Organisational Understanding & Development

·Understanding individuality and the differences of those at work in organisations

·The changing nature and scope of managing individuals at work

·Personality and attitudes, theoretical approaches to individuality and individuals

·Ability, culture, gender, change, the socialisation process

·Orientations and motivations towards work, working practices

·The meaning and nature of learning

·The management of learning, knowledge management, learning organisations

·Learning theories, styles and models, creativity, facilitating learning, study skills

·Designing and evaluating development programmes

·The process of perception, meaning and individuals, internal factors, external factors, stimuli

·Transactional analysis, judgement, attribution theory, other theories

·Motivation, needs and expectations at work, theories of motivation

·Frustration-induced behaviour

·Implications for managers of these theories

·Developing reward strategies to motivate and reward workers

·Managing work groups and teams

·The types and importance of groups and teams, and their influences on behaviour and work

·Differences between groups and teams, and their formation

·Group cohesiveness, performance, development and maturity, and organisational factors

·Group theories and an investigation of groups and teams

·Roles, role relationships, role conflict and role stress

·Group processes and behaviour, interactions, factors of successful teams

·Belbin’s team-roles

·Communication

·Analysis of behaviour in groups and behavioural theories

·Frameworks of behavioural analysis, group performance and effectiveness

·Organisational control and management power

·Management control systems, characteristics of an effective control system

·Strategies of control in organisations

·Power, compliance and management control

·The balance between order and flexibility

·Theories and realities of power and the use of power

·Motivation to improve performance

·Development in organisations, organisation development

·Organisational culture, the cultural web

·Conflict management, sources of conflict, strategies for managing conflict

·The nature and management of organisational change, human and social factors relating to change

·Management development

·The importance of effective management and models of management development

·CPD, management education, training and development

·Organisational improvement and effectiveness, the learning organisation

·Total Quality Management (TQM), business process re-engineering (BPR), EFQM excellence model

·Organisation audit , benchmarking

·Building organisational competence