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.