9

CCoouurrssee CCoonntteennttss,, CCoonncceeppttss aanndd IIssssuueess

Strategic Planning

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Developing a Written Strategic Plan: Importance

Promoting Buy-In Through the Strategic Planning Process

The Strategic Planning Team

Team Membership

Size of the Strategic Planning Team

Broadening Involvement Beyond the Planning Team

Team Leadership

Necessary Abilities of Team Leaders

Characteristics of a Good Team Leader

Team Leadership Styles

Best Leadership Style in a Team Setting

Establishing Followership

Ethics in Team Leadership

The Strategic Planning Process: An Overview

Collecting, Organising, and Analysing Data

Making Informed Predictions

Establishing Direction and Formulate Strategy

Writing the Plan

Distributing, Communicating, and Executing the Plan

Monitoring, Measuring, and Adjusting




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The Strategic Planning Process: Detailed Discussion

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Assessing the Organisation’s Financial Condition

Assets and Liabilities

Operating Budgets

Profit Analysis

Assessing the Organisation’s Strengths and Weaknesses

Preparing the Organisation for a Strengths-and-Weaknesses Assessment

Selecting an Effective Assessment Methodology

Functional Unit Method

Value Tree Method

Key Performance Measures Method

Compiling the Strengths Component of the Assessment

Compiling the Weaknesses Component of the Assessment

Using the Results of the Assessment

Identifying Core Competencies That Produce Value

Characteristics of Core Competencies That Produce Value

What Customers Value Most

Applying the Characteristics of Core Value-Producing Competencies as Criteria

Refining and Defining Markets

Surviving vs. Thriving

Market Strategy Review

Market Segmentation

Geographic Segmentation

Customer Demographics Segmentation

Purchase Method Segmentation

Product Type Segmentation

Analyzing Market Segments

Using the Market Analysis Guide




P. 11

Defining Market Segment

What do Customers in this Market Segment Value Most?

Size of the Market Segment

Current Share of the Market Segment

Competitors in this Market Segment, and Their Market Share

Trends, Issues, or Developments Relating to this Market Segment Analyzing the

Competition

Competition Analysis Guide

Directory Information (Company Name, Address, CEO)

Competing Products and Services and their Best Features

Competitive Strategy

Common Market Segments

Organizational and Product Strengths

Organizational and Product Weaknesses

Other Pertinent Developments, Issue, or Factors

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Concept of Informed Predictions Defined

Why Making Informed Predictions Is So Important

How To Make Informed Predictions

Avoid Common Planning Pitfalls

Predicting Pertinent Market Behaviors

Pertinent Business Developments

Customer Desires

Profitability Potential

Market Development

Identifying Opportunities and Threats

The Brainstorming Process

Factors to Consider When Identifying Opportunities and Threats

Internal Processes

Competition




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Products and Services

Markets

Acquisitions and Mergers

Cultural, Socioeconomic, and Socio-political Issues

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Importance of Adopting a Strategic Emphasis

Adopting a More Tightly Defined Strategic Emphasis: An Illustrative Case

Potential Areas of Strategic Emphasis

Product-Based Strategic Emphasis

Competency-Based Strategic Emphasis

Customer-Based Strategic Emphasis

Technology-Based Strategic Emphasis

Raw Material Based Strategic Emphasis

Adopting a Strategic Emphasis for an Organization

Selecting A Competitive Strategy

Low-Cost/Broad Scope Competitive Strategy

Differentiation/Broad Scope Competitive Strategy

Low-Cost/Narrow Scope Competitive Strategy

Differentiation/Narrow Scope Competitive Strategy

What the Competitive Strategy Does

Selecting the Optimum Competitive Strategy

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Overview of the Strategic Plan

Contents of a Completed Strategic Plan

What about Specific Projects, Assignments, Responsibilities, and Budgets?

How Does it All Tie Together?

What about the Details?

Developing the Vision Statement

Writing the Vision Statement




P. 13

Developing the Mission Statement

Developing the Guiding Principles

Developing Strategic Goals

Using the Work from Earlier Steps in Developing Strategic Goals

Converting Information into Strategic Goals

Cautions Concerning Strategic Goals

Examples of Strategic Goals

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Effective Execution Defined

Why Strategic Plans Break Down in the Execution Phase

Dirty Hands Syndrome and Execution

Conduct a Roadblock Analysis of the Strategic Plan

Strategies for Effective Execution of the Strategic Plan

Develop Action/Assignment Sheets

Sample Action/Assignment Sheet

Establish and Maintain Momentum by Reinforcing Progress

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Developing a Strategic Plan: Data Technologies Company

Overview of the Process

Review of Material

Strengths

Weaknesses

Opportunities

Threats

Core Competencies that Produce Value

Competitors’ Analysis

Developing the Vision

Developing the Mission

Developing Guiding Principles




P. 14

Developing Strategic Goals

Planning for an Effective Execution

Developing Action/Assignment Sheets

Organisational Development

Concept of Organisational Development (OD)

Defining OD

Differing Perspectives of Organisational Development

Organisational Climate

Organisational Culture

Organisational Norms

Organisational Values

Organisational Power Structure

Worker Commitment

Aspects of Quality of Working Life

Adequate and Fair Compensation.

Healthy and Safe Working Conditions.

Development and Growth of Human Capacities

Growth and Security

Social Integration of People

Constitutionalism

Protection of Total Life Space

Social Relevance of Work

Foundations of Organisational Change

Levels and Characteristics of Organisational Change

Models of Organisational Change

Organisations as Systems

Organisations as Socially Constructed

OD Practitioners

The Organisation Development Consulting Profession




P. 15

The OD Consulting Process and Action Research

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1. Negotiated Entry

2. Formulation of the Contract

3. Establishment of the Setting

4. Data Gathering and Analysis

5. Diagnosing

6. Intervention

7. Withdrawal

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Entry and Contracting

Entering into an OD Relationship

Developing a Contract

Data Gathering

Importance of Data Gathering

Presenting Problems and Underlying Problems

Data Gathering Process

Data Gathering Methods

Data Gathering Strategy and Approaches

Ethical Issues with Data Gathering

Diagnosing Organisations and Feedingback Diagnostic Information

Discovery, Assessment, Analysis and Interpretation

Analysing Data

Selecting and Prioritizing Theme

Feedback

Resistance Recognition

Ethical Issues with Diagnosis and Giving Feedback

Designing Interventions




P. 16

Defining Interventions

Reasons for Intervention Failure

Factors to Be Considered In Selecting Intervention Strategy

Structuring and Planning Interventions for Success

The Role of the Change Agent in Intervention

Ethical Issues with Intervention

Overview of Intervention Techniques

Individual Interventions

Individual Change and Reactions to Change

Individual Instruments and Assessments

Coaching Mentoring

360 Feedbacks

Career Planning and Development

Team Interventions

Teams, Defined

Characteristics of a Successful Team

Special Types of Teams

Team Development

Team-Building Interventions

Intergroup Interventions

The Entire Organisation and Multiple Organisation Intervention

Characteristics of Contemporary Large-Scale Interventions

Assessment and Change of Organisational Culture

Organisation Design and Structure

Directional Interventions

Mergers and Acquisitions

Transorganisation or Interorganisation Development

Withdrawal

Sustaining Change after the Intervention

Evaluation

Withdrawal




P. 17

Synopsis of Diploma – Postgraduate, Postgraduate Diploma and Postgraduate Degree Regulation

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Delegates studying courses of 5-9 days duration, equivalent to 30-54 Credit Hours (direct

lecturer contact), will, on successful assessment, lead to the Diploma – Postgraduate. This

represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead to a

Diploma – Postgraduate, they accumulate 36 and 42 Credit Hours, respectively. Delegates and

students who fail to gain the required level of pass, at Postgraduate Level will receive a

Certificate of Attendance and Participation. The Certificate of Attendance and Participation will

not count, for cumulative purpose, towards the Postgraduate Diploma.

Courses carry varying credit values; some being double credit, triple credit, quad credit and 5-

credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later, in

this document, a Postgraduate Diploma is awarded to students and delegates who have

achieved the minimum of 360 Credit Hours, within the required level of attainment.

Credit Value and Credit Hours examples of Diploma – Postgraduate Courses are as follows:

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Single-Credit 30-36

Double-Credit 60-72

Triple-Credit 90-108

Quad-Credit 120-144

10-Credit (X36 Credit-Hours) to 12-

Credit (X30 Credit-Hours)

360




P. 18

Other Credit Values are calculated proportionately.

Because of the intensive nature of our courses and programmes, assessment will largely be in-

course, adopting differing formats. These assessment formats include, but not limited to, in-

class tests, assignments, end of course examinations. Based on these assessments, successful

candidates will receive the Diploma – Postgraduate, or Postgraduate Diploma, as appropriate.

In the case of Diploma – Postgraduate, a minimum of 70% overall pass is expected. In order to

receive the Award of Postgraduate Diploma, candidate must have accumulated at least the

required minimum ‘credit-hours’, with a pass (of 70% and above) in at least 70% of the

courses taken.

Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or

Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those

delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or

Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be

awarded the Certificate of Attendance and Participation.

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Applicants for Diploma – Postgraduate, Postgraduate Diploma and Postgraduate Degrees are

required to submit the following documents:

Completed Postgraduate Application Form, including a passport sized picture

affixed to the form;

A copy of Issue and Photo (bio data) page of the applicant’s current valid passport or

copy of his or her Photo-embedded National Identity Card;

Copies of credentials mentioned in the application form.




P. 19

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On receipt of all the above documents we will make an assessment of the applicants’

suitability for the Programme for which they have applied;

If they are accepted on their Programme of choice, they will be notified accordingly

and sent Admission Letters and Invoices;

One week after the receipt of an applicant’s payment or official payment

notification, the relevant Programme Tutor will contact him or her, by e-mail or

telephone, welcoming him or her to HRODC Postgraduate Training Institute;

Non-European Students will be sent immigration documentation, incorporating a

Visa Support Letter. This letter will bear the applicant’s photograph and passport

details;

Applicants will be notified of the dates, location and venue of enrolment and

orientation;

Non-UK students will be sent general information about ‘student life’ in the UK and

Accommodation details.

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There are three delivery formats for Postgraduate Diploma Courses, as follows:

1. Intensive Full-time Mode (3 months);

2. Full-time Mode (6 month);

3. Video-Enhanced On-Line Mode.

Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved.




P. 20

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All short courses can accumulate to the required number of hours, for the Postgraduate

Diploma, over a six-year period from the first registration and applies to both general and

specialist groupings. In this regard, it is important to note that short courses vary in length, the

minimum being 5 days (Diploma – Postgraduate) – equivalent to 30 Credit Hours, representing

one credit. Twelve 5-day short courses, representing twelve credits or the equivalent of 360

Credit Hours are, therefore, required for the Award of Postgraduate Diploma.

A six-day course (Diploma – Postgraduate) is, therefore, equivalent to 36 hours Credit Hours,

representing one credit. Therefore, ten short courses, of this duration, equates to the required

360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit

courses last between ten and fourteen days, triple-credit courses range from fifteen to

nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this basis,

the definitive calculation on the Award requirement is based on the number of hours studied

(aggregate credit-value), rather than merely the number of credits achieved. This approach is

particularly useful when a student or delegate studies a mixture of courses of different credit-

values.

For those delegates choosing the accumulative route, it is advisable that at least two credits be

attempted per year. This will ensure that the required number of credit hours for the

Postgraduate diploma is achieved within the six-year time frame.

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On the successful completion of the Postgraduate Diploma, delegates may register for

the Masters Degree, after their successful completion of Course #7: Research Project:

Design, Conduct & Report.




P. 21

The Delegates’ Degree Registration Category will be dictated by the courses or modules

studied at Postgraduate Diploma Level. The categories relate to Master of Business

Administration (MBA); Master of Arts (MA) Master of Science (MSc); Executive Master

of Business Administration (Executive MBA). Additional details are provided in the

document entitled: regulation For HRODC Postgraduate Training Institute Diploma –

Postgraduate - Postgraduate Diploma and Masters Degree – MA, MBA, MSc.

Terms and Conditions

HRODC Policy Terms and Conditions are Available for viewing at:

http://www.hrodc.com/COSTS.htm

Or Downloaded, at:

http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures

_Seminar_Schedule.htm

The submission of our application form or otherwise registration by of the submission of a

course booking form or e-mail booking request is an attestation of the candidate’s subscription

to our Policy Terms and Conditions, which are legally binding.

http://www.hrodc.com/COSTS.htm

http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm

http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Seminar_Schedule.htm

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