Organisational Effectiveness Enhancement Strategy in a VUCA Environment: OD AI ML DL Robotics SWOT PESTEL, KL London Abuja, Online

Organisational Effectiveness Enhancement Strategy in a VUCA Environment: Employing OD, AI, ML, DL, Robotics and SW, OT, PESTEL Analyses, Leading to Diploma Postgraduate - in Organisational Effectiveness Enhancement Strategy Development and Implementation, Double-Credit, 60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 Additional Credit-Hours, and a Postgraduate Diploma, with -300 Additional Credit-Hours Click to download the PDF Brochure for this Course.

Contents include: Key Challenges To an Organisation’s Continued Survival, Future challenges faced by large organisations,  Current and future problems faced by Energy Companies,  Major problems that Electricity Generation and Distribution Companies face, currently, Contextualising Strengths and Weaknesses (SW), and their Organisational Benefits, and Implications, Respectively, Conducting an Organisation’s Internal Analysis: Determining Its Strengths and Weaknesses (SW),  Assessing Organisational Strengths,  Determining an Organisation’s Weaknesses,  Eliminating Organisational Weaknesses,  Exploiting Opportunities, with available Strengths,  External Organisational Analysis Opportunities and Threats, Bilateral Trade Agreements,  Multilateral Agreements,  Equality and anti-discriminatory Act,  Disability Rights Act,  Sex Discrimination Act,  Gender Reassignment or Similar Act,  Other Employment Related Acts. Economic Exposure,  Investment Boards,  Trading Regulation,  Foreign Exchange,  Availability of Funding, External Organisational Analysis, General Social Context,  Geographic Mobility,  Skills Levels,  Ethnic Mix,  Vogue,  Technological Context, Development and use of technology,  E-Selection,  Video-conferencing,  Demand for Corporate Social Investment,  Government Policy towards Environmental Issues,  Water Quality needed for normal operation, Legal Context, Employment Law,  Bilateral Trade Agreements,  Contextualising and Strategizing For Enhanced Organisational Effectiveness in A VUCA Environment,  Combating ‘Resonation’ and its adverse effect,

Course Coordinator:

Prof. Dr. R. B. Crawford is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor

 

For Whom This Course is Designed

This Course is Designed For:

Human Resource Professionals;

Human Resource Directors;

Human Resource Managers;

Chief Executives;

Chief Executive Officers (CEOs);

Corporate Directors;

Divisional Heads;

Vice Presidents;

General Managers;

Corporate Strategists;

Business Development Directors;

Chief Business Development Officer;

Business Studies Lecturers;

Business Consultants;

Chief Financial Officers (CFOs);

Chief Marketing Officer;

Chief Operating Officers;

Chief Product Officer;

Production Superintendent;

Product Engineers;

Process Engineers;

Chief Process Engineers;

Organisational Development Specialists;

Organisational Enhancement Officers;

Collaborative Officers;

All others who are desirous of gaining enhanced understanding of the pertinent issues associated with:

Organisational Efficiency and Effectiveness;

Micro Organisational Development;

Macro Organisational Development;

Internal Analysis;

External Organisational Analysis;

Organisational Strengths;

Organisational Weaknesses;

Internal Growth Strategy;

External Growth Strategy;

Internal or Organic Growth.

 

Classroom-Based Duration and Cost:

Classroom-Based Duration:

10 Days

Classroom-Based Cost:

£10,000.00 Per Delegate

Online (Video-Enhanced) Duration and Cost

Online Duration:

20 Days – 3 Hours Per Day

Online Cost:

£6,700.00 Per Delegate

Classroom-Based Course and Programme Cost includes:

Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

Postgraduate Diploma/ Diploma – Postgraduate –or

Certificate of Attendance and Participation – if unsuccessful on resit.

 

Students and Delegates will be given a Selection of our Complimentary Products, which include:

Our Branded Leather Conference Folder;

Our Branded Leather Conference Ring Binder/ Writing Pad;

Our Branded Key Ring/ Chain;

Our Branded Leather Conference (Computer – Phone) Bag – Black or Brown;

Our Branded 8-16 GB USB Flash Memory Drive, with Course Material;

Our Branded Metal Pen;

Our Branded Polo Shirt.;

Our Branded Carrier Bag.

Daily Schedule: 9:30 to 4:30 pm.

Delivery Locations: 

Central London, UK;

Dubai, UAE;

Kuala Lumpur, Malaysia;

Amsterdam, The Netherlands;

Brussels, Belgium;

Paris, France; and

Durban, South Africa;

Other International Locations, on request.

Organisational Effectiveness Enhancement Strategy in a VUCA Environment: Employing OD, AI, ML, DL, Robotics and SW, OT, PESTEL Analyses, Leading to Diploma Postgraduate - in Organisational Effectiveness Enhancement Strategy Development and Implementation, Double-Credit, 60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 Additional Credit-Hours, and a Postgraduate Diploma, with -300 Additional Credit-Hours Click to download the PDF Brochure for this Course.

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

Address the most crucial future challenges faced by large organisations;

Advise of at least two Salient Issues of Organisational Change Management;

Align their Organisation’s Strengths with Its Strategic and Operational Plans.

Analyse the use of Robotics in maintaining Security;

Analysing Empirical Research Findings relating to factors in workforce management that might contribute to Enhanced Organisational Effectiveness;

Assess their Organisation’s Strengths;

Chart the Future of Human Workforce and The Role of Human Resource Management in the deployment of Artificial Intelligence, as an integrating force;

Conceptualise and Contextualise Organisational Flexibility and its place in the enhancement of Organisational Effectiveness;

Conduct a Human Resource Audit;

Conduct an Individual Training Needs Analysis.

Contextualise Change Acceleration;

Contextualise Machine Learning and Deep Learning;

Contextualise Strengths and Weaknesses (SW), and their Organisational Benefits, and Implications, Respectively

Lead conversation with respect to the Salient Issues of Organisational Change Management;

Debate the current and future problems faced by Energy Companies;

Debate the Investment in Artificial Intelligence vs Human Capital;

Deduce, from Empirical Research Findings, the prevailing working pattern and worker expectations that are associated with Virtual Working;

Demonstrate a heightened understanding of the challenges that large Organisations face in the prevailing and future environments;

Demonstrate an Awareness of the pitfalls of Change Acceleration, in relation to its negative impact on Organisational Effectiveness and its potential Human Casualties;

Demonstrate their ability to conduct a Training Needs Analysis;

Demonstrate their ability to conduct an Organisation’s Internal Analysis: determining Its Strengths and Weaknesses (SW);

Describe at least three Organisational Facilities, and Settings for Flexible Working;

Design an effective HR Deployment Chart

Determine an Organisation’s Weaknesses;

Determine, from Empirical Research Findings, the Perceived Value of Virtual Working;

Deduce, from prevailing Empirical Findings, the salient factors that are likely to enhance worker satisfaction and improved Organisational Effectiveness; 

Differentiate between Numerical Flexibility, Functional Flexibility and Spatial Flexibility;

Distinguish between Organisational Flexibility, Workforce Flexibility and Flexible Working;

Distinguish between Organisational Training Needs and Departmental Training Needs Analysis;

Distinguish between Workforce Flexibility and Flexible Working;

Elucidate the organisational benefits that might be derived from Virtual Working;

Elucidate the Process and System Changes that are necessary to facilitate Workforce Flexibility;

Elucidate the role of Machine Learning in improving Artificial Intelligence;

Exemplify ‘Resonation’;

Exhibit a heightened awareness of the major problems that Electricity Generation and Distribution Companies Face, currently, and are likely to face in the future;

Explain the relationship between Artificial Intelligence (AI), Machine Learning, Deep Learning, and Robotics;

Explain the role of Algorithm in Machine Learning and Artificial Intelligence;

Explicate the rationale for Core and Peripheral Workforces, respectively;

Explore the meaning, origin and context of the acronym VUCA;

Explore the use of Robotics and Automation in an Industrial Setting:

Expound the distinction between Contractors, Workers and Employees, within the United Kingdom’s Legal Context;

Highlight some Cyber Security Challenges in technology utilisation;

Identify at least one key challenge that their organisation currently experience or are likely to face in the future;

Identify at least two major problems that Electricity Generation and Distribution Companies face, currently, and are likely to face in the future;

Illuminate the contexts within which Associateships and Zero-Hours Employees might be utilised;

Illustrate the importance and constituents of a Strategic Operational Review;

Illustrate the importance of Machine Learning in the Enhancement of Artificial Intelligence;

Indicate how Artificial Intelligence might be employed in Human Resource Management;

Indicate how Human Resource can provide Operational Support to stabilize an organisation, during Environmental Turbulence;

Indicate the Economic Benefits of Robotics;

Indicate the relationship between Flexible Working and Work-Life Balance;

Indicate the value of Human Resource Business Support for Project Enhancement and Sustainability;

Distinguish between Machine Learning and Deep Learning;

Make a proposal with respect to eliminating an organisation’s weaknesses or concede ‘Exposure’ Avoidance;

Narrate at least three generalised Flexible Working Facilities;

Outline at least two Challenges to the continued survival of State-owned Enterprises;

Outline at least two current and future problems faced by Energy Companies;

Outline the importance of Human Resource Operational Support in a Turbulent Environment;

Outline two Salient Issues of Organisational Change Management;

Propose measures that Human Resource Personnel might implement to reduce and avert ‘Resonation’ at Corporate, Business and Operational Levels of their organisation;

Propose the type and level of Human Resource Business Support that is needed to foster Project Enhancement and Sustainability;

Provide at least two examples of Industrial Robotics at Work;

Rank Human Resource Strategic Support as a Survival Imperative;

Rationalise the facilitation of Technology-Enhanced Flexible Working;

Rationalise the use of Robotics in Industries;

Specify the major challenges to the continued survival of State-owned enterprises;

Subscribe to the notion that Human Resource Strategic Support is a Survival Imperative for an organisation;

Subscribe to the notion that Organisational Effectiveness is a ‘Survival Imperative’ in a VUCA Environment;

Suggest the implications for VUCA for Organisational Survival and Sustainability;

Suggest some practical uses of Artificial Intelligence in Industries;

Suggest the ways in which Robotics might be used in the Promotion of Human Safety and Health;

Suggest ways by which an organisation might encourage, create and manage Intellectual Capital;

The Organisation’s External Uncontrollable Environment

Conduct an External Environmental Analysis of their Organisation, highlighting the most lucrative Opportunities available to it and the most serios Threats that it faces;

Conduct an External Organisational Analysis to determine the Threats Posed, and Opportunities Presented, by at least three Prevailing or Anticipated PESTEL Factors

Demonstrate their ability to Analyse the Political Context, indicating how particular elements might, negatively, affect their Organisation, as it currently operates;

Determine the key aspects of an External Organisational Analysis;

Determine the problem that Economic Exposure might pose for Subsidized State-Owned Corporations;

Exemplify at least three external organisational uncontrollable contexts;

Explain the implications of Translation Exposure on their Organisation’s Balance Sheet;

Formulate a Strategy whereby their Organisation might Exploit Economic Exposure to make cash savings on purchases of Capital Equipment and sale of its Products and services; 

List and explain at least five elements of the Social Context that directly affect their organisation’s continued operation;

Name at least three elements of the Political Context;

Outline the desirability of a Political, Economic, Social, Technological, Ecological and Legal (PESTEL) Analysis;

Propose how their Organisation might enhance its effectiveness, with the embracing of available technology;

Provide at least three bases within the Ecological Context that directly relate to their Organisation’s Operation, the Opportunities or Threats that they pose and how they might be Exploited or Circumvented;

Specify at least four constituents of the Economic Context;

Suggest how Interest Rates might provide Investment Opportunity for their Organisation, or boost its Cashflow;

The components of the Legal Context that relate to their Organisation’s Expansion Prospect and how they might be Exploited or Circumvented;

Maintaining and surpassing strength levels.

Organisational Effectiveness Enhancement Strategy in a VUCA Environment: Employing OD, AI, ML, DL, Robotics and SW, OT, PESTEL Analyses, Leading to Diploma Postgraduate - in Organisational Effectiveness Enhancement Strategy Development and Implementation, Double-Credit, 60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 Additional Credit-Hours, and a Postgraduate Diploma, with -300 Additional Credit-Hours Click to download the PDF Brochure for this Course.

Course Contents, Concepts and Issues

Part 1: Key Challenges To an Organisation’s Continued Survival

Future challenges faced by large organisations;

Challenges to the continued survival of State-owned Enterprises;

Current and future problems faced by Energy Companies;

Major problems that Electricity Generation and Distribution Companies face, currently, and are likely to face in the future;

Part 2: Contextualising Strengths and Weaknesses (SW), and their Organisational Benefits, and Implications, Respectively.

Conducting an Organisation’s Internal Analysis: Determining Its Strengths and Weaknesses (SW);

Assessing Organisational Strengths;

Determining an Organisation’s Weaknesses;

Eliminating Organisational Weaknesses;

When to concede ‘Exposure’ Avoidance;

Aligning Organisational Strengths with Its Strategic and Operational Plans;

Exploiting Opportunities, with available Strengths.

Part 3 - External Organisational Analysis (Opportunities and Threats): Contextualising Political, Economic, Social, Technological, Ecological (PESTEL) Factors (1)

The Organisation’s External Uncontrollable Environment

Political Context:

Bilateral Trade Agreements;

Multilateral Agreements;

Wage Regulations;

Equality and anti-discriminatory Act;

Disability Rights Act;

Equal Opportunity Act;

Sex Discrimination Act;

Sex Discrimination or Related Act;

Gender Reassignment or Similar Act;

Other Employment Related Acts.

Economic Context:

Economic Exposure;

Transaction Exposure;

Translation Exposure;

Rulings by Regulatory Authorities;

Investment Boards;

Competition Commission;

Trading Regulation;

Foreign Exchange;

Interest Rates;

Availability of Funding.

Part 4: External Organisational Analysis (Opportunities and Threats): Contextualising Political, Economic, Social, Technological, Ecological (PESTEL) Factors (2)

Social Context:

General Social Context;

Urban-Suburban Preference;

Social Mobility;

Geographic Mobility;

Skills Levels;

Demographic Factors;

Age Range of Population;

Gender Mix of Population;

Ethnic Mix;

Vogue;

Behavioural Patterns;

Changing Expectations;

FADS; and

Social/Ecological Sensitivity.

Technological Context:

E-Commerce its impact on Client/ Customer Relationship Management (CRM);

Development and use of technology;

Affordability of technology;

Web-based recruitment;

E-Selection;

Web-based selection;

Video-conferencing;

Web-conferencing.

 

Part 5 - External Organisational Analysis (Opportunities and Threats): Contextualising Political, Economic, Social, Technological, Ecological (PESTEL) Factors (3)

Ecological Context:

Biodiversity of Ecosystems and their Protection,

Client/ Customer Concern for Relevant Ecological Issues;

Climatic Shifts impeding normal operation;

Degradation, Deforestation and Depletion of Fisheries and other Natural Resources,

Demand for Corporate Social Investment;

Ecological Legislation;

Ecosystem Services used In Business Processes;

Emission Standards and Requirements;

Environmental Sustainability Concerns;

Flooding, Storms, and Other Natural Disasters Caused by Natural and Human Influences on Ecosystems;

Government Policy towards Environmental Issues;

Local Waste Regulation;

Material scarcity, resultant to Ecological Issues;

Mineral (Oil, Gas, Gold, etc.) Deposits;

Natural Environmental Constraints;

Quantity of Renewable Resources;

Recycling regulation;

Strategy Implementation vs Ethical Concerns;

Water and Air Pollution and their effect on a company’s operation;

Water Quality needed for normal operation

Part 6 - External Organisational Analysis (Opportunities and Threats): Contextualising Political, Economic, Social, Technological, Ecological (PESTEL) Factors (4)

Legal Context:

Competition Rules;

Integration Rules;

Employment Law;

Indigenisation Rules;

Trading Rules;

Import and Export Laws;

Bilateral Trade Agreements;

Multilateral Agreements

Employment Tribunal Rulings

Wage Regulations;

Equality and anti-discriminatory acts – e.g.

Disability Rights Act

Equal opportunity Act

Sex Discrimination Act

Sex Discrimination Reassignment;

Other Employment Related Acts

Part 7 - Contextualising and Strategizing For Enhanced Organisational Effectiveness in A VUCA Environment

Exploring the meaning, origin and context of the acronym VUCA;

The Implications for VUCA for Organisational Survival and Sustainability;

Organisational Effectiveness: A Survival Imperative in a VUCA Environment;

Salient Issues in Organisational Development and Change Management;

Change Acceleration;

Contextualising Change Acceleration;

The Issue of ‘Resonation’;

Combating ‘Resonation’ and its adverse effect;

Encouraging, Creating and Managing Intellectual Capital;

Human Resource Strategic Support as a Survival Imperative;

Human Resource Operational Support in a Turbulent Environment;

Human Resource Business Support for Project Enhancement and Sustainability;

Employing Continued Training Needs Analysis;

Organisational Training Needs Analysis;

Departmental Training Needs Analysis;

Individual Training Needs Analysis.

Conducting HR Audit;

Effecting an HR Deployment Chart

Part 8 - Organisational Flexibility, Workforce Flexibility and Flexible Working: Towards Enhanced Worker Satisfaction and Improved Organisational Effectiveness 

Flexibility or Work-Life Balance?

Organisational Flexibility, Workforce Flexibility and Flexible Working: A Distinction;

Workforce Flexibility: The Facilitation of Process and System Changes;

Numerical Flexibility;

Functional Flexibility;

Spatial Flexibility;

Core vs Peripheral Workforce;

Associateships;

Zero-Hours Employees;

Contractors, Workers or Employees: The UK Practice and legal Contexts.

Organisational Flexibility;

Rationale for Technology-Enhanced Flexible Working:

Flexible Working: Emerging Trends and Facilities:

Cafés;

Homes;

Hotels;

Trains;

Aircrafts;

Cars;

Motorway Stations.

Organisational Facilities, and Settings for Flexible Working:

Relay Stations;

Commons;

Caves;

Cottaging;

Guesting;

Just-in-time Office;

Tele village;

Part 9 - Working Pattern, Worker Expectations and Virtual Working: Analysing Empirical Research Findings Towards Enhanced Organisational Effectiveness

Employment Status and Preferred Working Pattern: An Empirical Research Analysis;

Perception of Virtual Working and Productivity: Empirical Research Findings;

Perceived Value of Virtual Working: Contextualising Research Findings;

Virtual Working & Expectation From Employer: What Does Research Suggest?

Effect of Working Hours on Personal Life: Analysing the Empirical Findings;

The Research on Virtual Working and Employment Status;

Preferred Working Pattern and Virtual Working preference;

Working Hours and Virtual Working preferences: Research Findings

Virtual Working, Part-Time Working and Career Prospect: Empirical Justification;

Working hours and expectation from employer;

Gender and Expectation from Employer;

Marital Status and Expectation from Employer;

Age and Expectation From Employer;

Current Work Pattern and Freedom of Choice;

Current Work Pattern and Opting For Facilities

 

Part 10 - Artificial Intelligence (AI), Machine Learning, Deep Learning, and Robotics: Charting the Future of Our Human Workforce and The Role of Human Resource Management

Conceptualising Artificial Intelligence;

Machine Learning: A Conceptual Exposition;

Machine Learning and Deep Learning: A Distinction;

Algorithm and its function in technological development;

Importance of Machine Learning in the Enhancement of Artificial Intelligence;

Robotics and Automation;

Exploring Robotics and Automation in an Industrial Setting:

Rationale for the use of Robotics in Industries;

Economic Benefits of Robotics;

Industrial Robotics at Work;

Using Robotics for the Promotion of Human Safety and Health;

Robotics and Security;

Contextualising Machine Learning and Deep Learning:

Inductive Logic Programming;

Clustering;

Bayesian Networks;

Learning Reinforcement;

Practical Uses of Artificial Intelligence in Industries;

Investment in Artificial Intelligence vs Human Capital;

The Function of Artificial Intelligence in HRM

Cyber Security Challenges.

Organisational Effectiveness Enhancement Strategy in a VUCA Environment: Employing OD, AI, ML, DL, Robotics and SW, OT, PESTEL Analyses, Leading to Diploma Postgraduate - in Organisational Effectiveness Enhancement Strategy Development and Implementation, Double-Credit, 60 Credit-Hours, Accumulating to A Postgraduate Certificate, with 120 Additional Credit-Hours, and a Postgraduate Diploma, with -300 Additional Credit-Hours Click to download the PDF Brochure for this Course.