London Business Training & Consulting

Introduction

BUSINESS COURSES

Located in the heart of London just outside Kings Cross station, London Business Training & Consulting (LBTC) is the UK’s premier business and management training and consulting service provider. We cater to both individual and organisational clients from all over the world.

LBTC’s services are delivered by practising business and management consultants who possess extensive multi-sector and global knowledge and experience. A key feature of LBTC’s service delivery model is that it is entirely paperless, in keeping with our core value of sustainability. Consequently, all course material, documentation and communication is delivered electronically which further adds to the efficiency of the operation and the clients’ learning experience.

At LBTC care is taken to understand our clients’ specific needs, and the service delivery is accordingly customised to tackle the unique nature of a client’s requirement. We continually strive to establish and nurture long-term business relationships. LBTC’s positioning statement is to serve as our clients’ partners in progress, by resolving their business and management issues.

Our vision is to meet the business and management training and consulting needs of all individuals and organisations the world over. LBTC’s mission statement is to deliver an innovative, sustainable and accessible service of premium quality that provides solutions for our clients.

We offer a portfolio of open courses which includes 500 business and management courses in London. The open courses are of durations between 1-day and 2-weeks, and are repeated every 4 months thereby affording prospective clients the opportunity to select a course date that suits their respective schedules.

For those clients who are facing more complex business and management issues, LBTC also offers bespoke training and management consulting services. These service options are highly tailored to address the specific nature of the challenges our clients are facing.

SUSTAINABILITY

Sustainability is one of our core values at LBTC.

The environmental impact of paper is significant. Pulp and paper mills contribute to air, water and land pollution. This issue is further exacerbated by the fact that the global consumption of paper has risen by 400% in the last four decades.

Education and training establishments are notorious for their reliance and consequent wastage of paper. Paper is indeed recyclable, but not everyone recycles.

LBTC has adopted the mantra of reduce, reuse and recycle – and taken it a step further by rejecting the use of paper. We have implemented a paperless operational model whereby all communications, documents and course materials are delivered electronically.

The added benefit of utilising electronic media is the tremendous efficiencies this approach delivers. We encourage all our stakeholders in joining LBTC in our efforts towards GOING GREEN.

This school offers programs in:
  • English

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Programs

This school also offers:

Courses

Accounting and Finance for Managers - Level 1

Campus Full time 1 week March 2019 United Kingdom London

Introduction to Accounting: The two forms of accounting: financial accounting and management accounting; The regulatory and conceptual framework; Qualitative characteristics of useful financial information; Types of the business entity; The annual report and financial statements. [+]

Accounting and Finance for Managers - Level 1 KEY INFORMATION Course Code: AFB101A Duration: 1 week Fee: £2675 COURSE OUTLINE Introduction to Accounting The two forms of accounting: financial accounting and management accounting The regulatory and conceptual framework Qualitative characteristics of useful financial information Types of business entity The annual report and financial statements Accounting Concepts and Systems Statement of comprehensive income (income statement) Statement of financial position (balance sheet) Statement of cash flows Preparing a set of financial statements The income statement: cost of sales working Underlying concepts: measurement rules and fundamental accounting concepts Three further property, plant and equipment issues Recording accounting information Financial Analysis: Part 1 Financial statement analysis for investment purposes Other users and their needs Horizontal analysis and trend analysis Vertical analysis Ratio analysis Weaknesses and limitations Financial Analysis: Part 2 The drive for information Stakeholder management Corporate social responsibility reporting Earnings announcements, conference calls and investor presentations Media relations: press releases and newspaper coverage Social media and internet bulletins Business Planning Business planning and control: the role of budgets The budget-setting process Basic steps of preparing a budget Budgeting in different types of organisation Limitations and problems with budgeting Improving business planning and budgeting Target audience ... [-]

Accounting and Finance for Managers - Level 2

Campus Full time 1 week March 2019 United Kingdom London

This CFO seminar is suitable for: Managers who wish to improve their analytical skills and use accounting and finance tools for managerial advantage. Those who wish to understand and use accounting knowledge for operational and management decision making. [+]

Accounting and Finance for Managers – Level 2 KEY INFORMATION Course Code: AFB101B Duration: 1 week Fee: £2725 COURSE OUTLINE Budgets and Performance Management Responsibility centres The controllability principle Profit-related performance measurement Standard costing and variance analysis Performance management in investment centres Non-financial performance indicators The balanced scorecard Performance measurement in not-for-profit organisations External influences on performance Cash Flow How much cash does a business need? Methods of establishing cash balances Cash forecasting: the cash budget Cash management: strategies for improving cash flow Interpreting and analyzing a cash-flow forecast Pricing Decisions The accountant’s perspective – costing and pricing Absorption costing and full-cost-plus pricing Marginal-cost-plus pricing Activity-based costing (ABC) pricing Life-cycle costing and pricing The economist’s perspective The marketer’s perspective Combining the three perspectives: establishing an appropriate pricing strategy Pricing strategies Target pricing and target costing Investment Decisions Investment appraisal – the basics Traditional evaluation techniques Incorporating real-world complexities into investment appraisal Investment appraisal within context Taking a broader strategic view Operational Decisions Operational decision making Cost-volume-profit analysis (CVP) Relevant costing Target audience ... [-]

Accounting Information Systems

Campus Full time 1 week February 2019 United Kingdom London

Target audience: Accounting and financial specialists, professionals, and practitioners who need to understand how accounting information systems (AIS) work in order to effectively measure how cost-effectively they perform, to assess their reliability and that of the information produced, or to lead the redesign and implementation of new and better systems, etc. [+]

Accounting Information Systems KEY INFORMATION Course Code: AFB108 Duration: 1 week Fee: £2675 COURSE OUTLINE Conceptual Foundations of Accounting Information Systems Accounting information systems: an overview Overview of transaction processing and enterprise resource planning systems Systems documentation techniques Relational databases Control and Audit of Accounting Information Systems Computer fraud Computer fraud and abuse technologies Control and accounting information systems Controls for information security Confidentiality and privacy controls Processing integrity and available controls Auditing computer-based information systems Accounting Information Systems Applications The revenue cycle: sales to cash collections The expenditure cycle: purchasing to cash disbursements The production cycle The human resources management and payroll cycle General ledger and reporting system The REA Data Model Database design using the REA data model Implementing an REA model in a relational database Special topics in REA modelling The Systems Development Process Introduction to systems development and systems analysis AIS development strategies Systems design, implementation, and operation Target audience Accounting and financial specialists, professionals and practitioners who need to understand how accounting information systems (AIS) work in order to effectively measure how cost-effectively they perform, to assess their reliability and that of the information produced, or to lead the redesign and implementation of new and better systems. Internal and external auditors. Accountants who wish to improve the design and functioning of the AIS so that it truly adds value to the organization by providing management with the information needed to effectively run organizations. Learning outcomes ... [-]

Administrative Management for Personal Assistants - Level 1

Campus Full time 1 week March 2019 United Kingdom London

This office management course is suitable for personal assistants, secretaries and administrative staff. Upon completion of this secretary training course, you will be able to understand the organization as one of the fundamental functions of management, etc. [+]

Administrative Management for Personal Assistants – Level 1 KEY INFORMATION Course Code: ASS101A Duration: 1 week Fee: £2575 COURSE OUTLINE Office Organisation Benefits of good organisation Steps in organising Office manuals Authority and responsibility Office Administration Administrative office management Objectives Functions Information management Office Forms Control Designing forms Form sets Continuous stationery Records Management Characteristics of a good filing system Selection of a suitable indexing system Records Retention Evaluating the records management programme Office Stationery and Supplies Standardisation of office supplies Purchasing procedure Principles of storage applicable to supplies Control of consumption Target audience ... [-]

Administrative Management for Personal Assistants - Level 2

Campus Full time 1 week December 2018 United Kingdom London

This personal assistant training is suitable for personal assistants, secretaries and administrative staff. Upon completion of this course, you will be able to understand communication as one of the fundamental functions of an office, and a process essential for all forms of business, etc. [+]

Administrative Management for Personal Assistants – Level 2 KEY INFORMATION Course Code: ASS101B Duration: 1 week Fee: £2625 COURSE OUTLINE Communication Management Common barriers to communication Effective communication Oral communication Written communication Management Reporting Report writing Types of reports Specimen of reports Precis writing Work Improvement and Work Measurement Method study Method improvement Uses and applications of work sampling Standardisation and work simplification Secretarial Services Qualifications of a secretary Types of secretaries Clerical services Reception services Control of Office Costs Methods of cost reduction and cost saving Establishing budgets Types of budgets Supervisory control Target audience ... [-]

Advanced Accounting and Finance for Managers

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this course, you will be able to prepare a set of basic financial statements, interpret financial accounting information, Interpret profit and cash budgets and identify potential problems. [+]

Key Information Course Code: AFB101 Duration: 2 weeks Fee: £4145 Course outline Introduction to Accounting The two forms of accounting: financial accounting and management accounting The regulatory and conceptual framework Qualitative characteristics of useful financial information Types of business entity The annual report and financial statements Accounting Concepts and Systems Statement of comprehensive income (income statement) Statement of financial position (balance sheet) Statement of cash flows Preparing a set of financial statements The income statement: the cost of sales working Underlying concepts: measurement rules and fundamental accounting concepts Three further property, plant and equipment issues Recording accounting information Financial Analysis: Part 1 Financial statement analysis for investment purposes Other users and their needs Horizontal analysis and trend analysis Vertical analysis Ratio analysis Weaknesses and limitations Financial Analysis: Part 2 The drive for information Stakeholder management Corporate social responsibility reporting Earnings announcements, conference calls, and investor presentations Media relations: press releases and newspaper coverage Social media and internet bulletins Business Planning Business planning and control: the role of budgets The budget-setting process Basic steps of preparing a budget Budgeting in different types of organization Limitations and problems with budgeting Improving business planning and budgeting Budgets and Performance Management Responsibility centers The controllability principle Profit-related performance measurement Standard costing and variance analysis Performance management in investment centers Non-financial performance indicators The balanced scorecard Performance measurement in not-for-profit organizations External influences on performance Cash Flow How much cash does a business need? Methods of establishing cash balances Cash forecasting: the cash budget Cash... [-]

Advanced Administrative Management for Personal Assistants

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this course, you will be able to understand the organization as one of the fundamental functions of management, the functions, nature, and scope of office activities. [+]

Key Information Course Code: ASS101 Duration: 2 weeks Fee: £3945 Course outline Office Organisation Benefits of good organisation Steps in organising Office manuals Authority and responsibility Office Administration Administrative office management Objectives Functions Information management Office Forms Control Designing forms Form sets Continuous stationery Records Management Characteristics of a good filing system Selection of a suitable indexing system Records Retention Evaluating the records management programme Office Stationery and Supplies Standardisation of office supplies Purchasing procedure Principles of storage applicable to supplies Control of consumption Communication Management Common barriers to communication Effective communication Oral communication Written communication Management Reporting Report writing Types of reports Specimen of reports Precis writing Work Improvement and Work Measurement Method study Method improvement Uses and applications of work sampling Standardisation and work simplification Secretarial Services Qualifications of a secretary Types of secretaries Clerical services Reception services Control of Office Costs Methods of cost reduction and cost saving Establishing budgets Types of budgets Supervisory control Target audience ... [-]

Advanced Capital Markets

Campus Full time 9 days January 2019 United Kingdom London

Upon completion of this course, you will be able to understand an introduction to financial markets, the attributes of financial assets, and the link between financial markets and the real economy, etc. [+]

Advanced Capital Markets KEY INFORMATION Course Code: AFB111 Duration: 9 days Fee: £3810 COURSE OUTLINE Introduction Financial assets and financial markets Overview of risks and risk management The Players Overview of market participants Depository institutions Insurance companies and defined benefit pension plans Managers of collective investment vehicles Investment banking firms Basics of Cash and Derivative Markets Primary and secondary markets Introduction to linear payoff derivatives: futures, forwards, and swaps Introduction to nonlinear payoff derivatives: options, credit default swaps, caps, and floors Securitisation and its role in financial markets Risk and Return Theories Return distributions and risk measures Portfolio selection theory Asset pricing theories Interest Rate Determination and Debt Pricing The theory and structure of interest rates Valuation of debt contracts and their price volatility characteristics The term structure of interest rates Equity Markets The structure of the common stock market Common stock strategies and trading arrangements Debt Markets: Part 1 The money market for private debt instruments Treasury and agency securities markets Municipal securities markets Corporate senior instruments markets Debt Markets: Part 2 International bond markets The residential mortgage market The market for U.S. agency residential mortgage-backed securities The market for credit-sensitive securitised products Derivative Markets The market for equity derivatives The market for interest rate risk transfer vehicles: exchange-traded products The market for interest rate risk transfer vehicles: OTC instruments The market for credit risk transfer vehicles: credit derivatives and collateralised debt obligations The market for foreign exchange and risk control instruments Target audience Financial regulators Individual and institutional... [-]

Advanced Corporate Governance

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this course, you will be able to understand the various main theories that underlie the development corporate governance, be aware of the impact of the form of legal system, capital market, and ownership structure on the development of corporate governance. [+]

Key Information Course Code: SM103 Duration: 2 weeks Fee: £4145 Course outline Theoretical Aspects of Corporate Governance Agency theory Separation of ownership and control Transaction cost economics (TCE) Stakeholder theory Stewardship theory Convergence Development of Corporate Governance Codes – Part 1 The growth in corporate governance codes Corporate governance in the UK Influential corporate governance codes Cadbury Report (1992) OECD Principles of Corporate Governance (1999) as revised (2004) Development of Corporate Governance Codes – Part 2 World Bank Global Corporate Governance Forum (GCGF) International Corporate Governance Network (ICGN) Commonwealth Association for Corporate Governance (CACG) EU and corporate governance Basle Committee Development of Corporate Governance Codes – Part 3 US corporate governance Delaware corporate law Employee Retirement Income Security Act 1974 (ERISA) Sarbanes-Oxley Act 2002 Commission on Public Trust and Private Enterprise 2003 NYSE Corporate Governance Rules (2003) Development of Corporate Governance Codes – Part 4 Emergency Economic Stabilisation Act (2008) NACD Key Agreed Principles to Strengthen Corporate Governance for US Publicly Traded Companies (2008) Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) New York Stock Exchange (NYSE) Commission on Corporate Governance (2010) Non-Governmental Organisations (NGOs), public sector, non-profit organisations, and charities Shareholders and Stakeholders Stakeholder groups Guidance on shareholders’ and stakeholders’ interests Roles of shareholders and stakeholders The Role of Institutional Investors in Corporate Governance Influence of institutional investors Stewardship Development of guidance on institutional investors’ responsibilities Private equity and sovereign wealth funds (SWFs) Tools of corporate governance Corporate governance and corporate performance Socially Responsible Investment (SRI) Strategies for... [-]

Advanced Corporate Social Responsibility

Campus Full time 9 days April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the context within which contemporary CSR has flourished; the different perspectives on and definitions of CSR; the values that companies are being asked to uphold, etc. [+]

Advanced Corporate Social Responsibility KEY INFORMATION Course Code: SM105 Duration: 9 days Fee: £3765 COURSE OUTLINE Introducing CSR Why CSR? Definitions of CSR Corporate governance A framework for understanding CSR Values motivation Limitations of CSR frameworks Sustainable Development Meanings of ‘sustainability’ and ‘sustainable development’ Climate change and global warming The challenge to business New models of sustainable business Capital markets and sustainable development Signals to the market Rewarding financial intermediaries CSR in Developing Economies Development agent or development tool? Theories of development The business-poverty framework Business as a cause for poverty Business as poverty’s victim Business as a solution Assessing the business response Globalisation and CSR The meaning of ‘globalisation’ Influence of globalisation on business CSR as a response to globalisation Unmet challenges How CSR is Managed Understanding what companies want from CSR Qualities of good CSR management Structuring the CSR function CSR as strategy The business case for CSR CSR and Governance Theories of corporate governance The ‘drivers’ of corporate governance reform International developments in corporate governance Commentary from a CSR perspective CSR Reporting The nature, challenges and emergence of CSR reporting The upsurge in CSR reporting since the early 1990s Conventional financial reporting and CSR reporting Reporting issues for corporate management Stakeholder Management and Engagement Meaning and origins of stakeholder CSR standards Stakeholder consensus: deviance and uniformity Government and governance Socially Responsible Investment The origins and development of SRI Sustainable investing Types of SRI analysis and practice Engagement Other SRI approaches SRI performance SRI index performance SRI fund... [-]

Advanced Customer Relationship Management

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this customer relationship management course, you will be able to understand: what CRM is, the costs it creates and the benefits it delivers; the many varied contexts in which CRM is used, etc. [+]

Advanced Customer Relationship Management KEY INFORMATION Course Code: MPRS105 Duration: 1 week Fee: £2625 COURSE OUTLINE Understanding Customer Relationships Introduction to CRM Understanding relationships Managing the customer lifecycle – customer acquisition Managing the customer lifecycle – customer retention and development Strategic CRM Customer portfolio management How to deliver customer-experienced value Managing customer experience Operational CRM Salesforce automation Marketing automation Service automation Analytical CRM Developing and managing customer-related databases Structured and unstructured data Data integration, warehousing and marts Knowledge management Using customer-related data Analytics Three ways to generate analytical insight Privacy issues Realising the Benefits of CRM Planning to succeed Implementing CRM The future Target audience ... [-]

Advanced Facilities Management

Campus 2 weeks April 2019 United Kingdom London

Upon completion of this course, you will be able to understand the complexity and constantly moving requirements of facilities management (FM) and its role in enabling the core business of a company to function effectively thus contributing to profitability. [+]

Key Information Course Code: OPM109 Duration: 2 weeks Fee: £4095 Course outline Getting Started with the Basics Aims and objectives: setting out your stall Tools of the trade Understanding your portfolio Managing People: Staff and Customers Managing your staff Teamwork: what makes a good team? Staff training Customer service Policies, Strategies, and Procedures Policies Key points of a strategy Procedures: Guidance notes Forms Administrative flow Monitoring and managing Quality management Risks and Liabilities Compliance Risks with new builds and defect periods Risks to property Outsourcing of Services or In-House Staff? Reasons to outsource services Outsourcing: advantages and disadvantages Specifications Risk Working with contractors Procurement routes for FM In-House Teams Maintenance team Site supervision team Helpdesk team Post team Cleaning team Security team Maintenance including New Builds and Space Management Types of maintenance Planned programme and planned survey Space management New builds and maintenance Sustainability, Use of Resources and Sustainable Technologies What is sustainability? Improving the sustainability of your organization Sustainability: a whole organization approach Determining your carbon footprint Sustainable technologies Utilities Educating the occupants of buildings Waste and How to Deal with it What is waste? Paper waste Food waste Specialist waste Building waste Fleet Management Drivers and licenses Vehicles Key control Logging journeys Trackers Fuel cards Capital Purchases Target audience ... [-]

Advanced Financial Accounting

Campus Full time 9 days February 2019 United Kingdom London

Upon completion of this financial literacy training course, you will be able to understand: the purpose of accounting; why non-accountants need to understand accounting; the basic terminology of business transactions, etc. [+]

Advanced Financial Accounting KEY INFORMATION Course Code: AFB104 Duration: 9 days Fee: £3765 COURSE OUTLINE The Cash Budget Why should managers understand accounting? Accounting concepts Timings of receipts and payments Calculation of the gross profit and gross profit margin Introduction to the Statement of Profit and Loss Measuring profit Double-entry bookkeeping Types of account Trial balance Capital versus revenue expenditure/income Calculating the cost of sales Balancing the Basics Assets and liabilities The statement of financial position Accruals and prepayments Accounting for Depreciation and Bad Debts The straight-line method The reducing-balance method Disposals of non-current assets Bad and doubtful debts Uses and limitations of the statement of financial position Company Finance The nature of limited companies Share capital The stock exchange Venture capital Loan capital and debentures Retained profits Reporting requirements Company Accounts The statement of profit or loss The statement of changes in equity The statement of financial position Intangible assets Revaluing assets The statement of comprehensive income Corporate governance The Statement of Cash Flows Sources of cash flow Non-current assets and the statement of cash flows Movements in working capital Tax, interest, and dividends What to look for in a statement of cash flows Managing cash Interpreting Financial Statements Ratio analysis The pyramid of ratios Probability ratios Liquidity ratios Control of working capital The working capital cycle Capital Structure and Investment Ratios Capital structure Investment ratios Limitations of ratio analysis Target audience ... [-]

Advanced Financial Management in the Public Sector - Planning, Implementation, Reporting and Analyses

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this course, you will be able to use forecasting tools, determine forecast accuracy, apply the most accurate tool for forecasting. [+]

Key Information Course Code: PS105 Duration: 2 weeks Fee: £4095 Course outline Revenue Forecasting Simple moving average (SMA) Exponential smoothing (EXS) Transformation moving average (TMA) Regression against time A quasi-casual forecasting model Determining forecast accuracy Resource Development Analysis Defining the issue: revenue shortage Estimating revenue shortage Developing revenue options Assessing revenue options Making decisions Cost Estimation Cost classification Total cost estimation Average cost estimation Cost Comparison Calculating present value Calculating annualized cost Incremental Cost Analysis Cost-Benefit Analysis Introduction to cost-benefit analysis Issues in cost-benefit analysis Financial Performance Monitoring Determining monitoring indicators Detecting unacceptable performance Understanding the causes and taking action Cash Management Creating a cash budget Determining the optimal cash balance Financial Reporting and Analysis: The Statement of Net Assets What information is in the statement of net assets? The accounting process Principles that govern accounting practices Financial Reporting and Analysis: The Statement of Activities What information is in the statement of activities? Accounting bases Financial Reporting and Analysis: Fund-Level Statements Governmental funds Proprietary funds Fiduciary funds Financial Condition Analysis (FCA) What is the financial condition analysis? Determining measures in FCA Identifying any warning trend of deteriorating financial condition Specifying the relationship Explaining the relationship FCA report writing Target audience Financial and budget personnel in governments. Anyone who is interested in governmental finance. Learning outcomes ... [-]

Advanced Human Resource Management

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this course, you will be able to understand the multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing the strategy in terms of multiple stakeholders. [+]

Key Information Course Code: HR102 Duration: 2 weeks Fee: £4095 Course outline HRM, Strategy and Corporate Social Responsibility The meaning of human resource management Business and corporate strategies Stakeholders and corporate responsibility High-Commitment HRM Policy and Practice An outline of high-commitment HR policies and practices Bundles of human resource practices Is high-commitment HRM universally applicable? Aligning HRM with Organisational Goals Contingency theory and best fit ‘Best fit’ HRM Limitations of best-fit / contingency models The resource-based view of HRM and the ‘architecture’ Applying RBV and architecture models to HRM The Role of the HR function in Changing Times The development of HR as a specialist function Analysing the role of the HR function New forms of delivery: outsourcing, shared service centers and E-HRM Assessing the contribution of the HR function Line Managers, Leadership and HRM Increasing the line management responsibility for HRM Problems with devolving HRM to line managers Developing line managers to provide effective HRM Leadership Resourcing and Talent Management Human resource planning, turnover, and retention Talent management Defining jobs and creating person specifications Recruitment methods Differing paradigms of selection Performance Management Performance management systems Induction and employee socialization Performance review Reinforcing performance standards Learning and Knowledge Development The process of learning The training cycle A review of some contemporary L&D interventions Managing knowledge Employee Involvement and Participation: Creating Engagement and Voice in the Workplace The meaning of employee involvement and participation From direct EIP to employee engagement Representative participation The links between informal and formal EIP Embedding EIP... [-]

Advanced Human Resource Practice

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this course, you will be able to understand the broader aspects surrounding the HR function, as well as the wide range of activities involved in its execution. [+]

Key Information Course Code: HR103 Duration: 2 weeks Fee: £4045 Course outline The Organisational Context Characteristics of organizations What should an HR practitioner achieve? Organising the HR function Trade unions Job Analysis Jobs with repetitive activities Administrative and technical work, and delivery of services Professional and managerial jobs The organization chart Job evaluation Recruitment and Selection Workforce planning The recruitment and selection process Making the appointment Induction Evaluation Performance Management Performance management vs. performance appraisal Motivation Interviewing skills Reward Pay systems and structures Linking pay with performance Non-pay rewards Making pay decisions Employee Relations Discipline Capability Handling grievances Employee voice and employee engagement The psychological contract Learning and Development The learning cycle Levels of learning need analysis Learning and development plans Implementing learning and development activities Information and Communication Technology in HR Why are records important in HR Manual and computerized records Information and consultation Confidentiality, openness, and social media Change in Organisations Approaches to change Managing change The impact of change on individuals Supporting employees through change Personal Effectiveness Communications Negotiating, influencing and persuading Assertiveness Emotional intelligence, empathy, and resilience Continuous professional development Target audience HR officers and managers who are newly appointed to the role and who lack previous generalist experience. HR assistants, administrators and PAs who support more senior HR staff. Employees working for new but rapidly expanding organizations who acquire responsibility for establishing and formalizing HR policies, procedures, and practices. Staff who work in HR-related areas. Staff who work in specialist areas of HR practice, such... [-]

Advanced Leadership in Practice

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this leadership training for managers, you will be able to understand one of the earliest approaches to leadership – the Trait Approach. [+]

Key Information Course Code: LSS102 Duration: 2 weeks Fee: £4045 Course outline Trait Theory – Description, Analysis, and Use Evolution of the idea Traits – a brief outline Traits and leaders Decline ‘Derailing’ So where does this leave trait theory and organizations? Behavioral Models Foundation principles What are ‘leadership behaviors’? Organisational implications The Style Approach to Leadership Evolution of the approach Organisational culture Widening the choice Factors affecting style Style approach – strengths and weaknesses Situational and Contingent Leadership Early developments Hersey and Blanchard’s life cycle theory of leadership How the model operates Path-Goal theory Fielder’s contingency theory Broader situational factors Leadership substitutes theory Charisma and Transformational Leadership Charisma House and Shamir self-concept theory Attribution theory Characteristics of charismatic leaders Context and crisis Negative aspects of charisma Transformational leadership Authentic Leadership Defining authentic leadership Academic approach Practitioner approach Pseudo-authenticity Followership Attributes of followers Leader-member exchange theory (LMX) Implications of LMX Attributes of followers Psychodynamic Approaches to Leadership Freud, Jung, and personality Myers-Briggs Type Indicator Neuro-linguistic programming Criticism of the psychodynamic approach Emotional Intelligence (EI) The architecture of the brain The nature of intelligence What is EI? Goleman’s approach Other perspectives The ‘dark side’ of EI Criticisms of EI Ethical Leadership What are ethics? Basic ethical frameworks Deontological frameworks Leadership and moral development What is an ‘ethical leader’? Why do leaders not act ethically? Whistleblowing Why do workers not blow the whistle more often? Target audience ... [-]

Advanced Learning and Development Practice

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this course, you will be able to understand the position and contribution of L&D to an organization, the essential technical skills, and knowledge that underpin the L&D profession and which are crucial to success in most L&D roles. [+]

Key Information Course Code: HR106 Duration: 2 weeks Fee: £4045 Course outline Learning and Development and the Organisation Understanding organizations Why are organizations established? Different types of organization The learning and development function Identifying Learning and Development Needs What are the learning needs? Identifying learning needs Collecting and analyzing learning needs information Determining priorities Presenting a recommendation for learning Designing Learning and Development Activities Aims, objectives and learning outcomes Determining and sequencing learning content Selecting training and learning methods Selecting and developing learning resources Delivering Learning and Development Activities Preparing for L&D activities Establishing the physical environment for learning Delivery methods and techniques Working with visual aids and resources Managing group dynamics and creating a positive learning environment Using Technology to Facilitate Learning Technology and learning The timeline of technology in training Delivering live online learning sessions Creating digital learning content Enhancing Learner Engagement Factors affecting learning engagement Psychology and learning Neuroscience and learning Strategies for enhancing engagement Supporting Collective and Social Learning What is collective and social learning? E-learning Facilitating collective and social learning within an online learning programme Using social media for collective and social learning Supporting Individual Learning through Coaching and Mentoring The coaching process The mentoring process Coaching and mentoring practice – models Coaching and mentoring practice – communication techniques Recording coaching and mentoring activity Assessing Learning and Development The assessor role Planning assessment Assessment methods Making an assessment decision Providing assessment feedback Organising Learning and Development Events Types of L&D events Planning and coordinating an... [-]

Advanced Management Accounting

Campus Full time 7 days April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the difference between management accounting and financial accounting; the difference between fixed and variable costs; how to calculate variable and fixed costs using the high-low method, etc. [+]

Advanced Management Accounting KEY INFORMATION Course Code: 2660 Duration: 7 days Fee: £2970 COURSE OUTLINE Cost and Break-even Analysis Fixed and variable costs Contribution Break-even analysis The margin of safety Interpreting break-even analysis Assumptions underlying break-even analysis Absorption and Activity-based Costing Direct and indirect costs Absorption costing Calculating a blanket rate Over and under recovery Calculating a department rate to fully cost the product Activity-based costing Budgeting The advantages of budgets The process of budgeting Preparation of a budget Problems of budgeting Budgets to monitor performance and flexible budgeting Variance analysis Pricing and Costs Using cost information to price your product Discounts and distribution margins Choosing the appropriate costing method Pricing and product strategy Optimum pricing Target costing Life-cycle costing Transfer pricing Short-term Decision Making What are relevant revenues and costs? Make or buy decisions Limiting factors Upgrading equipment Closure of sites or discontinuing products Investment Appraisal Techniques Accounting rate of return Payback period Net present value Discounting to present value Internal rate of return Measuring and Reporting Performance Performance measurement: strategy and objectives Financial and non-financial performance measurement Key performance measures Benchmarking The balanced scorecard Customer profitability analysis Integrated reporting Environment accounting and carbon reporting Corporate governance Ethics Target audience Those who wish to understand the implications of decisions made across a range of management accounting issues. Those who wish to develop the ability to analyze, interpret, and question the accounting information they may encounter in a business context. Those who wish to acquire a sound appreciation of accounting... [-]

Advanced Management Information Systems

Campus 2 weeks January 2019 United Kingdom London

Upon completion of this management information system course, you will be able to appreciate the uses of business processes, information systems, and information in organizations. [+]

Key Information Course Code: IT102 Duration: 2 weeks Fee: £4045 Course outline Business Processes, Information Systems, and Information The need to understand business processes Business process modeling Using IS to improve process quality What is information? Data characteristics required for quality information Hardware and Software Computer hardware Operating systems software Applications software Open source software as a viable alternative Database Processing The purpose of a database What is a database management system (DBMS)? Database applications to make databases more useful What is a NoSQL DBMS? The Cloud Why is the cloud the future for most organizations? Using the cloud Cloud service models Using cloud services securely Organisations and Information Systems How do IS vary by scope? Solving departmental silos through enterprise systems Customer relationship management (CRM), enterprise resource planning (ERP), and enterprise application integration (EAI) Inter-enterprise IS Social Media Information Systems What is a social media information system (SMIS)? SMIS to advance organizational strategy Increasing social capital Managing the risks of social media Where is social media taking us? Business Intelligence Systems How do organizations use business intelligence (BI) systems? The three primary activities in the BI process Using data warehouses and data marts to acquire data Three techniques for processing BI data The alternatives for publishing BI Information Systems Development What is systems development? The five phases of the systems development lifecycle (SDLC) Accomplishing system definition The users’ role in the requirement phase Designing the five components Implementing an IS The tasks for system maintenance Problems with the SDLC... [-]

Advanced Management Skills Development

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this training in management, you will be able to build supportive relationships even when delivering negative feedback. [+]

Key Information Course Code: LSS103 Duration: 2 weeks Fee: £4095 Course outline Building Relationships by Communicating Supportively Building positive interpersonal relationships The importance of effective communication What is supportive communication? Principles of supportive communication The personal management interview Gaining Power and Influence Building a strong power base and using influence wisely Is power a four-letter word? Abuse of power Influence strategies: the three Rs The pros and cons of each strategy Acting assertively: neutralizing influence attempts Motivating Others Increasing motivation and performance Diagnosing work performance problems Enhancing individuals’ abilities Fostering a motivating work environment Elements of an effective motivation programme Managing Conflict Interpersonal conflict management Diagnosing the types of interpersonal conflict Selecting the appropriate conflict management approach Resolving interpersonal confrontations Solving Problems Analytically and Creatively Problems solving, creativity, and innovation Steps in analytical problem solving Impediments to creative problem solving Multiple approaches to creativity Conceptual blocks Conceptual blockbusting Hints for applying problem-solving techniques Fostering creativity in others Empowering and Engaging Others The meaning of empowerment Dimensions of empowerment How to develop empowerment Inhibitors to empowerment Fostering engagement Building Effective Teams and Teamwork The advantages of teams Team development Leading teams Team membership Leading Positive Change Ubiquitous and escalating change The need for frameworks A framework for leading positive change Making Oral and Written Presentations Essential elements of effective presentations Formulate a specific strategy Develop a clear structure Support your points Use an enhancing style Style in oral communication Style in written communication Supplement your presentation by responding to questions and... [-]

Advanced Marketing Communications

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this marketing professional courses, you will be able to understand the role that advertising plays in influencing our thoughts and behavior. [+]

Key Information Course Code: MPRS102 Duration: 2 weeks Fee: £4045 Course outline Advertising: Role, Forms and Strategy Selling propositions The use of emotion in advertising Types of advertising Using advertising strategically Consumer-generated advertising Public Relations: Principles and Practice Public relations and relationship management Objectives of public relations Public relations: methods and techniques Media relations Forms of public relations Sponsorship The growth and development of sponsorship Sponsorship objectives How sponsorship might work Types of sponsorship The role of sponsorship in the communications mix Direct Marketing and Personal Selling The growth of direct marketing The role of data Direct-response media The tasks of personal selling The role of social media in personal selling Strategic account management Sales Promotion, Field Marketing and Brand Experience Sales promotion plans:the objectives Retention programmes Sales promotion: methods and techniques Range of field marketing activities Brand experience and events Brand Placement, Exhibitions, Packaging and Licensing Characteristics and issues of brand placement Trade shows and exhibitions The communications dimensions of packaging Licensing Messages and Creativity Message source Structural elements in a message Message appeals Advertising tactics The creative process Message framing Storytelling User-generated content (UGC) Sourcing content Media – Principles and Practice Media classification – by form Media classification – by source Media classification – by function Linear media Interactive media Social, Search and Other Interactive Media Interactive media advertising Search engine marketing Social media Other forms of interactive media Media Planning: Reaching Audiences The media mix Switching behaviour Vehicle selection Recency planning Media buying: the block plan and... [-]

Advanced Operations Strategy

Campus 2 weeks April 2019 United Kingdom London

Upon completion of this course, you will be able to understand the meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources. [+]

Key Information Course Code: OPM101 Duration: 2 weeks Fee: £4145 Course outline Developing Resources and Processes for Strategic Impact Why is operations excellence fundamental to strategic impact? What is operations strategy and how is it different from operations management? What is the ‘content’ of operations strategy? The operations strategy matrix What is the ‘process’ of operations strategy? Operations Performance Operations performance can make or break any organization Judging operations performance at a societal level Judging operations performance at a strategic level Judging operations performance at an operational level The relative importance of performance objectives changes over time Trade-offs – are they inevitable? Targeting and operations focus Substitutes for Strategy Fads, fashion and the ‘new’ approaches to operations Total quality management (TQM) Business process reengineering (BPR) Six Sigma Some common threads Capacity Strategy The overall level of operations capacity The number and size of sites Capacity change Location of capacity Purchasing and Supply Strategy Do or buy? The vertical integration decision Contracting and relationships Which type of arrangement? Supply network dynamics Managing suppliers over time Purchasing and supply chain risk Process Technology Strategy Process technology should reflect volume and variety The product-process matrix The challenges of information technology (IT) Evaluating process technology Improvement Strategy Operations improvement Setting the direction Importance-performance mapping Developing operations capabilities Deploying capabilities in the market Product and Service Development and Organisation Innovation, design, and creativity The strategic importance of product and service development Product and service development as a process A market requirements’ perspective on product and... [-]

Advanced Performance Management

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand The elements of a performance management system but also the limitation of this model and the reality of performance management – the problems of making it work and the requirements for success, etc. [+]

Advanced Performance Management KEY INFORMATION Course Code: HR105 Duration: 1 week Fee: £2695 COURSE OUTLINE Performance Management Fundamentals The essence of performance management The evolution of performance management The conceptual framework Issues in performance management Performance Management Processes and Skills Setting goals Providing feedback 360-degree feedback Conducting performance reviews Assessing performance Coaching Managing underperformers Applications of Performance Management Managing organisational performance Managing team performance Performance management and employee engagement Performance management and talent management Performance management and learning Performance management and reward Performance Management in Action The impact of performance management Performance management models from various organisations The Development and Management of Performance Management Developing performance management Managing performance management The performance management role of line managers Evaluating performance management Target audience HR managers and executives Top management and line managers who wish to understand performance management in a strategic sense that enables the goals of individuals and teams to be aligned to the strategic goals of the organisation. HR business partners and advisors HR professionals and practitioners Senior officers and assistants employed within the HR function of their organization who wish to deploy performance management as a systematic and continuous process for improving organizational performance by developing the performance of individuals and teams. Learning outcomes ... [-]

Advanced Project Management

Campus 2 weeks January 2019 United Kingdom London

Upon completion of this project management training courses, you will be able to understand the process of project screening and selection [+]

Key Information Course Code: OPM108 Duration: 2 weeks Fee: £4075 Course outline Project Selection and Portfolio Management Project selection Approaches to project screening and selection Financial models Project portfolio management Leadership and the Project Manager Leaders versus managers How the project manager leads Traits of effective project leaders Project champions The new project leadership Project management professionalism Scope Management Conceptual development The scope statement Work authorisation Scope reporting Control systems Project Closeout Project Team Building, Conflict, and Negotiation Building the project team Characteristics of effective project teams Reasons why teams fail Stages in group development Achieving cross-functional cooperation Virtual project teams Conflict management Negotiation Risk Management Risk management: a four-stage process Project risk management: an integrated approach Cost Estimation and Budgeting Cost management Cost estimation Creating a project budget Developing budget contingencies Project Scheduling Developing a network Duration estimation Constructing the critical path Gantt charts Crashing projects Resource Management The basics of resource constraints Resource loading Resource levelling Resource-loading charts Managing resources in multi-project environments Project Evaluation and Control Control cycles – a general model Monitoring project performance Earned value management Using earned value to manage a portfolio of projects Issues in the effective use of earned value management Human factors in project evaluation and control Project Closeout and Termination Types of project termination Natural termination – the closeout process Early termination for projects Preparing the final project report Target audience Chief operations officers Project and operations directors, managers, practitioners and team members Those who wish to take a holistic,... [-]

Advanced Public Sector Financial Reporting and Analysis

Campus Full time 3 days March 2019 United Kingdom London

Upon completion of this course, you will be able to: understand key elements in the statement of net assets; understand the accounting process; use the information in the statement of net assets in financial analysis, etc. [+]

Advanced Public Sector Financial Reporting and Analysis KEY INFORMATION Course Code: PS105B3 Duration: 3 days Fee: £1635 COURSE OUTLINE Financial Reporting and Analysis: The Statement of Net Assets What information is in the statement of net assets? The accounting process Principles that govern accounting practices Financial Reporting and Analysis: The Statement of Activities What information is in the statement of activities? Accounting bases Financial Reporting and Analysis: Fund-Level Statements Governmental funds Proprietary funds Fiduciary funds Target audience Financial and budget personnel in governments. Anyone who is interested in governmental finance. Learning outcomes

Upon completion of this course, you will be able to:... [-]


Advanced Public Sector Strategy

Campus 2 weeks January 2019 United Kingdom London

Upon completion of this course, you will be able to understand the reasons public and non-profit organizations (collaborations and communities) should embrace strategic planning and management as ways of improving their performance. [+]

Key Information Course Code: PS103 Duration: 2 weeks Fee: £4145 Course outline The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Non-Profit Organisations A ten-step strategic planning process Tailoring the process to specific circumstances Initiating and Agreeing on a Strategic Planning Process Planning focus and desired immediate outcomes Desired longer-term outcomes Developing an initial agreement Process design and action guidelines Have realistic hopes for the process Clarifying Organisational Mandates and Mission Mandates Mission Stakeholder analyses The mission statement Process design and action guidelines Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges Purpose Desired immediate outcomes Longer-term desired outcomes External environment assessments Internal environment assessment The assessment process SWOC/T analyses: an example Process design and action guidelines Identifying Strategic Issues facing the Organisation Immediate and longer-term desired outcomes Examples of strategies issues Eight approaches to strategic issue identification Process design and action guidelines Formulating and Adopting Strategies and Plans to Manage the Issues Purpose Desired immediate and longer-term outcomes Two approaches to strategy development Strategic plans Plan adoption Process design and action guidelines Establishing an Effective Organisational Vision for the Future Desired immediate outcomes and longer-term benefits An example Process design and action guidelines Implementing Strategies and Plans Successfully Desired immediate and longer-term outcomes Programmes and projects The special role of budgets Process design and action guidelines Reassessing and Revising Strategies and Plans Purpose and desired outcomes Building a strategic management system Process design and action guidelines Leadership Roles in making Strategic Planning work Understanding... [-]

Advanced Quality Management Systems, Tools and Techniques

Campus 2 weeks January 2019 United Kingdom London

Upon completion of this course, you will be able to understand a quality management system as a key building-block in an organization’s approach to TQM. [+]

Key Information Course Code: OPM107 Duration: 2 weeks Fee: £4045 Course outline Quality Management Systems The development of quality management system standards The ISO 9000 series of standards: an overview Implementation guidelines for ISO 9001 Quality management system assessment and registration Integrated Management Systems The ISO 9001 / ISO 14001 matrix Interlinked systems The EFQM model The key integration issues An integrated management systems model Tools and Techniques: An Overview Selecting tools and techniques Basic quality control tools – checklists, flowcharts, check sheets, tally charts, and histograms, graphs, Pareto analysis, cause-and-effect diagrams, brainstorming and scatter diagrams Management tools – relations diagram method, affinity diagram method, systematic diagram method, matrix diagram, matrix data-analysis method, process decision programme chart, and the arrow diagram method Departmental purpose analysis and mistake-proofing Quality Function Deployment Understanding customer needs The QFD road: the main steps Deploying customer needs into product and process definition Difficulties associated with QFD Implementation of QFD Six Sigma What does six sigma mean? Six sigma prerequisites Six sigma core elements Structured problem-solving approaches The success of six sigma Benchmarking Company background Why benchmarking? Success factors Difficulties and pitfalls Key lessons Business Process Re-engineering Approaches used in BPR The principles of BPR Risks and benefits of BPR Implementation of BPR BPR methodology Teams and Teamwork The role of teams in continuous improvement Types of teams Evaluation of teams Team competition Guidelines for developing effective teams Self-assessment, models and quality awards Quality, TQM and excellence Award models The self-assessment process Success factors for self-assessment... [-]

Advanced Resourcing and Talent Management

Campus 2 weeks January 2019 United Kingdom London

Upon completion of this course, you will be able to understand how to undertake and evaluate long- and short-term talent planning and succession planning exercises with a view to building long-term organizational performance. [+]

Key Information Course Code: HR104 Duration: 2 weeks Fee: £4045 Course outline Human Resource Planning Stages in traditional human resource planning Forecasting future demand for human resources Forecasting internal supply Forecasting external supply Job Analysis and Job Design Managing vacancy scenarios Job analysis Competency frameworks Job design Recruitment Internal and external recruitment Advertising in the printed media Online recruitment Social media Alternative recruitment methods Selection: The Classic Trio Application forms Shortlisting Interviews Employment references Advanced Methods of Employee Selection Biodata Ability testing Personality testing Assessment centers The New Employee Contracts of employment Specific contractual terms The psychological contract Induction Succession Planning What is succession planning? Traditional approaches Contemporary approaches Alumni Measuring and Analysing Employee Turnover Defining voluntary turnover Does turnover matter? Measuring turnover Costing turnover Benchmarking turnover Improving Employee Retention Reducing turnover Employee retention and reward Employee retention and developmental opportunities Employee retention and effective line management Resourcing and Talent Management Strategies Taking a strategic approach Aligning HR practices with business strategy Competing in the labor market Talent management strategies Target audience ... [-]

Advanced Strategic Change Management

Campus Full time 8 days April 2019 United Kingdom London

This change management training course is suitable for those interested in organizational change and its management. Upon completion of this course, you will be able to understand diagnosing change involves and requires systematic effort, and needs to gain acceptance enough to make implementation feasible, etc. [+]

Advanced Strategic Change Management KEY INFORMATION Course Code: LSS106 Duration: 8 days Fee: £3335 COURSE OUTLINE Diagnosing Change Monitoring performance, measuring effectiveness Efficiency and effectiveness Techniques for assessment Understanding the ‘human’ dimensions of change The change equation Authenticity in diagnosis Managing Major Changes Managerial skills for effective organisational change Coping with organisational change Coping with change The coping cycle Coping with the process of change Crafting change for the individual Providing information Give people time Involving people Change Architecture Cycles of change Learning and change Programmes of change Change architecture: blocks A Strategy for Organisational Effectiveness Forcefield analysis The implementation exercise (checklists 1 and 2) The self-assessment exercise (checklist 3) Learning from Change Managing change for management development The management of crisis and turnaround Culture Models and Organisation Change What is organisation culture? Models of organisational culture Managing corporate politics Leadership and corporate politics Coping with conflict Managing corporate politics Strategic Convergence: A New Model for Organisation Change Ambition in change Components of change architecture Performance characteristics of change architecture Ensuring appropriate structure Resonance Change culture Change leadership Accelerator effect A framework for assessing capability to change Strategies for Corporate Transformation ‘Market-induced’ change Learning as a transformational resource Strategy for corporate transformation Target audience ... [-]

Advanced Strategic Corporate Social Responsibility

Campus Full time 8 days April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the different goals that companies are trying to achieve; the types and levels of CSR that companies exhibit; the shared lessons and common elements of CSR management, etc. [+]

Advanced Strategic Corporate Social Responsibility KEY INFORMATION Course Code: SM104 Duration: 8 days Fee: £3440 COURSE OUTLINE How CSR is Managed Understanding what companies want from CSR Qualities of good CSR management Structuring the CSR function CSR as strategy The business case for CSR CSR and Governance Theories of corporate governance The ‘drivers’ of corporate governance reform International developments in corporate governance Commentary from a CSR perspective CSR Reporting The nature, challenges and emergence of CSR reporting The upsurge in CSR reporting since the early 1990s Conventional financial reporting and CSR reporting Reporting issues for corporate management Stakeholder Management and Engagement Meaning and origins of stakeholder CSR standards Stakeholder consensus: deviance and uniformity Government and governance Socially Responsible Investment The origins and development of SRI Sustainable investing Types of SRI analysis and practice Engagement Other SRI approaches SRI performance SRI index performance SRI fund performance Market growth Trends in SRI The Impact of CSR Understanding impact Different dimensions of the impact of CSR The challenges of determining impact Criticisms of CSR Introducing critiques of CSR ‘CSR is anti-business’ ‘CSR is pro-business’ ‘The scope of CSR is too narrow’ CSR fails to achieve its goals’ The Future of CSR Where is CSR heading? Mega-trends affecting CSR Embedding and integrating CSR Transition and transformation The role of business in society Target audience Heads of organizations, chief officers, chairpersons, board members and directors. Heads of departments, and senior managers & executives interested in corporate social responsibility (CSR). Managers of tomorrow who wish to... [-]

Advanced Strategic Human Resource Management

Campus 2 weeks April 2019 United Kingdom London

Upon completion of this Human Resources training and development course, you will be able to understand the strategic nature of HR. [+]

Key Information Course Code: HR101 Duration: 2 weeks Fee: £4145 Course outline The Strategic Role of HR The strategic nature of HR The strategic business partner model The strategic role of HR directors The strategic role of heads of HR functions Organisational Development Strategy Organisational development activities Formulating and implementing an organizational development strategy Culture change Human Capital Management (HCM) Strategy Aims of HCM The role of HCM strategy The link between HCM and business strategy Developing an HCM strategy Knowledge Management Strategy The process of knowledge management Sources and types of knowledge Approaches to the development of knowledge management strategies Components of a knowledge management strategy Performance Management Strategy The nature of a performance management system Performance management activities Implementation problems The nature of performance management strategy Employee Engagement Strategy What is engagement? Why is engagement important? What are the factors that influence employee engagement? The nature and content of employee engagement strategy Resourcing Strategy Integrating business and resourcing strategies The components of employee resourcing strategy Workforce planning Resourcing plans Retention strategy Talent Management Strategy Strategic talent management What is talent? Talent management strategy Learning and Development Strategy Elements of learning and development Strategy for creating a learning culture Organisational learning strategy Individual learning strategy Reward Strategy Why have a reward strategy? Characteristics of reward strategy Guiding principles Developing a reward strategy Target audience HR directors Heads of HR functions HR business partners Senior HR executives, managers, advisors, and officers who wish to contribute to the development and implementation... [-]

Advanced Strategic Leadership

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this executive leadership training, you will be able to understand that authentic leadership should underpin any form of effective leadership. [+]

Key Information Course Code: LSS101 Duration: 2 weeks Fee: £4145 Course outline Authentic Leadership Defining authentic leadership Academic approach Practitioner approach Pseudo-authenticity Followership Attributes of followers Leader-member exchange theory (LMX) Implications of LMX Attributes of followers and leaders Psychodynamic Approaches to Leadership Freud, Jung, and personality Myers-Briggs Type Indicator Neuro-linguistic programming Criticism of the psychodynamic approach Emotional Intelligence (EI) The architecture of the brain The nature of intelligence What is EI? Goleman’s approach Other perspectives The ‘dark side’ of EI Criticisms of EI Ethical Leadership What are ethics? Basic ethical frameworks Deontological frameworks Leadership and moral development What is an ‘ethical leader’? Why do leaders not act ethically? Whistleblowing Why do workers not blow the whistle more often? Power, Influence, and Authority What is ‘power’? Dimensions of power Sources of power The dark side of power Leadership and Teams Team models theories Normative team models Descriptive team models Individual role models – Belbin’s approach Margerison-McCann team management wheel Time or phase-based models Team mental model Distributed leadership Leadership and Change History of change Vision Different approaches to change Models of the change process Individual reaction to change Politics of change Leadership Development What is leadership development? Why bother? Organisational factors Leadership and competencies How are leaders developed? Strategic Leadership What is ‘strategic leadership’? Do we need strategic leaders? The modern environment What does a strategic leader ‘do’? Target audience ... [-]

Advanced Strategic Management

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this CEO training course, you will be able to understand the main environment-based and resource-based opportunities available to organizations, and the strategic options that arise from these opportunities. [+]

Key Information Course Code: SM101 Duration: 2 weeks Fee: £4245 Course outline Developing Business-Level Strategy Options Purpose and the SWOT analysis – the contribution of Andrews Environment-based options: generic strategies – the contribution of Porter Environment-based strategic options: the market options matrix Environment-based strategic options: the expansion method matrix Resource-based strategic options: the resource-based view Resource-based strategic options: cost reduction Developing Corporate-Level Strategy Options Corporate-level strategy: the benefits and costs of diversifying Corporate options: degrees of diversification Corporate strategy and the role of the center – the principle of parenting Corporate strategy: decisions about the company’s diversified portfolio of products The tools of corporate-level options: from acquisition to restructuring Strategy Evaluation and Development: The Prescriptive Process Prescriptive strategy content: evaluation against six criteria Strategy evaluation: procedures and techniques Applying empirical evidence and guidelines The classic prescriptive model of strategic management: exploring the process Finding the Strategic Route Forward The importance of strategy context The survival-based strategic route forward The uncertainty-based strategic route forward The network-based strategic route forward The learning-based strategic route forward Organisational Structure, Style and People Issues Strategy before structure? Building the organization’s structure: basic principles The choice of management style and culture Types of organizational structure Organisational structures for innovation Motivation and staffing in strategy implementation Implementing and Controlling the Strategic Plan The nature and limitations of the implementation process Objectives, task setting and communicating the strategy Resource allocation Information, monitoring, and control The Balance Scorecard: the contribution of Kaplan and Norton Prescriptive strategy planning Green Strategy... [-]

Advanced Strategic Marketing Management

Campus Online & Campus Combined Full time 9 days January 2019 United Kingdom London + 1 more

Upon completion of this international marketing course, you will be able to understand: three core areas of the marketing environment; key characteristics associated with the marketing environment; PESTLE analysis and how it is used to understand the external environment, etc. [+]

Advanced Strategic Marketing Management KEY INFORMATION Course Code: MPRS101 Duration: 9 days Fee: £3865 COURSE OUTLINE The Marketing Environment Understanding the external environment Understanding the performance environment Understanding the internal environment Marketing audit Marketing Strategy Strategic marketing planning – activities Implementation Managing and controlling marketing programmes Marketing planning Market Segmentation and Positioning The STP process Market segmentation in consumer markets Segmentation in business markets Target markets Segmentation limitations Positioning International Market Development International market development: a growth strategy International competitive strategy International market selection International marketing environment Market entry selection criteria New Proposition Development and Innovation Product levels Classifying products Product range, line, and mix Product lifecycles Development propositions for products and services Service development The process of adoption Diffusion theory Price and Customer Value Decisions Price elasticity of demand The concept of pricing and cost The relationship between pricing and propositional costs Pricing management Configuring the Marketing Communications Mix Selecting the right tools Marketing communications messages The media Other promotional methods and approaches Integrated marketing communications Digital and Social Media Marketing Evolution of the internet Evolution of social media Digital marketing communications Crowdsourcing Legal and ethical considerations Branding Decisions How brands work: associations and personalities Brand names Types of brand Branding strategies How to build brands Brand co-creation Sector branding Brand equity Target audience Chief Communications Officers Marketing and communications directors, managers, executives and staff. Learning outcomes ... [-]

Advanced Strategic Operations Management

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this course, you will be able to understand how operations need to decide how to vary their capacity (if at all) as demand for their products and services fluctuates. [+]

Key Information Course Code: OPM102 Duration: 2 weeks Fee: £4095 Course outline Capacity Management Measuring demand and capacity Setting the operation’s base capacity Ways of coping with mismatches between demand and capacity How operations understand the consequences of their capacity decision Supply Chain Management How supply chains compete Managing relationships in supply chains Managing the supply side Managing the demand side The dynamics of supply chains Inventory Management Why should there be any inventory? Order quantity – the volume decision When to place an order – the timing decision Controlling inventory Planning and Control Systems What are the planning and control systems? ERP and how it developed into the most common planning and control system Implementing planning and control systems Materials Requirements Planning (MRP) Master production schedule The bill of materials (BOM) Inventory records The MRP netting process MRP capacity checks Lean Operations What is lean? How lean eliminates waste Applying lean throughout the supply network Comparing lean with other approaches Operations Improvement The importance of improvement in operations management Key elements of operations improvement Broad approaches to improvement Improvement techniques Managing the improvement process Quality Management What is quality? The importance of quality Steps that lead towards conformance of specification What is total quality management (TQM) Managing Risk and Recovery What is risk management? Assessing the potential causes and consequences of failure through operations Preventing failures Mitigating the effects of failure through operations Recovering operations from the effects of failure Project Management What is project management? Planning projects Controlling... [-]

Advanced Strategic Procurement

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this course, you will be able to understand the role and importance of the procurement function in the value chain. [+]

Key Information Course Code: OPM104 Duration: 2 weeks Fee: £4095 Course outline The Role of Procurement in the Value Chain Importance of procurement to business Classification of purchasing goods and equipment New developments in procurement E-procurement The Purchasing Management Process Primary tasks and responsibilities of the procurement function Supporting the internal client Professionalising purchasing by delivering value for money How purchasing and supply management develops over time Decision-making in Procurement Creating the Statement of Requirement Supplier sourcing Supplier evaluation and award Negotiation Procurement Risk Why risk management is key to procurement effectiveness Typical supply chain risks Assessing probability and analysing impact Methods of managing procurement risk The role for contracts as a risk management tool Buying Business Services Why buying services is different Classification of services Contract Management for the construction industry Managing performance in service contracts Logistics and Supply Chain Management Materials requirements planning Basic logistics structures Just-in-time management Elements of the procurement information system Co-ordination problems between procurement and logistics Organisation and Structure Factors influencing the location of procurement in the organisation Levels of tasks, responsibilities and authority Organisational structures within procurement Job profiles Procurement and Business Strategy Procurement and competitive strategy Integrating procurement into business strategy Procurement excellence Procurement portfolio analysis Global sourcing Performance Measurement and Governance How to assess performance of our suppliers and contractors? Setting service quality, efficiency and effectiveness performance measures Using e-procurement tools to deliver an efficient and transparent internal process Procurement audit as a management tool Sustainable Procurement Delivering value for money... [-]

Advanced Strategic Public Relations Management

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this course, you will be able to understand the principal external influences and the organizational context in which public relations planning and management are undertaken. [+]

Key Information Course Code: MPRS103 Duration: 2 weeks Fee: £4095 Course outline Public Relations Planning The importance of context External environment Internal environment Strategic public relations programmes and campaigns Systems context of planning A planning template Corporate Image, Reputation, and Identity The controversy over the image in public relations Corporate image and reputation Corporate identity Reputation management and corporate branding Measuring corporate image and reputation Media Relations Media relations or public relations? Media publicity and media relations Media and political perspectives Practical media relations Digital public relations: beyond media relations Internal Communication Purpose of internal communication Changes in the external environment affecting an organization’s internal communication The changing employee/employer relationship Communication roles of leaders and managers Organisational culture and values statements Developing an internal communication strategy Managing Community Involvement Programmes Corporate community involvement (CCI) programmes Employees and community programmes Cause-related marketing (CRM) Developing community programmes Evaluation of community programmes Issue Management The rise of issue management Tools and processes Developing an issue strategy Evolution of issue management Crisis Public Relations Management Where do crises come from? How to prepare for a crisis Communicating during a crisis The Internet and crisis public relations management Public Affairs Locating the role of public affairs within the organization The scope of public affairs Lobbying Public affairs management Integrated Marketing Communications The marketing communications toolbox Segmentation, targeting, and positioning (STP) Branding and integrated marketing communications Planning for integration of the marketing communications mix Corporate Communication The purpose of corporate communication (or frameworks for practice) Corporate... [-]

Advanced Strategic Public Sector Management

Campus Full time 9 days April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the management of those services which are provided directly by the public sector – financial management, performance management, information technology, customer-citizen orientation & service design, and audit & inspection, etc. [+]

Advanced Strategic Public Sector Management KEY INFORMATION Course Code: PS101 Duration: 9 days Fee: £3810 COURSE OUTLINE Managing Public Finance A brief history of financial management in government Budgeting at the national level The art of cutting budgets Managing Performance Why measure and manage performance? The three E’s Education Individuals and organizational performance Performance management and policy evaluation Managerial discretion E-government The ambition The achievement The challenges Customer-Citizen Orientation Customers, voters, and citizens Approaches to customer orientation Contradictions in customer-citizen orientation Audit and Inspection From conformance to performance Audit Children and education Prisons Learning to deal with inspection The Use of the Market in Public Services Markets and ‘quasi-markets’ Why rule by markets? A competitive spectrum Managing in the competitive environment Managing through Contracts The contracting environment Contracting and commissioning Obligational and adversarial contracting Success and failure in contracting Public-Private Partnerships Why PPPs? Types of agreement Prisons Building schools for the future Hospitals Urban regeneration / property development Highways Is there a future for PPP? Regulation Regulation Power Water and sewage The railway Target audience Public service heads, managers, and those who work in some capacity with the public sector. Those employed within the public sector charged with the responsibility of bringing about change so that their organization is more efficient and offers more value for money. Public service executives that understand the need for reform and, as a team, think through the recalibration of the state and its services that this implies. Those who wish to address the ethos,... [-]

Applying Advanced Analytics to HR Management Decisions

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this training and development in human resource management, you will be able to leverage advanced analytics and Big Data to build more equitable, collaborative, and successful organizations, etc. [+]

Applying Advanced Analytics to HR Management Decisions KEY INFORMATION Course Code: HR107 Duration: 1 week Fee: £2725 COURSE OUTLINE Challenges and Opportunities with Optimal Decision Making and how Advanced Analytics can help How we make decisions and what gets in the way Rise of the machines: advanced analytics and decision making Human and machine: the ideal decision-making team Collaboration, Cooperation and Reciprocity Human nature and human science The power of collaboration: the Scandinavian model Advanced analytics and collaborative decision making Value Creation and Advanced Analytics The wealth of organisations and what advanced analytics can do Value and how to create it: intangible capital Strategic choice and advanced analytics Software applications, analytics, and HR decisions Human Science and Selection Decisions Optimising selection and promotion decisions Workforce planning, talent acquisition, and decision analytics Human science and selection and promotions decisions Applications of human science to selection decisions Human Science and Incentives Human science and incentives Human science and motivation Performance management Applying human science to incentive contracts Application of human science to specific incentive issues Target audience HR managers and executives. HR business partners and advisors. HR professionals and practitioners. Anyone in any organization making human capital management (HCM) decisions, including C-level executives and all managers. Learning outcomes ... [-]

Applying IFRS

Campus Full time 1 week March 2019 United Kingdom London

This IFRS course is suitable for: accounting and financial specialists, professionals and practitioners who wish to develop a greater understanding of the key concepts and applications of IFRS; those aiming for organisational adoption of IFRS to enable greater fluency in their financial reporting and establish a global understanding of their accounting practice in an increasingly internationalised business world; accounting and finance staff of entities that have been mandated to be IFRS compliant. [+]

Applying IFRS KEY INFORMATION Course Code: AFB106 Duration: 1 week Fee: £2625 COURSE OUTLINE Conceptual Framework The International Accounting Standards Board (IASB) The purpose of a conceptual framework Qualitative characteristics of useful financial information Going concern assumption Definition, recognition and measurement of the elements of financial statements Concepts of capital Future developments Elements: Part 1 Owners’ equity:share capital and reserves Fair value measurement Revenue from contracts with customers Provisions, contingent liabilities and contingent assets Income taxes Financial instruments Share-based payment Elements: Part 2 Inventories Employee benefits Property, plant and equipment Leases Intangible assets Business combinations Impairment of assets Presentation and Disclosures Financial statement and presentation Statement of cash flow Operating segments Other keynotes disclosures Economic Entities Consolidation: controlled entities Consolidation:wholly owned subsidiaries Consolidation: intragroup transactions Consolidation: non-controlling interest Translation of the financial statements of foreign entities Target audience ... [-]

Auditing and Assurance Services

Campus Full time 1 week March 2019 United Kingdom London

This audit training is suitable for: internal auditors and government auditors; employees of certified public accounting (CPA) firms; those interested in up-to-date coverage of globally recognised auditing concepts with practical examples of the implementation of those concepts in real-world settings; those interested in the most important internationally recognised concepts of auditing to aid their audit decision making and evidence accumulation in today’s complex, global auditing environment. [+]

Auditing and Assurance Services KEY INFORMATION Course Code: AFB109 Duration: 1 week Fee: £2625 COURSE OUTLINE The Auditing Profession The demand for auditing and other assurance services The CPA profession Audit reports Professional ethics Legal liability The Audit Process Audit responsibilities and objectives Audit evidence Audit planning and materiality Assessing the risk of material misstatement Assessing and responding to fraud risks Internal control and COSO framework Assessing control risk and reporting on internal controls Overall audit strategy and audit programme Application of the Audit Process to the Sales and Collection Cycle Tests of controls and substantive tests of transactions Audit sampling for tests of controls and substantive tests of tests of transactions Completing the tests in the sales and collection cycle: accounts receivable Audit sampling for tests of details of balances Application of the Audit Process to Other Cycles Audit of the acquisition and payment cycle: tests of controls, substantive tests of transactions, and accounts payable Completing the tests in the acquisition and payment cycle: verification of selected accounts Audit of the payroll and personnel cycle Audit of the inventory and warehousing cycle Audit of the capital acquisition and repayment cycle Audit of cash and financial instruments Completing the Audit Perform additional tests for presentation and disclosure Review for contingent liabilities and commitments Review for subsequent events Final evidence accumulation Evaluate results Issue the audit report Communicate with the audit committee and management Subsequent discovery of facts Target audience ... [-]

Capital Markets - Level 1

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this capital market courses, you will be able to understand: an introduction to financial markets, the attributes of financial assets, and the link between financial markets and the real economy, etc. [+]

Capital Markets – Level 1 KEY INFORMATION Course Code: AFB111A Duration: 1 week Fee: £2625 COURSE OUTLINE Introduction Financial assets and financial markets Overview of risks and risk management The Players Overview of market participants Depository institutions Insurance companies and defined benefit pension plans Managers of collective investment vehicles Investment banking firms Basics of Cash and Derivative Markets Primary and secondary markets Introduction to linear payoff derivatives: futures, forwards, and swaps Introduction to nonlinear payoff derivatives: options, credit default swaps, caps, and floors Securitisation and its role in financial markets Risk and Return Theories Return distributions and risk measures Portfolio selection theory Asset pricing theories Interest Rate Determination and Debt Pricing The theory and structure of interest rates Valuation of debt contracts and their price volatility characteristics The term structure of interest rates Target audience Financial regulators Individual and institutional investors and borrowers. Those who wish to understand financial product innovation with an emphasis on risk management and regulatory reform. Those who wish to understand the wide range of instruments for financing, investing, and controlling risk in today’s financial markets. Learning outcomes ... [-]

Capital Markets - Level 2

Campus Full time 4 days December 2018 United Kingdom London

Upon completion of this course, you will be able to understand the structure of the common stock market, the regulators of equity markets, the venues available to investors for executing trades, and how orders are executed, etc. [+]

Capital Markets – Level 2 KEY INFORMATION Course Code: AFB111B Duration: 4 days Fee: £2180 COURSE OUTLINE Equity Markets The structure of the common stock market Common stock strategies and trading arrangements Debt Markets: Part 1 The money market for private debt instruments Treasury and agency securities markets Municipal securities markets Corporate senior instruments markets Debt Markets: Part 2 International bond markets The residential mortgage market The market for U.S. agency residential mortgage-backed securities The market for credit-sensitive securitised products Derivative Markets The market for equity derivatives The market for interest rate risk transfer vehicles: exchange-traded products The market for interest rate risk transfer vehicles: OTC instruments The market for credit risk transfer vehicles: credit derivatives and collateralised debt obligations The market for foreign exchange and risk control instruments Target audience Financial regulators Individual and institutional investors and borrowers. Those who wish to understand financial product innovation with an emphasis on risk management and regulatory reform. Those who wish to understand the wide range of instruments for financing, investing, and controlling risk in today’s financial markets. Learning outcomes ... [-]

Central Banks, Monetary Policy and Financial Stability

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this money and banking course, you will be able to understand: functions and objectives of central banks; features of an effective central bank; fiscal challenges for central banks, etc. [+]

Central Banks, Monetary Policy and Financial Stability KEY INFORMATION Course Code: AFB110 Duration: 1 week Fee: £2725 COURSE OUTLINE Central Banks in the World Today The basics: how central banks originated and their role today Stability: the primary objective of all central banks Meeting the challenge: creating a successful central bank Fitting everything together: central banks and fiscal policy The Structure of Central Banks The structure of the Federal Reserve System Assessing the Federal Reserve System’s structure The European Central Bank The Central Bank Balance Sheet and the Money Supply Process The central bank’s balance sheet Changing the size and composition of the balance sheet The deposit expansion multiplier The monetary base and the money supply Monetary Policy: Stabilising the Domestic Economy The Federal Reserve’s conventional policy toolbox Operational policy at the European Central Bank Linking tools to objectives: making choices A guide to central bank interest rates: the Taylor rule Unconventional policy tools Exchange-Rate Policy and the Central Bank Linking exchange-rate policy with domestic monetary policy Mechanics of exchange- rate management The costs, benefits, and risks of fixed exchange rates Fixed exchange-rate regimes Target audience Central bank staff Those who wish to survey what central banks do and how they do it. Those who wish to understand the role and objectives of central banks. Those who wish to be equipped with the knowledge that will be required to cope with the inevitable changes that will occur in central bank structure. Learning outcomes ... [-]

Change Management

Campus Full time 4 days April 2019 United Kingdom London

This change management workshop is suitable for those interested in organizational change and its management. Upon completion of this change training course, you will be able to understand diagnosing change involves and requires systematic effort, and needs to gain acceptance enough to make implementation feasible, etc. [+]

Change Management KEY INFORMATION Course Code: LSS106A Duration: 4 days Fee: £2095 COURSE OUTLINE Diagnosing Change Monitoring performance, measuring effectiveness Efficiency and effectiveness Techniques for assessment Understanding the ‘human’ dimensions of change The change equation Authenticity in diagnosis Managing Major Changes Managerial skills for effective organisational change Coping with organisational change Coping with change The coping cycle Coping with the process of change Crafting change for the individual Providing information Give people time Involving people Change Architecture Cycles of change Learning and change Programmes of change Change architecture: blocks A Strategy for Organisational Effectiveness Forcefield analysis The implementation exercise (checklists 1 and 2) The self-assessment exercise (checklist 3) Target audience ... [-]

Communication Skills Development

Campus Full time 3 days December 2018 United Kingdom London

Upon completion of this communication skills training course, you will be able to: adopt general guidelines for effective interviews; apply appropriate guidelines for information-gathering interviews; utilize appropriate guidelines for employment-selection interviews, etc. [+]

Communication Skills Development KEY INFORMATION Course Code: LSS105 Duration: 3 days Fee: £1635 COURSE OUTLINE Conducting Interviews Planning the interview Conducting the interview Information-gathering interviews Employment-selection interviews Performance-appraisal interviews Making Oral and Written Presentations Essential elements of effective presentations Formulate a specific strategy Develop a clear structure Support your points Use an enhancing style Style in oral communication Style in written communication Supplement your presentation by responding to questions and challenges Conducting Meetings Conducting effective meetings: a short guide for meeting managers and meeting participants The five Ps of effective meetings Suggestions for group members Target audience ... [-]

Corporate Governance - Owners, Stakeholders, Directors and Board Structure

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this board of directors training, you will be able to understand: the difference between shareholders and stakeholders; the various different stakeholder groups; an overview of the way that shareholders and stakeholders are provided for in various corporate governance codes and guidelines, etc. [+]

Corporate Governance – Owners, Stakeholders, Directors and Board Structure KEY INFORMATION Course Code: SM103B Duration: 1 week Fee: £2725 COURSE OUTLINE Shareholders and Stakeholders Stakeholder groups Guidance on shareholders’ and stakeholders’ interests Roles of shareholders and stakeholders The Role of Institutional Investors in Corporate Governance Influence of institutional investors Stewardship Development of guidance on institutional investors’ responsibilities Private equity and sovereign wealth funds (SWFs) Tools of corporate governance Corporate governance and corporate performance Socially Responsible Investment (SRI) Strategies for SRI Institutional investors’ policies International guidance CSR indices Corporate social responsibility (CSR) The impact on shareholder value Directors and Board Structure Unitary board versus dual board Role, duties, and responsibilities Chief executive officer (CEO), chairperson, senior independent director, and company secretary Board subcommittees Remuneration, nomination, risk, and ethics committees Non-executive directors Director evaluation Succession planning Board diversity Directors’ Performance and Remuneration The directors’ remuneration debate Key elements of directors’ remuneration Role of the remuneration committee and remuneration consultants Performance measures Remuneration of non-executive directors Disclosure of directors’ remuneration International guidance on executive remuneration ‘Say on pay’ Target audience ... [-]

Corporate Social Responsibility

Campus Full time 4 days April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the context within which contemporary CSR has flourished; the different perspectives on and definitions of CSR; the values that companies are being asked to uphold, etc. [+]

Corporate Social Responsibility training course KEY INFORMATION Course Code: SM105A Duration: 4 days Fee: £2095 COURSE OUTLINE Introducing CSR Why CSR? Definitions of CSR Corporate governance A framework for understanding CSR Values motivation Limitations of CSR frameworks Sustainable Development Meanings of ‘sustainability’ and ‘sustainable development’ Climate change and global warming The challenge to business New models of sustainable business Capital markets and sustainable development Signals to the market Rewarding financial intermediaries CSR in Developing Economies Development agent or development tool? Theories of development The business-poverty framework Business as a cause of poverty Business as poverty’s victim Business as a solution Assessing the business response Globalisation and CSR The meaning of ‘globalisation’ Influence of globalization on business CSR as a response to globalization Unmet challenges Target audience ... [-]

Developing Strategy

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the main environment-based and resource-based opportunities available to organizations, and the strategic options that arise from these opportunities; the benefits and problems of being part of a group; the options that arise from being part of a corporation, etc. [+]

Developing Strategy KEY INFORMATION Course Code: SM101A Duration: 1 week Fee: £2725 COURSE OUTLINE Developing Business-Level Strategy Options Purpose and the SWOT analysis – the contribution of Andrews Environment-based options: generic strategies – the contribution of Porter Environment-based strategic options: the market options matrix Environment-based strategic options: the expansion method matrix Resource-based strategic options: the resource-based view Resource-based strategic options: cost reduction Developing Corporate-Level Strategy Options Corporate-level strategy: the benefits and costs of diversifying Corporate options: degrees of diversification Corporate strategy and the role of the centre – the principle of parenting Corporate strategy: decisions about the company’s diversified portfolio of products The tools of corporate-level options: from acquisition to restructuring Strategy Evaluation and Development: The Prescriptive Process Prescriptive strategy content: evaluation against six criteria Strategy evaluation: procedures and techniques Applying empirical evidence and guidelines The classic prescriptive model of strategic management: exploring the process Finding the Strategic Route Forward The importance of strategy context The survival-based strategic route forward The uncertainty-based strategic route forward The network-based strategic route forward The learning-based strategic route forward Organisational Structure, Style and People Issues Strategy before structure? Building the organization’s structure: basic principles The choice of management style and culture Types of organizational structure Organisational structures for innovation Motivation and staffing in strategy implementation Target audience ... [-]

Development of Corporate Governance Codes

Campus Full time 4 days February 2019 United Kingdom London

Upon completion of this company directors course, you will be able to understand: the key factors affecting the development of corporate governance codes; the main developments in corporate governance codes; the corporate governance codes that have been most influential globally, etc. [+]

Development of Corporate Governance Codes KEY INFORMATION Course Code: SM103A4 Duration: 4 days Fee: £2180 COURSE OUTLINE Development of Corporate Governance Codes – Part 1 The growth in corporate governance codes Corporate governance in the UK Influential corporate governance codes Cadbury Report (1992) OECD Principles of Corporate Governance (1999) as revised (2004) Development of Corporate Governance Codes – Part 2 World Bank Global Corporate Governance Forum (GCGF) International Corporate Governance Network (ICGN) Commonwealth Association for Corporate Governance (CACG) EU and corporate governance Basle Committee Development of Corporate Governance Codes – Part 3 US corporate governance Delaware corporate law Employee Retirement Income Security Act 1974 (ERISA) Sarbanes-Oxley Act 2002 Commission on Public Trust and Private Enterprise 2003 NYSE Corporate Governance Rules (2003) Development of Corporate Governance Codes – Part 4 Emergency Economic Stabilisation Act (2008) NACD Key Agreed Principles to Strengthen Corporate Governance for the US Publicly Traded Companies (2008) Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) New York Stock Exchange (NYSE) Commission on Corporate Governance (2010) Non-Governmental Organisations (NGOs), public sector, non-profit organizations, and charities Target audience Heads of organizations, chief officers, chairpersons, board members and directors. Those who wish to explore some of the more challenging aspects of corporate governance in the 21st century. Professionals, practitioners, and management. Those employed in the corporate and investment sectors, as well as public, voluntary, and non-profit organizations who wish to place much more emphasis on good governance. Those who wish to understand the development of corporate governance in the last... [-]

Developments in Corporate Governance

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this corporate governance training, you will be able to understand: the various main theories that underlie the development of corporate governance; be aware of the impact of the form of legal system, capital market, and ownership structure on the development of corporate governance, etc. [+]

Developments in Corporate Governance training course KEY INFORMATION Course Code: SM103A Duration: 1 week Fee: £2725 COURSE OUTLINE Theoretical Aspects of Corporate Governance Agency theory Separation of ownership and control Transaction cost economics (TCE) Stakeholder theory Stewardship theory Convergence Development of Corporate Governance Codes – Part 1 The growth in corporate governance codes Corporate governance in the UK Influential corporate governance codes Cadbury Report (1992) OECD Principles of Corporate Governance (1999) as revised (2004) Development of Corporate Governance Codes – Part 2 World Bank Global Corporate Governance Forum (GCGF) International Corporate Governance Network (ICGN) Commonwealth Association for Corporate Governance (CACG) EU and corporate governance Basle Committee Development of Corporate Governance Codes – Part 3 US corporate governance Delaware corporate law Employee Retirement Income Security Act 1974 (ERISA) Sarbanes-Oxley Act 2002 Commission on Public Trust and Private Enterprise 2003 NYSE Corporate Governance Rules (2003) Development of Corporate Governance Codes – Part 4 Emergency Economic Stabilisation Act (2008) NACD Key Agreed Principles to Strengthen Corporate Governance for US Publicly Traded Companies (2008) Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) New York Stock Exchange (NYSE) Commission on Corporate Governance (2010) Non-Governmental Organisations (NGOs), public sector, non-profit organisations, and charities Target audience ... [-]

Facilities Management - Level 1

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand the complexity and constantly moving requirements of facilities management (FM) and its role in enabling the core business of a company to function effectively thus contributing to profitability, etc. [+]

Facilities Management – Level 1 KEY INFORMATION Course Code: OPM109A Duration: 1 week Fee: £2675 COURSE OUTLINE Getting Started with the Basics Aims and objectives: setting out your stall Tools of the trade Understanding your portfolio Managing People: Staff and Customers Managing your staff Teamwork: what makes a good team? Staff training Customer service Policies, Strategies, and Procedures Policies Key points of a strategy Procedures: Guidance notes Forms Administrative flow Monitoring and managing Quality management Risks and Liabilities Compliance Risks with new builds and defect periods Risks to property Outsourcing of Services or In-House Staff? Reasons to outsource services Outsourcing: advantages and disadvantages Specifications Risk Working with contractors Procurement routes for FM Target audience ... [-]

Facilities Management - Level 2

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this maintenance training programme, you will be able to understand the complexity and constantly moving requirements of facilities management (FM) and its role in enabling the core business of a company to function effectively thus contributing to profitability, etc. [+]

Facilities Management – Level 2 KEY INFORMATION Course Code: OPM109B Duration: 1 week Fee: £2725 COURSE OUTLINE In-House Teams Maintenance team Site supervision team Helpdesk team Post team Cleaning team Security team Maintenance including New Builds and Space Management Types of maintenance Planned programme and planned survey Space management New builds and maintenance Sustainability, Use of Resources and Sustainable Technologies What is sustainability? Improving the sustainability of your organization Sustainability: a whole organization approach Determining your carbon footprint Sustainable technologies Utilities Educating the occupants of buildings Waste and How to Deal with it What is waste? Paper waste Food waste Specialist waste Building waste Fleet Management Drivers and licenses Vehicles Key control Logging journeys Trackers Fuel cards Capital Purchases Target audience ... [-]

Financial Accounting, Reporting and Analysis

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: how financial information is prepared and presented, why the accounting is done in this way and what the resulting information actually means for users. [+]

Financial Accounting, Reporting and Analysis KEY INFORMATION Course Code: AFB105 Duration: 1 week Fee: £2725 COURSE OUTLINE Introduction Financial reporting The difference between profit and cash flow Qualitative characteristics Financial accounting Limited companies’ financial statements Accruals principle Prudence Pulling everything together Financial Reporting in Context The financial reporting system Corporate governance, sustainability and ethics Published financial statements of companies Techniques for the interpretation of financial statements Statement of Profit or Loss Reporting Issues Reporting performance Revenue from contracts with customers Earnings per share Taxation Statement of Financial Position Reporting Issues Property, plant and equipment, and impairment Intangible assets Inventories Liabilities Financial instruments Leases Employee benefits and share-based payments Consolidated Financial Statements Subsidiaries Associates, joint arrangements and statements of cash flow Target audience ... [-]

Financial Accounting - Level 1

Campus Full time 4 days February 2019 United Kingdom London

Upon completion of this financial literacy workshop, you will be able to understand: the purpose of accounting; why non-accountants need to understand accounting; the basic terminology of business transactions; how to prepare a cash budget, etc. [+]

Financial Accounting – Level 1 KEY INFORMATION Course Code: AFB104A Duration: 4 days Fee: £2095 COURSE OUTLINE The Cash Budget Why should managers understand accounting? Accounting concepts Timings of receipts and payments Calculation of the gross profit and gross profit margin Introduction to the Statement of Profit and Loss Measuring profit Double-entry bookkeeping Types of account Trial balance Capital versus revenue expenditure/income Calculating the cost of sales Balancing the Basics Assets and liabilities The statement of financial position Accruals and prepayments Accounting for Depreciation and Bad Debts The straight-line method The reducing-balance method Disposals of non-current assets Bad and doubtful debts Uses and limitations of the statement of financial position Target audience ... [-]

Financial Accounting - Level 2

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this accounting crash course, you will be able to understand: the nature of a limited company; the main external sources of finance available to limited companies, and their characteristics; the role of a stock exchange, etc. [+]

Financial Accounting – Level 2 KEY INFORMATION Course Code: AFB104B Duration: 1 week Fee: £2675 COURSE OUTLINE Company Finance The nature of limited companies Share capital The stock exchange Venture capital Loan capital and debentures Retained profits Reporting requirements Company Accounts The statement of profit or loss The statement of changes in equity The statement of financial position Intangible assets Revaluing assets The statement of comprehensive income Corporate governance The Statement of Cash Flows Sources of cash flow Non-current assets and the statement of cash flows Movements in working capital Tax, interest, and dividends What to look for in a statement of cash flows Managing cash Interpreting Financial Statements Ratio analysis The pyramid of ratios Probability ratios Liquidity ratios Control of working capital The working capital cycle Capital Structure and Investment Ratios Capital structure Investment ratios Limitations of ratio analysis Target audience ... [-]

Financial Management

Campus Full time 3 days April 2019 United Kingdom London

Upon completion of this financial workshops, you will be able to understand: the nature and significance of appraising long-term investments; how to use a range of investment appraisal techniques to assess and compare projects; the advantages and limitations of each method; the nature of a limited company, etc. [+]

Financial Management KEY INFORMATION Course Code: AFB102 Duration: 3 days Fee: £1635 COURSE OUTLINE Investment Appraisal Techniques Accounting rate of return Payback period Net present value Discounting to present value Internal rate of return Sources of Company Finance The nature of limited companies Share capital The stock exchange Venture capital Loan and capital and debentures Retained profits Reporting requirements Managing Working Capital The scale of working capital Managing inventories Managing trade receivables Managing cash Managing trade payables Target audience Chief officers and company directors. Managers and executives. Those who wish to examine the ways in which financial statements and other financial information may improve the quality of decision making. Learning outcomes ... [-]

Financial Management in the Public Sector - Level 1

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this course, you will be able to use forecasting tools; determine forecast accuracy; apply the most accurate tool for forecasting; define a resource development issue; estimate revenue shortage, etc. [+]

Financial Management in the Public Sector – Level 1 KEY INFORMATION Course Code: PS105A Duration: 1 week Fee: £2625 COURSE OUTLINE Revenue Forecasting Simple moving average (SMA) Exponential smoothing (EXS) Transformation moving average (TMA) Regression against time A quasi-casual forecasting model Determining forecast accuracy Resource Development Analysis Defining the issue: revenue shortage Estimating revenue shortage Developing revenue options Assessing revenue options Making decisions Cost Estimation Cost classification Total cost estimation Average cost estimation Cost Comparison Calculating present value Calculating annualised cost Incremental Cost Analysis Cost-Benefit Analysis Introduction to cost-benefit analysis Issues in cost-benefit analysis Financial Performance Monitoring Determining monitoring indicators Detecting unacceptable performance Understanding the causes and taking action Target audience Financial and budget personnel in governments. Anyone who is interested in governmental finance. Learning outcomes ... [-]

Financial Management in the Public Sector - Level 2

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this course, you will be able to: develop a cash budget; determine an optimal cash balance; use the optimal cash balance in cash management decision making; understand key elements in the statement of net assets, etc. [+]

Financial Management in the Public Sector – Level 2 KEY INFORMATION Course Code: PS105B Duration: 1 week Fee: £2725 COURSE OUTLINE Cash Management Creating a cash budget Determining the optimal cash balance Financial Reporting and Analysis: The Statement of Net Assets What information is in the statement of net assets? The accounting process Principles that govern accounting practices Financial Reporting and Analysis: The Statement of Activities What information is in the statement of activities? Accounting bases Financial Reporting and Analysis: Fund-Level Statements Governmental funds Proprietary funds Fiduciary funds Financial Condition Analysis (FCA) What is financial condition analysis? Determining measures in FCA Identifying any warning trend of deteriorating financial condition Specifying the relationship Explaining the relationship FCA report writing Target audience Financial and budget personnel in governments. Anyone who is interested in governmental finance. Learning outcomes ... [-]

Group Skills Development

Campus Full time 3 days December 2018 United Kingdom London

Upon completion of this management workshops, you will be able to: empower others; empower yourself; engage others effectively; diagnose and facilitate team development; build high-performance teams; facilitate team leadership, etc. [+]

Group Skills Development KEY INFORMATION Course Code: LSS103B3 Duration: 3 days Fee: £1635 COURSE OUTLINE Empowering and Engaging Others The meaning of empowerment Dimensions of empowerment How to develop empowerment Inhibitors to empowerment Fostering engagement Building Effective Teams and Teamwork The advantages of teams Team development Leading teams Team membership Leading Positive Change Ubiquitous and escalating change The need for frameworks A framework for leading positive change Target audience Heads of organisations, chief officers, chairpersons, board members and directors. Heads of departments. Senior managers and executives. Those who wish to develop their group skills. Those who wish to develop themselves as more competent and effective managers. Learning outcomes ... [-]

HRM - Relationship with Strategy

Campus Full time 3 days February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing strategy in terms of multiple stakeholders; the principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm. [+]

HRM – Relationship with Strategy KEY INFORMATION Course Code: HR102A3 Duration: 3 days Fee: £1590 COURSE OUTLINE HRM, Strategy and Corporate Social Responsibility The meaning of human resource management Business and corporate strategies Stakeholders and corporate responsibility High-Commitment HRM Policy and Practice An outline of high-commitment HR policies and practices Bundles of human resource practices Is high-commitment HRM universally applicable? Aligning HRM with Organisational Goals Contingency theory and best fit ‘Best fit’ HRM Limitations of best-fit / contingency models The resource-based view of HRM and the ‘architecture’ Applying RBV and architecture models to HRM Target audience HR managers and executives Heads of HR functions HR business partners and advisors HR professionals and practitioners Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organizations. Small-business owners and managers responsible for the people function within their organizations. Learning outcomes ... [-]

HRM Delivery and Relationship with Strategy

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing strategy in terms of multiple stakeholders; the principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm, etc. [+]

HRM Delivery and Relationship with Strategy KEY INFORMATION Course Code: HR102A Duration: 1 week Fee: £2645 COURSE OUTLINE HRM, Strategy and Corporate Social Responsibility The meaning of human resource management Business and corporate strategies Stakeholders and corporate responsibility High-Commitment HRM Policy and Practice An outline of high-commitment HR policies and practices Bundles of human resource practices Is high-commitment HRM universally applicable? Aligning HRM with Organisational Goals Contingency theory and best fit ‘Best fit’ HRM Limitations of best-fit / contingency models Resource-based view of HRM and the ‘architecture’ Applying RBV and architecture models to HRM The Role of the HR function in Changing Times The development of HR as a specialist function Analysing the role of the HR function New forms of delivery: outsourcing, shared service centres and E-HRM Assessing the contribution of the HR function Line Managers, Leadership and HRM Increasing the line management responsibility for HRM Problems with devolving HRM to line managers Developing line managers to provide effective HRM Leadership Target audience HR managers and executives Heads of HR functions HR business partners and advisors HR professionals and practitioners Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations. Small-business owners and managers responsible for the people function within their organizations. Learning outcomes ... [-]

HRM Practices and Processes

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: all components of HRM and a range of contemporary issues; resourcing and talent management – HR planning, recruitment, and selection; performance management, etc. [+]

HRM Practices and Processes KEY INFORMATION Course Code: HR102B Duration: 1 week Fee: £2695 COURSE OUTLINE Resourcing and Talent Management Human resource planning, turnover and retention Talent management Defining jobs and creating person specifications Recruitment methods Differing paradigms of selection Performance Management Performance management systems Induction and employee socialisation Performance review Reinforcing performance standards Learning and Knowledge Development The process of learning The training cycle A review of some contemporary L&D interventions Managing knowledge Employee Involvement and Participation: Creating Engagement and Voice in the Workplace The meaning of employee involvement and participation From direct EIP to employee engagement Representative participation The links between informal and formal EIP Embedding EIP at work Reward Management Reward management in context Types of payment scheme Job evaluation Equal value considerations Non-pay benefits as part of the package Target audience HR managers and executives Heads of HR functions HR business partners and advisors HR professionals and practitioners Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations. Small-business owners and managers responsible for the people function within their organizations. Learning outcomes ... [-]

HRM Strategies - Organisational Capability

Campus Full time 3 days April 2019 United Kingdom London

Upon completion of this HR workshops, you will be able to understand: the process of formulating and implementing organizational development strategy; the meaning and significance of human capital management (HCM); the approaches to the development of knowledge management strategies, etc. [+]

HRM Strategies – Organisational Capability KEY INFORMATION Course Code: HR101A3 Duration: 3 days Fee: £1605 COURSE OUTLINE Organisational Development Strategy Organisational development activities Formulating and implementing organisational development strategy Culture change Human Capital Management (HCM) Strategy Aims of HCM The role of HCM strategy The link between HCM and business strategy Developing an HCM strategy Knowledge Management Strategy The process of knowledge management Sources and types of knowledge Approaches to the development of knowledge management strategies Components of a knowledge management strategy Target audience HR directors Heads of HR functions HR business partners Senior HR executives, managers, advisors and officers who wish to contribute to the development and implementation of HR strategy. Chief officers, Chairpersons, Board members, Company directors, Heads of Departments, and all those at the highest levels of an organization interested in developing an in-depth knowledge of strategic HRM. Learning outcomes ... [-]

Human Resource Practice - Level 1

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the broader aspects surrounding the HR function, as well as the wide range of activities involved in its execution; the importance of good job analysis in relation to HR activities, etc. [+]

Human Resource Practice – Level 1 KEY INFORMATION Course Code: HR103A Duration: 1 week Fee: £2625 COURSE OUTLINE The Organisational Context Characteristics of organizations What should an HR practitioner achieve? Organising the HR function Trade unions Job Analysis Jobs with repetitive activities Administrative and technical work, and delivery of services Professional and managerial jobs The organisation chart Job evaluation Recruitment and Selection Workforce planning The recruitment and selection process Making the appointment Induction Evaluation Performance Management Performance management vs. performance appraisal Motivation Interviewing skills Reward Pay systems and structures Linking pay with performance Non-pay rewards Making pay decisions Target audience ... [-]

Human Resource Practice - Level 2

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the changing nature of employee relations; the stages of the learning cycle, starting with the identification of learning needs and proceeding through the stages of planning, implementing and evaluating, etc. [+]

Human Resource Practice – Level 2 KEY INFORMATION Course Code: HR103B Duration: 1 week Fee: £2675 COURSE OUTLINE Employee Relations Discipline Capability Handling grievances Employee voice and employee engagement The psychological contract Learning and Development The learning cycle Levels of learning needs analysis Learning and development plans Implementing learning and development activities Information and Communication Technology in HR Why are records important in HR Manual and computerised records Information and consultation Confidentiality, openness, and social media Change in Organisations Approaches to change Managing change The impact of change on individuals Supporting employees through change Personal Effectiveness Communications Negotiating, influencing and persuading Assertiveness Emotional intelligence, empathy and resilience Continuous professional development Target audience HR officers and managers who are newly appointed to the role and who lack previous generalist experience. HR assistants, administrators and PAs who support more senior HR staff. Employees working for new but rapidly expanding organizations who acquire responsibility for establishing and formalizing HR policies, procedures, and practices. Staff who work in HR-related areas. Staff who work in specialist areas of HR practice, such as training, employee relations or job evaluation, who wish to progress into or have more knowledge of generalist roles. Line managers or supervisors who have responsibility for HR activities. Owners or managers of small businesses who have overall responsibility for the ‘people element’ within them. Learning outcomes ... [-]

Implementing Strategy

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the process of implementation; how tasks and objectives are set; how resources are allocated; how strategic planning is conducted and its influence on strategy, etc. [+]

Implementing Strategy KEY INFORMATION Course Code: SM101B Duration: 1 week Fee: £2825 COURSE OUTLINE Implementing and Controlling the Strategic Plan The nature and limitations of the implementation process Objectives, task setting and communicating the strategy Resource allocation Information, monitoring and control The Balance Scorecard: the contribution of Kaplan and Norton Prescriptive strategy planning Green Strategy and Sustainability Green strategy and sustainability: the main topics Green strategy: environmental analysis Green strategy: analysing resources Green strategy: stakeholders and organisational purpose Green strategy: knowledge, technology and innovation Green strategy: strategic options and choice Implementing green strategies Managing Strategic Change The basic concept of strategic change Analysing the causes of strategic change Prescriptive approaches to managing strategic change Emergent approaches to managing change Developing a strategic change programme Strategic Leadership What is strategic leadership? What makes a successful leader? How leadership roles change over time How leaders cope with power Successful strategic leadership Strategy and Business Models What is a business model? Identifying the elements of the business model The benefits and problems of the business model Strategic management and business models Target audience ... [-]

Information Systems Management

Campus Full time 3 days January 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the development of information systems; the primary responsibilities of the IS department; the reasons for outsourcing IS services, the most common and popular outsource alternatives, and the outsourcing risks, etc. [+]

Information Systems Management KEY INFORMATION Course Code: IT102B3 Duration: 3 days Fee: £1605 COURSE OUTLINE Information Systems Development What is systems development? The five phases of the systems development lifecycle (SDLC) Accomplishing system definition The users’ role in the requirement phase Designing the five components Implementing an IS The tasks for system maintenance Problems with the SDLC Information Systems Management Functions and organization of the IS department How do organizations plan the use of IS? Advantages and disadvantages of outsourcing User rights and responsibilities Information Security Management The goal of IS security How big is the computer security problem? Responding to security threats Technical safeguards Data safeguards Human safeguards Responding to security incidents Target audience ... [-]

Information Technology Management

Campus Full time 3 days January 2019 United Kingdom London

Upon completion of this information technology workshop, you will be able to understand: hardware and software; how to use application software sources; how to query and extract data to solve problems, etc. [+]

Information Technology Management KEY INFORMATION Course Code: IT102A3 Duration: 3 days Fee: £1575 COURSE OUTLINE Hardware and Software Computer hardware Operating systems software Applications software Open source software as a viable alternative Database Processing The purpose of a database What is a database management system (DBMS)? Database applications to make databases more useful What is a NoSQL DBMS? The Cloud Why is the cloud the future for most organizations? Using the cloud Using cloud services securely Target audience

This IT training is suitable for:

Those who wish to assess, evaluate, and apply emerging information systems (IS) technology to business. Those who wish to take an active role in systems development to create an IS that meets their needs. Those who need to learn how to employ IS to accomplish their job tasks. Those who want to use IS to achieve their business strategies. Learning outcomes ... [-]

Interpersonal Skills Development

Campus Full time 4 days March 2019 United Kingdom London

Upon completion of this interpersonal skills course, you will be able to: build supportive relationships even when delivering negative feedback; avoid defensiveness and disconfirmation in interpersonal communication, etc. [+]

Interpersonal Skills Development KEY INFORMATION Course Code: LSS103A4 Duration: 4 days Fee: £2095 COURSE OUTLINE Building Relationships by Communicating Supportively Building positive interpersonal relationships The importance of effective communication What is supportive communication? Principles of supportive communication The personal management interview Gaining Power and Influence Building a strong power base and using influence wisely Is power a four-letter word? Abuse of power Influence strategies: the three Rs The pros and cons of each strategy Acting assertively: neutralizing influence attempts Motivating Others Increasing motivation and performance Diagnosing work performance problems Enhancing individuals’ abilities Fostering a motivating work environment Elements of an effective motivation programme Managing Conflict Interpersonal conflict management Diagnosing the types of interpersonal conflict Selecting the appropriate conflict management approach Resolving interpersonal confrontations Target audience ... [-]

Interpretation and Application of IPSAS

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the role and history of IPSASB; the scope of accrual-based IPSAS; what is prescribed in the suite of IPSAS for accrual basis accounting; the options accrual-based IPSAS provides for the measurement and recognition for each of the standards, etc. [+]

Interpretation and Application of IPSAS KEY INFORMATION Course Code: AFB107 Duration: 1 week Fee: £2625 COURSE OUTLINE Introducing Public Sector Accounting IPSAS and public sector entities Why converge public sector accounting practices? The International Public Sector Accounting Standards Board (IPSASB) Accrual-based IPSAS: Part 1 The IPSASB conceptual framework and key accrual accounting concepts Financial statements Disclosure standards Long-term (non-current assets) Current assets Service concession arrangements: grantor Leases and leasing arrangements Accrual-based IPSAS: Part 2 Revenues and expenses Employee benefits, social benefits, and other liabilities Provisions and contingencies Budget reporting Financial instruments Consolidations and strategic investments Specific standards: accounting for agriculture and accounting in hyperinflation economies Recommended practice guidelines Cash-based IPSAS Content part 1 cash basis IPSAS Examples of use of cash basis IPSAS Content part 2 cash basis IPSAS Making the Transition to IPSAS Project management perspective What is the starting point for transition? Different paths of IPSAS adoption First-time adoption of accrual basis IPSAS Target audience Accounting and financial specialists, professionals, practitioners, and policymakers employed within national, state/provincial and local governments; government ministries, departments, programs, boards, commissions, and agencies; public sector social security funds, trusts, and statutory authorities; and International governmental organizations. Accounting and finance staff of public sector entities that intend to embrace IPSAS, and thereby upgrade the reporting, the accountability and the transparency of their organizations. Public administrators encountering important challenges in reducing the distance between accounting systems within countries as well as across borders, through a move towards harmonization of accounting practices in the public sector.... [-]

Introduction to Banking

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this bank training course, you will be able to understand the reasons why banks exist, the main services they offer, recent trends impacting on business areas, types of banking firms and the differences between domestic and international banking business, etc. [+]

Introduction to Banking KEY INFORMATION Course Code: AFB112 Duration: 1 week Fee: £2625 COURSE OUTLINE Introduction to Banking What is special about banks? Bank activities and services Types of banking International banking Central Banking and Bank Regulation Theory of central banking Central banks in practice Bank regulation and supervision Bank failures and banking crises Issues in Bank Management Banks’ balance sheet and income structure Bank financial management Banking risks Bank risk management Comparative banking markets Banking in the UK Banking in Europe Banking in the US Banking in Japan Banking in emerging markets Advanced Topics in Banking Banks and markets Mergers and acquisitions Bank competition and financial stability Target audience Financial regulators Banking staff Those who wish to gain a comprehensive insight into the business of banking, the impact of the financial crisis upon the banking sector globally and the far-reaching regulatory reforms. Learning outcomes ... [-]

Introduction to Public Sector Management

Campus Full time 3 days April 2019 United Kingdom London

Upon completion of this public admin course, you will be able to understand: politics and different policies towards the public sector and its management; public finance, how fiscal policy is made, what public money is spent on and where it comes from, etc. [+]

Introduction to Public Sector Management KEY INFORMATION Course Code: PS102A Duration: 3 days Fee: £1575 COURSE OUTLINE Politics and the Public Sector Political differences The role of the state A centralized or decentralized state? Politics and management: values Public Spending The macro-economic policy context Fiscal policy and the economic cycles What is the money spent on? Where does the money come from? Public spending in the devoted administrations Why is the level of public spending important? The fiscal crisis of 2008 and its aftermath Social Policies and Management Choice of policy instrument Trends in policy and management Income maintenance Community care Education Criminal justice Health policy Housing Target audience Public service heads, managers, and those who work in some capacity with the public sector. Those employed within the public sector charged with the responsibility of bringing about change so that their organization is more efficient and offers more value for money. Public service executives that understand the need for reform and, as a team, think through the recalibration of the state and its services that this implies. Those who wish to address the ethos, goals, and disciplines of public service and will help to create the means of refashioning and strengthening them. Learning outcomes ... [-]

Leadership in Practice - Level 1

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this leadership workshop, you will be able to understand: one of the earliest approaches to leadership – the Trait Approach; how leaders behave; the relationship between a leader and followers through the style approach; a leader’s approach as being dependent on the situation facing the leader, and that successful leaders can adapt their approach to suit the circumstances, etc. [+]

Leadership in Practice – Level 1 KEY INFORMATION Course Code: LSS102A Duration: 1 week Fee: £2625 COURSE OUTLINE Trait Theory – Description, Analysis, and Use Evolution of the idea Traits – a brief outline Traits and leaders Decline ‘Derailing’ So where does this leave trait theory and organizations? Behavioral Models Foundation principles What are ‘leadership behaviors’? Organisational implications The Style Approach to Leadership Evolution of the approach Organisational culture Widening the choice Factors affecting style Style approach – strengths and weaknesses Situational and Contingent Leadership Early developments Hersey and Blanchard’s life cycle theory of leadership How the model operates Path-Goal theory Fielder’s contingency theory Broader situational factors Leadership substitutes theory Charisma and Transformational Leadership Charisma House and Shamir self-concept theory Attribution theory Characteristics of charismatic leaders Context and crisis Negative aspects of charisma Transformational leadership Target audience ... [-]

Leadership in Practice - Level 2

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: authentic leadership should underpin any form of effective leadership; the delicate nature of the relationship between the leader and followers; two different approaches to psychodynamics – Myers-Briggs Type Indicator and neuro-linguistic programming, etc. [+]

Leadership in Practice – Level 2 KEY INFORMATION Course Code: LSS102B Duration: 1 week Fee: £2675 COURSE OUTLINE Authentic Leadership Defining authentic leadership Academic approach Practitioner approach Pseudo-authenticity Followership Attributes of followers Leader-member exchange theory (LMX) Implications of LMX Attributes of followers and leaders Psychodynamic Approaches to Leadership Freud, Jung, and personality Myers-Briggs Type Indicator Neuro-linguistic programming Criticism of psychodynamic approach Emotional Intelligence (EI) The architecture of the brain The nature of intelligence What is EI? Goleman’s approach Other perspectives The ‘dark side’ of EI Criticisms of EI Ethical Leadership What are ethics? Basic ethical frameworks Deontological frameworks Leadership and moral development What is an ‘ethical leader’? Why do leaders not act ethically? Whistleblowing Why do workers not blow the whistle more often? Target audience ... [-]

Learning and Development Practice - Level 1

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this learning and development training course, you will be able to understand: the position and contribution of L&D to an organization; the essential technical skills and knowledge that underpin the L&D profession and which are crucial to success in most L&D roles, etc. [+]

Learning and Development Practice – Level 1 KEY INFORMATION Course Code: HR106A Duration: 1 week Fee: £2625 COURSE OUTLINE Learning and Development and the Organisation Understanding organizations Why are organizations established? Different types of organization The learning and development function Identifying Learning and Development Needs What are learning needs? Identifying learning needs Collecting and analyzing learning needs information Determining priorities Presenting a recommendation for learning Designing Learning and Development Activities Aims, objectives and learning outcomes Determining and sequencing learning content Selecting training and learning methods Selecting and developing learning resources Delivering Learning and Development Activities Preparing for L&D activities Establishing the physical environment for learning Delivery methods and techniques Working with visual aids and resources Managing group dynamics and creating a positive learning environment Using Technology to Facilitate Learning Technology and learning The timeline of technology in training Delivering live online learning sessions Creating digital learning content Target audience ... [-]

Learning and Development Practice - Level 2

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this learning strategy training course, you will be able to understand various aspects of the training cycle in more depth, taking your learning to a more specialist level. [+]

Learning and Development Practice – Level 2 KEY INFORMATION Course Code: HR106B Duration: 1 week Fee: £2675 COURSE OUTLINE Enhancing Learner Engagement Factors affecting learning engagement Psychology and learning Neuroscience and learning Strategies for enhancing engagement Supporting Collective and Social Learning What is collective and social learning? E-learning Facilitating collective and social learning within an online learning programme Using social media for collective and social learning Supporting Individual Learning through Coaching and Mentoring The coaching process The mentoring process Coaching and mentoring practice – models Coaching and mentoring practice – communication techniques Recording coaching and mentoring activity Assessing Learning and Development The assessor role Planning assessment Assessment methods Making an assessment decision Providing assessment feedback Organising Learning and Development Events Types of L&D events Planning and coordinating an L&D event Promoting L&D events Customer care skills Target audience ... [-]

Management Accounting - Level 1

Campus Full time 4 days April 2019 United Kingdom London

Upon completion of this cost accounting course, you will be able to understand: the difference between management accounting and financial accounting; the difference between fixed and variable costs; how to calculate variable and fixed costs using the high-low method, etc. [+]

Management Accounting – Level 1 KEY INFORMATION Course Code: 1895 Duration: 4 days Fee: £2120 COURSE OUTLINE Cost and Break-even Analysis Fixed and variable costs Contribution Break-even analysis The margin of safety Interpreting break-even analysis Assumptions underlying break-even analysis Absorption and Activity-based Costing Direct and indirect costs Absorption costing Calculating a blanket rate Over and under recovery Calculating a department rate to fully cost the product Activity-based costing Budgeting The advantages of budgets The process of budgeting Preparation of a budget Problems of budgeting Budgets to monitor performance and flexible budgeting Variance analysis Pricing and Costs Using cost information to price your product Discounts and distribution margins Choosing the appropriate costing method Pricing and product strategy Optimum pricing Target costing Life-cycle costing Transfer pricing Target audience ... [-]

Management Accounting - Level 2

Campus Full time 3 days April 2019 United Kingdom London

Upon completion of this management accounting courses, you will be able to understand: which costs are relevant to short-term decision making; whether an organization should make or buy products; which products should be prioritized if there are limited resources, etc. [+]

Management Accounting – Level 2 KEY INFORMATION Course Code: AFB103B Duration: 3 days Fee: £1620 COURSE OUTLINE Short-term Decision Making What are relevant revenues and costs? Make or buy decisions Limiting factors Upgrading equipment Closure of sites or discontinuing products Investment Appraisal Techniques Accounting rate of return Payback period Net present value Discounting to present value The internal rate of return Measuring and Reporting Performance Performance measurement: strategy and objectives Financial and non-financial performance measurement Key performance measures Benchmarking The balanced scorecard Customer profitability analysis Integrated reporting Environment accounting and carbon reporting Corporate governance Ethics Target audience Those who wish to understand the implications of decisions made across a range of management accounting issues. Those who wish to develop the ability to analyze, interpret, and question the accounting information they may encounter in a business context. Those who wish to acquire a sound appreciation of accounting and finance in order to communicate and succeed in the business world. Non-accounting staff who desire a practical introduction to the fundamentals of management accounting. Learning outcomes ... [-]

Management Information Systems Essentials - Level 1

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to: appreciate the uses of business processes, information systems, and information in organizations; demonstrate an understanding of hardware and software and their place in management information systems, etc. [+]

Management Information Systems Essentials – Level 1 KEY INFORMATION Course Code: IT102A Duration: 1 week Fee: £2625 COURSE OUTLINE Business Processes, Information Systems, and Information The need to understand business processes Business process modeling Using IS to improve process quality What is information? Data characteristics required for quality information Hardware and Software Computer hardware Operating systems software Applications software Open source software as a viable alternative Database Processing The purpose of a database What is a database management system (DBMS)? Database applications to make databases more useful What is a NoSQL DBMS? The Cloud Why is the cloud the future for most organizations? Using the cloud Using cloud services securely Organisations and Information Systems How do IS vary by scope? Solving departmental silos through enterprise systems Customer relationship management (CRM), enterprise resource planning (ERP), and enterprise application integration (EAI) Inter-enterprise IS Target audience ... [-]

Management Information Systems Essentials - Level 2

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to: evaluate the potential benefits of social media information systems to organizations; appreciate the uses of business intelligence systems; differentiate the key elements of information systems development and understand the role system developments plays in MIS, etc. [+]

Management Information Systems Essentials – Level 2 KEY INFORMATION Course Code: IT102B Duration: 1 week Fee: £2675 COURSE OUTLINE Social Media Information Systems What is a social media information system (SMIS)? SMIS to advance organizational strategy Increasing social capital Managing the risks of social media Where is social media taking us? Business Intelligence Systems How do organizations use business intelligence (BI) systems? The three primary activities in the BI process Using data warehouses and data marts to acquire data Three techniques for processing BI data The alternatives for publishing BI Information Systems Development What is systems development? The five phases of the systems development lifecycle (SDLC) Accomplishing system definition The users’ role in the requirement phase Designing the five components Implementing an IS The tasks for system maintenance Problems with the SDLC Information Systems Management Functions and organization of the IS department How do organizations plan the use of IS? Advantages and disadvantages of outsourcing User rights and responsibilities Information Security Management The goal of IS security How big is the computer security problem? Responding to security threats Technical safeguards Data safeguards Human safeguards Responding to security incidents Target audience ... [-]

Management Skills Development

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this management training courses, you will be able to: build supportive relationships even when delivering negative feedback; avoid defensiveness and disconfirmation in interpersonal communication; improve the ability to apply principles of supportive communication, etc. [+]

Management Skills Development KEY INFORMATION Course Code: LSS103A Duration: 1 week Fee: £2625 COURSE OUTLINE Building Relationships by Communicating Supportively Building positive interpersonal relationships The importance of effective communication What is supportive communication? Principles of supportive communication The personal management interview Gaining Power and Influence Building a strong power base and using influence wisely Is power a four-letter word? Abuse of power Influence strategies: the three Rs The pros and cons of each strategy Acting assertively: neutralising influence attempts Motivating Others Increasing motivation and performance Diagnosing work performance problems Enhancing individuals’ abilities Fostering a motivating work environment Elements of an effective motivation programme Managing Conflict Interpersonal conflict management Diagnosing the types of interpersonal conflict Selecting the appropriate conflict management approach Resolving interpersonal confrontations Solving Problems Analytically and Creatively Problems solving, creativity, and innovation Steps in analytical problem solving Impediments to creative problem solving Multiple approaches to creativity Conceptual blocks Conceptual blockbusting Hints for applying problem-solving techniques Fostering creativity in others Target audience Heads of organisations, chief officers, chairpersons, board members and directors. Heads of departments. Managers and executives. Those who wish to develop their interpersonal and personal skills. Those who wish to develop themselves as more competent and effective managers. Learning outcomes ... [-]

Managing and Implementing Corporate Social Responsibility

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the different goals that companies are trying to achieve; the types and levels of CSR that companies exhibit; the shared lessons and common elements of CSR management; how CSR is managed inside companies, etc. [+]

Managing and Implementing Corporate Social Responsibility KEY INFORMATION Course Code: SM104A Duration: 1 week Fee: £2675 COURSE OUTLINE How CSR is Managed Understanding what companies want from CSR Qualities of good CSR management Structuring the CSR function CSR as strategy The business case for CSR CSR and Governance Theories of corporate governance The ‘drivers’ of corporate governance reform International developments in corporate governance Commentary from a CSR perspective CSR Reporting The nature, challenges and emergence of CSR reporting The upsurge in CSR reporting since the early 1990s Conventional financial reporting and CSR reporting Reporting issues for corporate management Stakeholder Management and Engagement Meaning and origins of stakeholder CSR standards Stakeholder consensus: deviance and uniformity Government and governance Socially Responsible Investment The origins and development of SRI Sustainable investing Types of SRI analysis and practice Engagement Other SRI approaches SRI performance SRI index performance SRI fund performance Market growth Trends in SRI Target audience ... [-]

Marketing Communications - Level 1

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this marketing communication courses, you will be able to understand: the role that advertising plays in influencing our thoughts and behavior; advertising as an independent discipline; the use of selling propositions, and the role of emotion in advertising; different types or forms of advertising, etc. [+]

Marketing Communications – Level 1 KEY INFORMATION Course Code: MPRS102A Duration: 1 week Fee: £2625 COURSE OUTLINE Advertising: Role, Forms and Strategy Selling propositions The use of emotion in advertising Types of advertising Using advertising strategically Consumer-generated advertising Public Relations: Principles and Practice Public relations and relationship management Objectives of public relations Public relations: methods and techniques Media relations Forms of public relations Sponsorship The growth and development of sponsorship Sponsorship objectives How sponsorship might work Types of sponsorship The role of sponsorship in the communications mix Direct Marketing and Personal Selling The growth of direct marketing The role of data Direct-response media The tasks of personal selling The role of social media in personal selling Strategic account management Sales Promotion, Field Marketing and Brand Experience Sales promotion plans: the objectives Retention programmes Sales promotion: methods and techniques Range of field marketing activities Brand experience and events Target audience ... [-]

Marketing Communications - Level 2

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this short-term marketing courses, you will be able to understand: the concept and issues associated with brand placement; the differences and significance of exhibitions and trade shows; the main advantages and disadvantages of using exhibitions as part of the communications mix, etc. [+]

Marketing Communications – Level 2 KEY INFORMATION Course Code: MPRS102B Duration: 1 week Fee: £2675 COURSE OUTLINE Brand Placement, Exhibitions, Packaging and Licensing Characteristics and issues of brand placement Trade shows and exhibitions The communications dimensions of packaging Licensing Messages and Creativity Message source Structural elements in a message Message appeals Advertising tactics The creative process Message framing Storytelling User-generated content (UGC) Sourcing content Media – Principles and Practice Media classification – by form Media classification – by source Media classification – by function Linear media Interactive media Social, Search and Other Interactive Media Interactive media advertising Search engine marketing Social media Other forms of interactive media Media Planning: Reaching Audiences The media mix Switching behaviour Vehicle selection Recency planning Media buying: the block plan and automation Media source effects Target audience Chief Communications Officers Marketing and communications directors, managers, executives and staff Those who wish to understand how brands create communications and engage audiences in brand conversations Those employed by governmental, charitable, other not-for-profit and third-sector organisations who need to communicate with a range of stakeholders Those who wish to develop insights into the reasoning behind the marketing communications activities used by organisations Learning outcomes ... [-]

Marketing Communications Tools

Campus Full time Part time 6 days March 2019 United Kingdom London + 1 more

Upon completion of this course, you will be able to understand: the role that advertising plays in influencing our thoughts and behavior; advertising as an independent discipline; the use of selling propositions, and the role of emotion in advertising, etc. [+]

Marketing Communications Tools KEY INFORMATION Course Code: MPRS102A5BA Duration: 6 days Fee: £2895 COURSE OUTLINE Advertising: Role, Forms and Strategy Selling propositions The use of emotion in advertising Types of advertising Using advertising strategically Consumer-generated advertising Public Relations: Principles and Practice Public relations and relationship management Objectives of public relations Public relations: methods and techniques Media relations Forms of public relations Sponsorship The growth and development of sponsorship Sponsorship objectives How sponsorship might work Types of sponsorship The role of sponsorship in the communications mix Direct Marketing and Personal Selling The growth of direct marketing The role of data Direct-response media The tasks of personal selling The role of social media in personal selling Strategic account management Sales Promotion, Field Marketing and Brand Experience Sales promotion plans:the objectives Retention programmes Sales promotion: methods and techniques Range of field marketing activities Brand experience and events Brand Placement, Exhibitions, Packaging and Licensing Characteristics and issues of brand placement Trade shows and exhibitions The communications dimensions of packaging Licensing Target audience Chief Communications Officers Marketing and communications directors, managers, executives and staff. Those who wish to understand how brands create communications and engage audiences in brand conversations. Those employed by governmental, charitable, other not-for-profit and third-sector organizations who need to communicate with a range of stakeholders. Those who wish to develop insights into the reasoning behind the marketing communications activities used by organizations. Learning outcomes ... [-]

Marketing Management

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this marketing manager training course, you will be able to understand: different levels of a proposition; various types of product propositions and particular concepts relating to the management of products, including the product lifecycle; the relationship between product and service offerings and the product-service spectrum, etc. [+]

Marketing Management KEY INFORMATION Course Code: MPRS101B Duration: 1 week Fee: £2625 COURSE OUTLINE New Proposition Development and Innovation Product levels Classifying products Product range, line, and mix Product lifecycles Development propositions for products and services Service development The process of adoption Diffusion theory Price and Customer Value Decisions Price elasticity of demand The concept of pricing and cost The relationship between pricing and propositional costs Pricing management Configuring the Marketing Communications Mix Selecting the right tools Marketing communications messages The media Other promotional methods and approaches Integrated marketing communications Digital and Social Media Marketing Evolution of the internet Evolution of social media Digital marketing communications Crowdsourcing Legal and ethical considerations Branding Decisions How brands work: associations and personalities Brand names Types of brand Branding strategies How to build brands Brand co-creation Sector branding Brand equity Target audience Chief Communications Officers Marketing and communications directors, managers, executives and staff. Learning outcomes ... [-]

Media Management

Campus Full time 3 days March 2019 United Kingdom London

Upon completion of this media courses, you will be able to understand: three main ways in which media can be classified; differences between linear and interactive media; trends and primary characteristics of each type of linear media, etc. Different characteristics associated with interactive media, and what interactive media enable people to do. [+]

Media Management KEY INFORMATION Course Code: MPRS102B3 Duration: 3 days Fee: £1605 COURSE OUTLINE Media – Principles and Practice Media classification – by form Media classification – by source Media classification – by function Linear media Interactive media Social, Search and Other Interactive Media Interactive media advertising Search engine marketing Social media Other forms of interactive media Media Planning: Reaching Audiences The media mix Switching behaviour Vehicle selection Recency planning Media buying: the block plan and automation Media source effects Target audience

This media training course is suitable for:

Chief Communications Officers Marketing and communications directors, managers, executives and staff. Those who wish to understand how brands create communications and engage audiences in brand conversations. Those employed by governmental, charitable, other not-for-profit and third-sector organizations who need to communicate with a range of stakeholders. Those who wish to develop insights into the reasoning behind the marketing communications activities used by organizations. Learning outcomes ... [-]

Operations Delivery

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: how operations need to decide how to vary their capacity (if at all) as demand for their products and services fluctuates; how operations relate to each other in the context of a wider network of suppliers and customers, and how these relationships can be managed, etc. [+]

Operations Delivery KEY INFORMATION Course Code: OPM102A Duration: 1 week Fee: £2675 COURSE OUTLINE Capacity Management Measuring demand and capacity Setting the operation’s base capacity Ways of coping with mismatches between demand and capacity How operations understand the consequences of their capacity decision Supply Chain Management How supply chains compete Managing relationships in supply chains Managing the supply side Managing the demand side The dynamics of supply chains Inventory Management Why should there be any inventory? Order quantity – the volume decision When to place an order – the timing decision Controlling inventory Planning and Control Systems What are planning and control systems? ERP and how it developed into the most common planning and control system Implementing planning and control systems Materials Requirements Planning (MRP) Master production schedule The bill of materials (BOM) Inventory records The MRP netting process MRP capacity checks Target audience Operations directors and managers Heads of departments Operations executives, officers, and staff Those who wish to learn how to plan and control the delivery of the operations process. Learning outcomes ... [-]

Operations Design

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: various types of process, and how these ‘building blocks’ of operations are designed; how different ways of arranging physical facilities affect the nature of flow through the operation, etc. [+]

Operations Design KEY INFORMATION Course Code: OPM103A Duration: 1 week Fee: £2625 COURSE OUTLINE Process Design What is process design? Objectives of process design The effect of volume and variety on process design Designing processes in detail Layout and Flow The influence of layout on performance Basic layout types used in operations The effect of the appearance of an operation on its performance The design of each basic layout type in detail Process Technology What is process technology? What operations managers need to know about process technology Evaluating process technologies Implementing process technologies People in Operations The importance of people in operations management Operations managers’ contribution to human resource strategy Organising the operations function Designing jobs Allocating work times Planning and Control What is planning and control? The difference between planning and control The effect of supply and demand on planning and control The activities of planning and control Target audience Chief operations officers Operations directors and managers Heads of departments Operations executives, officers, and staff Those who wish to learn how to design an operation’s resources and processes Learning outcomes ... [-]

Operations Development

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the concepts that underlie one of the most influential sets of ideas to impact operations management; how managers can make their operation perform better through the use of the many elements of new (and not so new) improvement approaches, etc. [+]

Operations Development KEY INFORMATION Course Code: OPM102B Duration: 1 week Fee: £2725 COURSE OUTLINE Lean Operations What is lean? How lean eliminates waste Applying lean throughout the supply network Comparing lean with other approaches Operations Improvement The importance of improvement in operations management Key elements of operations improvement Broad approaches to improvement Improvement techniques Managing the improvement process Quality Management What is quality? The importance of quality Steps that lead towards conformance of specification What is total quality management (TQM) Managing Risk and Recovery What is risk management? Assessing the potential causes and consequences of failure through operations Preventing failures Mitigating the effects of failure through operations Recovering operations from the effects of failure Project Management What is project management? Planning projects Controlling projects Target audience Chief operations officers Operations directors and managers Heads of departments Operations executives, officers, and staff Those who wish to learn how to develop the capabilities of their operation’s processes to improve process performance. Learning outcomes ... [-]

Operations Strategy - Level 1

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand the meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources, etc. [+]

Operations Strategy – Level 1 KEY INFORMATION Course Code: OPM101A Duration: 1 week Fee: £2675 COURSE OUTLINE Developing Resources and Processes for Strategic Impact Why is operations excellence fundamental to strategic impact? What is operations strategy and how is it different from operations management? What is the ‘content’ of operations strategy? The operations strategy matrix What is the ‘process’ of operations strategy? Operations Performance Operations performance can make or break any organisation Judging operations performance at a societal level Judging operations performance at a strategic level Judging operations performance at an operational level The relative importance of performance objectives changes over time Trade-offs – are they inevitable? Targeting and operations focus Substitutes for Strategy Fads, fashion and the ‘new’ approaches to operations Total quality management (TQM) Business process reengineering (BPR) Six Sigma Some common threads Capacity Strategy The overall level of operations capacity The number and size of sites Capacity change Location of capacity Purchasing and Supply Strategy Do or buy? The vertical integration decision Contracting and relationships Which type of arrangement? Supply network dynamics Managing suppliers over time Purchasing and supply chain risk Target audience Chief operations officers and chief executive officers Operations directors and managers Heads of departments Senior operations executives, officers, and staff Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements. Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset. Those who... [-]

Operations Strategy - Level 2

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this course, you will be able to understand: the analytical dimensions for identifying the technical, managerial and ‘operations strategy’ characteristics of technology; the technology options that exist, ‘why’ potential investments in process technology investments work in practice, and ‘how’ to make such investments work in practice, etc. [+]

Operations Strategy – Level 2 KEY INFORMATION Course Code: OPM101B Duration: 1 week Fee: £2725 COURSE OUTLINE Process Technology Strategy Process technology should reflect volume and variety The product-process matrix The challenges of information technology (IT) Evaluating process technology Improvement Strategy Operations improvement Setting the direction Importance-performance mapping Developing operations capabilities Deploying capabilities in the market Product and Service Development and Organisation Innovation, design and creativity The strategic importance of product and service development Product and service development as a process A market requirements’ perspective on product and service development An operations resources perspective on product and service development The Process of Operations Strategy – Formulation and Implementation Formulating operations strategy What is the role of alignment? Maintaining alignment over time What analysis is needed for formulation? The challenges to operations strategy formulation How do we know when the formulation process is complete? What is operations strategy implementation? The Process of Operations Strategy – Monitoring and Control What are the differences between operational and strategic monitoring and control? How is progress towards strategic objectives tracked? How can the monitoring and control process attempt to control risks? How does learning contribute to strategic control? Target audience Chief operations officers and chief executive officers Operations directors and managers Heads of departments Senior operations executives, officers, and staff Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements. Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning... [-]

Personal Skills Development

Campus Full time 3 days March 2019 United Kingdom London

Upon completion of this management training workshops, you will be able to increase personal awareness of your: sensitive line; emotional intelligence; personal values & moral maturity; cognitive style; orientation toward change; and core self-evaluation, etc. [+]

Personal Skills Development KEY INFORMATION Course Code: LSS104 Duration: 3 days Fee: £1575 COURSE OUTLINE Developing Self-Awareness Key dimensions of self-awareness The enigma of self-awareness Understanding and appreciating individual differences Important areas of self-awareness Managing Stress and Well-Being Managing stress and fostering well-being Major elements of stress Managing stressors Eliminating stressors Developing resiliency and well-being Temporary stress-reduction techniques Solving Problems Analytically and Creatively Problems solving, creativity, and innovation Steps in analytical problem solving Impediments to creative problem solving Multiple approaches to creativity Conceptual blocks Conceptual blockbusting Hints for applying problem-solving techniques Fostering creativity in others Target audience Those who wish to develop their personal skills. Staff at all levels of an organization. Those who wish to develop themselves as more competent and effective managers. Learning outcomes ... [-]

Procurement - Core Concepts

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this course, you will be able to understand: the role and importance of the procurement function in the value chain; the major tasks and responsibilities of purchasing; the various roles in a buying decision-making unit, etc. [+]

Procurement – Core Concepts KEY INFORMATION Course Code: OPM104A Duration: 1 week Fee: £2625 COURSE OUTLINE The Role of Procurement in the Value Chain Importance of procurement to business Classification of purchasing goods and equipment New developments in procurement E-procurement The Purchasing Management Process Primary tasks and responsibilities of the procurement function Supporting the internal client Professionalising purchasing by delivering value for money How purchasing and supply management develops over time Decision-making in Procurement Creating the Statement of Requirement Supplier sourcing Supplier evaluation and award Negotiation Procurement Risk Why risk management is key to procurement effectiveness Typical supply chain risks Assessing probability and analysing impact Methods of managing procurement risk The role for contracts as a risk management tool Buying Business Services Why buying services is different Classification of services Contract Management for the construction industry Managing performance in service contracts Target audience Professional managers in trade and industry, active in purchasing or supply chain management, who are interested in opportunities for improving the effectiveness and efficiency of the procurement and supply function of their organisations. Those who supervise procurement staff directly or indirectly. Those who come from a non-procurement background and are interested in the latest developments in procurement. Those who are interested in procurement and supply management in its broadest sense. Learning outcomes ... [-]

Procurement - Strategy and Planning

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this procurement training courses, you will be able to understand: the basic supply chain concepts; the structure of the procurement function within organizations; the increasingly strategic role of the procurement function, etc. [+]

Procurement – Strategy and Planning KEY INFORMATION Course Code: OPM104B Duration: 1 week Fee: £2725 COURSE OUTLINE Logistics and Supply Chain Management Materials requirements planning Basic logistics structures Just-in-time management Elements of the procurement information system Co-ordination problems between procurement and logistics Organisation and Structure Factors influencing the location of procurement in the organisation Levels of tasks, responsibilities and authority Organisational structures within procurement Job profiles Procurement and Business Strategy Procurement and competitive strategy Integrating procurement into business strategy Procurement excellence Procurement portfolio analysis Global sourcing Performance Measurement and Governance How to assess performance of our suppliers and contractors? Setting service quality, efficiency and effectiveness performance measures Using e-procurement tools to deliver an efficient and transparent internal process Procurement audit as a management tool Sustainable Procurement Delivering value for money through sustainable procurement Triple bottom line considerations ‘In-country value’ and other responsibilities in procurement Developing and improving a sustainable supply chain Example approaches: Product-based and supplier-based Target audience Professional managers in trade and industry, active in purchasing or supply chain management, who are interested in opportunities for improving the effectiveness and efficiency of the procurement and supply function of their organizations. Those who supervise procurement staff directly or indirectly. Those who come from a non-procurement background and are interested in the latest developments in procurement. Those who are interested in procurement and supply management in its broadest sense. Learning outcomes ... [-]

Project Management - Level 1

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the process of project screening and selection; the challenges of project management from the perspective of the project leader; project scope management and the key features in the overall plan, etc. [+]

Project Planning and Management course – Level 1 KEY INFORMATION Course Code: OPM108A Duration: 1 week Fee: £2645 COURSE OUTLINE Project Selection and Portfolio Management Project selection Approaches to project screening and selection Financial models Project portfolio management Leadership and the Project Manager Leaders versus managers How the project manager leads Traits of effective project leaders Project champions The new project leadership Project management professionalism Scope Management Conceptual development The scope statement Work authorisation Scope reporting Control systems Project Closeout Project Team Building, Conflict, and Negotiation Building the project team Characteristics of effective project teams Reasons why teams fail Stages in group development Achieving cross-functional cooperation Virtual project teams Conflict management Negotiation Risk Management Risk management: a four-stage process Project risk management: an integrated approach Target audience ... [-]

Project Management - Level 2

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this project management courses, you will be able to understand: that project managers and teams are held to both standards of performance and standards of cost control; various project-scheduling tools; how to allocate the resources needed to support the various project activities that have been identified, etc. [+]

Project Management workshop – Level 2 KEY INFORMATION Course Code: OPM108B Duration: 1 week Fee: £2695 COURSE OUTLINE Cost Estimation and Budgeting Cost management Cost estimation Creating a project budget Developing budget contingencies Project Scheduling Developing a network Duration estimation Constructing the critical path Gantt charts Crashing projects Resource Management The basics of resource constraints Resource loading Resource levelling Resource-loading charts Managing resources in multi-project environments Project Evaluation and Control Control cycles – a general model Monitoring project performance Earned value management Using earned value to manage a portfolio of projects Issues in the effective use of earned value management Human factors in project evaluation and control Project Closeout and Termination Types of project termination Natural termination – the closeout process Early termination for projects Preparing the final project report Target audience ... [-]

Public Relations Management

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this PR training course, you will be able to understand: how to characterise an issue and the difference between issues and other management problems; that issues progress through a life cycle and the stage an issue has reached; characteristics of issues and the different driving forces of corporate and activist issues, etc. [+]

Public Relations Management KEY INFORMATION Course Code: MPRS103B Duration: 1 week Fee: £2645 COURSE OUTLINE Issue Management The rise of issue management Tools and processes Developing an issue strategy Evolution of issue management Crisis Public Relations Management Where do crises come from? How to prepare for a crisis Communicating during a crisis The Internet and crisis public relations management Public Affairs Locating the role of public affairs within the organization The scope of public affairs Lobbying Public affairs management Integrated Marketing Communications The marketing communications toolbox Segmentation, targeting, and positioning (STP) Branding and integrated marketing communications Planning for integration of the marketing communications mix Corporate Communication The purpose of corporate communication (or frameworks for practice) Corporate communication in practice The organizational context: how corporate communication fits into organizational structures Target audience ... [-]

Public Sector Leadership

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this course, you will be able to understand: various theoretical perspectives on leadership; the tensions that can arise between the bureaucratic, administration-driven traditions of public services and the leadership and management styles required within new and emerging operating environments, etc. [+]

Public Sector Leadership KEY INFORMATION Course Code: PS104 Duration: 1 week Fee: £2625 COURSE OUTLINE Leadership and Reform of the Public Services Is there a leadership problem in the public services? Perspectives on leadership Remaking the welfare state In Search of Leadership Myths and conundrums But we are different Leading in the absence of ‘profit’ Performance and conformance – carrots and sticks Academic Research Leadership and Management Transformational change Leaders and followers Other management leaders Managerial leaders and partners Evaluation A normative model of leadership The Leadership Trajectory Who are the leaders? The role of politics in public service leadership. Followership Leading change and renewal – the ultimate aspiration for public service Lessons in Leadership The problem leadership addresses Leadership processes Managers and elected politicians Target audience Those who work in the public services and wish to achieve credible and dynamic leadership. Managerial leaders who wish to be successful in the public services. Those taking on the responsibility of leadership in the public services. Learning outcomes ... [-]

Public Sector Management - Directly Management Services

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand the management of those services which are provided directly by the public sector – financial management, performance management, information technology, customer-citizen orientation & service design, and audit & inspection. [+]

Public Sector Management – Directly Management Services KEY INFORMATION Course Code: PS101A Duration: 1 week Fee: £2645 COURSE OUTLINE Managing Public Finance A brief history of financial management in government Budgeting at the national level The art of cutting budgets Managing Performance Why measure and manage performance? The three E’s Education Individuals and organizational performance Performance management and policy evaluation Managerial discretion E-government The ambition The achievement The challenges Customer-Citizen Orientation Customers, voters, and citizens Approaches to customer orientation Contradictions in customer-citizen orientation Audit and Inspection From conformance to performance Audit Children and education Prisons Learning to deal with inspection Target audience Public service heads, managers, and those who work in some capacity with the public sector. Those employed within the public sector charged with the responsibility of bringing about change so that their organization is more efficient and offers more value for money. Public service executives that understand the need for reform and, as a team, think through the recalibration of the state and its services that this implies. Those who wish to address the ethos, goals, and disciplines of public service and will help to create the means of refashioning and strengthening them. Learning outcomes ... [-]

Public Sector Management - Outsourced and Privatised Services

Campus Full time 4 days May 2019 United Kingdom London

Upon completion of this course, you will be able to understand the management of those services which are outsourced – the uses of the market in public services, the contracting process, the special contractual form, and the Public-Private Partnership, etc. [+]

Public Sector Management – Outsourced and Privatised Services KEY INFORMATION Course Code: PS101B Duration: 4 days Fee: £2120 COURSE OUTLINE The Use of the Market in Public Services Markets and ‘quasi-markets’ Why rule by markets? A competitive spectrum Managing in the competitive environment Managing through Contracts The contracting environment Contracting and commissioning Obligational and adversarial contracting Success and failure in contracting Public-Private Partnerships Why PPPs? Types of agreement Prisons Building schools for the future Hospitals Urban regeneration / property development Highways Is there a future for PPP? Regulation Regulation Power Water and sewage The railway Target audience Public service heads, managers, and those who work in some capacity with the public sector. Those employed within the public sector charged with the responsibility of bringing about change so that their organization is more efficient and offers more value for money. Public service executives that understand the need for reform and, as a team, think through the recalibration of the state and its services that this implies. Those who wish to address the ethos, goals, and disciplines of public service and will help to create the means of refashioning and strengthening them. Learning outcomes ... [-]

Public Sector Strategic Management

Campus Full time 3 days January 2019 United Kingdom London

Upon completion of this course, you will be able to understand the reasons public and non-profit organizations (collaborations and communities) should embrace strategic planning and management as ways of improving their performance, etc. [+]

Public Sector Strategic Management KEY INFORMATION Course Code: PS103B3 Duration: 3 days Fee: £1605 COURSE OUTLINE Establishing an Effective Organisational Vision for the Future Desired immediate outcomes and longer-term benefits An example Process design and action guidelines Implementing Strategies and Plans Successfully Desired immediate and longer-term outcomes Programmes and projects The special role of budgets Process design and action guidelines Reassessing and Revising Strategies and Plans Purpose and desired outcomes Building a strategic management system Process design and action guidelines Target audience Elected and appointed policymakers, managers, and planners in governments, public agencies, and non-profit organizations who are responsible for and who want to learn more about strategic planning and management. City council members, mayors, city managers, administrators, and planners. Sheriffs, police chiefs, fire chiefs, and their staffs. School board members, administrators, and staff. County commissioners, administrators, and planners. Governors, state cabinet secretaries, administrators, and planners. Legislators Chief executive officers, chief administrative officers, chief financial officers, and chief information officers. Executive directors, deputy directors, and unit directors. Presidents and vice presidents. Boards of directors of non-profit organizations. Learning outcomes ... [-]

Public Sector Strategy - Level 1

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to understand the reasons public and non-profit organizations (collaborations and communities) should embrace strategic planning and management as ways of improving their performance, etc. [+]

Public Sector Strategy – Level 1 KEY INFORMATION Course Code: PS103A Duration: 1 week Fee: £2625 COURSE OUTLINE The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Non-Profit Organisations A ten-step strategic planning process Tailoring the process to specific circumstances Initiating and Agreeing on a Strategic Planning Process Planning focus and desired immediate outcomes Desired longer-term outcomes Developing an initial agreement Process design and action guidelines Have realistic hopes for the process Clarifying Organisational Mandates and Mission Mandates Mission Stakeholder analyses The mission statement Process design and action guidelines Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges Purpose Desired immediate outcomes Longer-term desired outcomes External environment assessments Internal environment assessment The assessment process SWOC/T analyses: an example Process design and action guidelines Identifying Strategic Issues facing the Organisation Immediate and longer-term desired outcomes Examples of strategies issues Eight approaches to strategic issue identification Process design and action guidelines Target audience Elected and appointed policymakers, managers, and planners in governments, public agencies, and non-profit organisations who are responsible for and who want to learn more about strategic planning and management. City council members, mayors, city managers, administrators, and planners. Sheriffs, police chiefs, fire chiefs, and their staffs. School board members, administrators, and staff. County commissioners, administrators, and planners. Governors, state cabinet secretaries, administrators, and planners. Legislators Chief executive officers, chief administrative officers, chief financial officers, and chief information officers. Executive directors, deputy directors, and unit directors. Presidents and vice presidents. Boards of directors of non-profit... [-]

Public Sector Strategy - Level 2

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to understand the reasons public and non-profit organizations (collaborations and communities) should embrace strategic planning and management as ways of improving their performance, etc. [+]

Public Sector Strategy – Level 2 KEY INFORMATION Course Code: PS103B Duration: 1 week Fee: £2675 COURSE OUTLINE Formulating and Adopting Strategies and Plans to Manage the Issues Purpose Desired immediate and longer-term outcomes Two approaches to strategy development Strategic plans Plan adoption Process design and action guidelines Establishing an Effective Organisational Vision for the Future Desired immediate outcomes and longer-term benefits An example Process design and action guidelines Implementing Strategies and Plans Successfully Desired immediate and longer-term outcomes Programmes and projects The special role of budgets Process design and action guidelines Reassessing and Revising Strategies and Plans Purpose and desired outcomes Building a strategic management system Process design and action guidelines Leadership Roles in making Strategic Planning work Understanding the context Sponsoring the process Championing the process Facilitating the process Fostering collective leadership (and followership) Using dialogue and deliberation to create a meaningful process Making and implementing decisions in arenas Enforcing norms, settling disputes and managing residual conflicts Target audience Elected and appointed policymakers, managers, and planners in governments, public agencies, and non-profit organisations who are responsible for and who want to learn more about strategic planning and management. City council members, mayors, city managers, administrators, and planners. Sheriffs, police chiefs, fire chiefs, and their staffs. School board members, administrators, and staff. County commissioners, administrators, and planners. Governors, state cabinet secretaries, administrators, and planners. Legislators Chief executive officers, chief administrative officers, chief financial officers, and chief information officers. Executive directors, deputy directors, and unit directors. Presidents and vice presidents.... [-]

Quality Management Systems, Tools and Techniques - Level 1

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this quality auditor course, you will be able to understand: a quality management system as a key building-block in an organization’s approach to TQM; the fundamental purpose of a quality management system and the development of quality system standards, etc. [+]

Quality Management Systems, Tools and Techniques – Level 1 KEY INFORMATION Course Code: OPM107A Duration: 1 week Fee: £2625 COURSE OUTLINE Quality Management Systems The development of quality management system standards The ISO 9000 series of standards: an overview Implementation guidelines for ISO 9001 Quality management system assessment and registration Integrated Management Systems The ISO 9001 / ISO 14001 matrix Interlinked systems The EFQM model The key integration issues An integrated management systems model Tools and Techniques: An Overview Selecting tools and techniques Basic quality control tools – checklists, flowcharts, check sheets, tally charts and histograms, graphs, Pareto analysis, cause-and-effect diagrams, brainstorming and scatter diagrams Management tools –relations diagram method, affinity diagram method, systematic diagram method, matrix diagram, matrix data-analysis method, process decision programme chart and the arrow diagram method Departmental purpose analysis and mistake-proofing Quality Function Deployment Understanding customer needs The QFD road: the main steps Deploying customer needs into product and process definition Difficulties associated with QFD Implementation of QFD Six Sigma What does six sigma mean? Six sigma prerequisites Six sigma core elements Structured problem- solving approaches The success of six sigma Target audience Chief officers, directors, and heads of departments who wish to play a greater role in determining the quality policy within their organizations. Senior management team members who wish to create the strategic dialogue, organizational environment, atmosphere, values and behavior in which total quality management (TQM) can achieve its potential. Those who wish to create an organizational culture in which each person in every... [-]

Quality Management Systems, Tools and Techniques - Level 2

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the history and main types of benchmarking; the main steps in a formal benchmarking process; the concept, history, and development of business process re-engineering (BPR), and how it complements TQM, etc. [+]

Quality Management Systems, Tools and Techniques – Level 2 KEY INFORMATION Course Code: OPM107B Duration: 1 week Fee: £2675 COURSE OUTLINE Benchmarking Company background Why benchmarking? Success factors Difficulties and pitfalls Key lessons Business Process Re-engineering Approaches used in BPR The principles of BPR Risks and benefits of BPR Implementation of BPR BPR methodology Teams and Teamwork The role of teams in continuous improvement Types of teams Evaluation of teams Team competition Guidelines for developing effective teams Self-assessment, models and quality awards Quality, TQM and excellence Award models The self-assessment process Success factors for self-assessment Difficulties with self-assessment TQM through Continuous Improvement Developments ‘Old’ and ‘new’ quality management The importance of quality TQM: a continuous process Measuring progress towards TQM TQM issues which need to be considered in the future Target audience ... [-]

Recruitment and Selection

Campus Full time 3 days January 2019 United Kingdom London

Upon completion of this recruitment workshop, you will be able to understand how to manage recruitment and selection activities effectively, efficiently and professionally. [+]

Recruitment and Selection KEY INFORMATION Course Code: HR104A3 Duration: 3 days Fee: £1575 COURSE OUTLINE Recruitment Internal and external recruitment Advertising in the printed media Online recruitment Social media Alternative recruitment methods Selection: The Classic Trio Application forms Shortlisting Interviews Employment references Advanced Methods of Employee Selection Biodata Ability testing Personality testing Assessment Centres Target audience

This recruitment training is suitable for:

HR managers and executives Those involved in the recruitment and selection function of their organisations. HR business partners and advisors HR professionals and practitioners Senior officers and assistants employed within the HR function of their organization who wish to mobilize an effective workforce by assembling together teams of people with the necessary skills, attitudes, and experience to meet their objectives. Those with the HR role of enabling their organization to meet its future demand for skills. Those who wish to be equipped with the knowledge and skills required to undertake core resourcing and talent management activities to a high standard. Learning outcomes ... [-]

Resourcing and Talent Management - Level 1

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this recruitment consultants course, you will be able to understand: how to undertake and evaluate long- and short-term talent planning and succession planning exercises with a view to building long-term organizational performance; how to manage recruitment and selection activities effectively, efficiently and professionally. [+]

Resourcing and Talent Management – Level 1 KEY INFORMATION Course Code: HR104A Duration: 1 week Fee: £2625 COURSE OUTLINE Human Resource Planning Stages in traditional human resource planning Forecasting future demand for human resources Forecasting internal supply Forecasting external supply Job Analysis and Job Design Managing vacancy scenarios Job analysis Competency frameworks Job design Recruitment Internal and external recruitment Advertising in the printed media Online recruitment Social media Alternative recruitment methods Selection: The Classic Trio Application forms Shortlisting Interviews Employment references Advanced Methods of Employee Selection Biodata Ability testing Personality testing Assessment Centres Target audience ... [-]

Resourcing and Talent Management - Level 2

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this recruitment courses, you will be able to understand: how to manage induction effectively, efficiently and professionally; how to gather, analyze and use information on employee turnover as the basis for developing robust staff retention strategies; the development and evaluation of resourcing and talent management strategies. [+]

Resourcing and Talent Management – Level 2 KEY INFORMATION Course Code: HR104B Duration: 1 week Fee: £2675 COURSE OUTLINE The New Employee Contracts of employment Specific contractual terms The psychological contract Induction Succession Planning What is succession planning? Traditional approaches Contemporary approaches Alumni Measuring and Analysing Employee Turnover Defining voluntary turnover Does turnover matter? Measuring turnover Costing turnover Benchmarking turnover Improving Employee Retention Reducing turnover Employee retention and reward Employee retention and developmental opportunities Employee retention and effective line management Resourcing and Talent Management Strategies Taking a strategic approach Aligning HR practices with business strategy Competing in the labor market Talent management strategies Target audience HR managers and executives Those involved in the recruitment and selection function of their organizations. HR business partners and advisors HR professionals and practitioners Senior officers and assistants employed within the HR function of their organization who wish to mobilize an effective workforce by assembling together teams of people with the necessary skills, attitudes, and experience to meet their objectives. Those with the HR role of enabling their organization to meet its future demand for skills. Those who wish to be equipped with the knowledge and skills required to undertake core resourcing and talent management activities to a high standard. Learning outcomes ... [-]

Selling and Sales Management

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this sales training programmes, you will be able to understand: selling in its historical role and its place within marketing and a marketing organization; different types of buyers and their thinking, etc. [+]

Selling and Sales Management KEY INFORMATION Course Code: MPRS104 Duration: 1 week Fee: £2625 COURSE OUTLINE Sales Perspective Development and role of selling in marketing Characteristics of modern selling Success factor for professional salespeople Types of selling The marketing concept Sales strategies The planning process The place of selling in the marketing plan Sales Environment Consumer and organisational buyer behaviour Sales settings International selling Law and ethical issues Sales Technique Sales responsibilities and preparation Personal selling skills Key account management Relationship selling Direct marketing Internet and IT applications in selling and sales management Sales Management Recruitment and selection Motivation and training Organisation and compensation Sales Control Sales forecasting and budgeting Levels of forecasting Qualitative and quantitative techniques The sales budget Salesforce evaluation Setting standards of performance Gathering information Appraisal interviewing Target audience ... [-]

Senior Management Skills Development

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this management training and development course, you will be able to: empower others; empower yourself; engage others effectively; diagnose and facilitate team development, etc. [+]

Senior Management Skills Training and Development KEY INFORMATION Course Code: LSS103B Duration: 1 week Fee: £2725 COURSE OUTLINE Empowering and Engaging Others The meaning of empowerment Dimensions of empowerment How to develop empowerment Inhibitors to empowerment Fostering engagement Building Effective Teams and Teamwork The advantages of teams Team development Leading teams Team membership Leading Positive Change Ubiquitous and escalating change The need for frameworks A framework for leading positive change Making Oral and Written Presentations Essential elements of effective presentations Formulate a specific strategy Develop a clear structure Support your points Use an enhancing style Style in oral communication Style in written communication Supplement your presentation by responding to questions and challenges Conducting Meetings Conducting effective meetings: a short guide for meeting managers and meeting participants The five Ps of effective meetings Suggestions for group members Target audience ... [-]

Strategic Analysis and Purpose

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this strategic thinking course, you will be able to understand: the strategic environment and why it is important; key industry factors that help deliver the objectives of an organization; the main background areas to be analyzed; the strategic significance of market growth, etc. [+]

Strategic Analysis and Purpose training course KEY INFORMATION Course Code: SM102A Duration: 1 week Fee: £2625 COURSE OUTLINE Analysing the Strategic Environment Exploring the competitive environment Strategic environment – the basics Degree of turbulence in the environment Analysing the general environment Analysing the stages of market growth Key factors for success in an industry Analysing the competitive industry environment – the contribution of Porter Analysing the co-operative environment Analysing one or more immediate competitors in depth Analysing the customer and market segmentation Analysing Resources and Capabilities Why does an organisation possess any resources at all? The make-or-buy decision Resource analysis and adding value Adding-value: the value chain and the value system – the contribution of Porter Resource analysis and competitive advantage Identifying which resources and capabilities deliver sustainable competitive advantage Resource and capability analysis – improving competitive advantage Analysing other important company resources: especially human resources Strategy Dynamics Developing a dynamic business framework The dynamics of an organisation’s changing and uncertain environment Dynamic strategies in fast-moving markets The dynamics of resource development Aggressive competitive strategies The dynamics of co-operation strategies Strategy dynamics using game theory Prescriptive Purpose Delivered through Mission, Objectives and Ethics Shaping the purpose of the organisation Developing a strategic vision for the future Stakeholder power analysis Corporate governance and the purpose of the organisation Purpose shaped by ethics and corporate social responsibility Developing the mission Developing the objectives Purpose Emerging from Knowledge, Technology and Innovation Understanding and measuring knowledge Knowledge creation and purpose Using technology to develop... [-]

Strategic Change Management

Campus Full time 4 days April 2019 United Kingdom London

Upon completion of this training for change course, you will be able to understand developing a more open process for managing change will create the conditions for learning, etc. [+]

Strategic Change Management KEY INFORMATION Course Code: LSS106B Duration: 4 days Fee: £2180 COURSE OUTLINE Learning from Change Managing change for management development The management of crisis and turnaround Culture Models and Organisation Change What is organization culture? Models of organizational culture Managing corporate politics Leadership and corporate politics Coping with conflict Managing corporate politics Strategic Convergence: A New Model for Organisation Change Ambition in change Components of change architecture Performance characteristics of change architecture Ensuring appropriate structure Resonance Change culture Change leadership Accelerator effect A framework for assessing capacity to change Strategies for Corporate Transformation ‘Market-induced’ change Learning as a transformational resource Strategy for corporate transformation Target audience ... [-]

Strategic Human Resource Management - Level 1

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the strategic nature of HR; the process of formulating and implementing organizational development strategy; the meaning and significance of human capital management (HCM). [+]

Strategic Human Resource Management – Level 1 KEY INFORMATION Course Code: HR101A Duration: 1 week Fee: £2675 COURSE OUTLINE The Strategic Role of HR The strategic nature of HR The strategic business partner model The strategic role of HR directors The strategic role of heads of HR functions Organisational Development Strategy Organisational development activities Formulating and implementing organisational development strategy Culture change Human Capital Management (HCM) Strategy Aims of HCM The role of HCM strategy The link between HCM and business strategy Developing an HCM strategy Knowledge Management Strategy The process of knowledge management Sources and types of knowledge Approaches to the development of knowledge management strategies Components of a knowledge management strategy Performance Management Strategy The nature of a performance management system Performance management activities Implementation problems The nature of performance management strategy Target audience HR directors Heads of HR functions HR business partners Senior HR executives, managers, advisors and officers who wish to contribute to the development and implementation of HR strategy. Chief officers, Chairpersons, Board members, Company directors, Heads of Departments, and all those at the highest levels of an organization interested in developing an in-depth knowledge of strategic HRM. Learning outcomes ... [-]

Strategic Human Resource Management - Level 2

Campus Full time 1 week April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the meaning and importance of employee engagement; the strategic HRM approach to resourcing; the nature of strategic talent management; the meaning, aims, and philosophy of strategic learning and development, etc. [+]

Strategic Human Resource Management training course – Level 2 KEY INFORMATION Course Code: HR101B Duration: 1 week Fee: £2725 COURSE OUTLINE Employee Engagement Strategy What is engagement? Why is engagement important? What are the factors that influence employee engagement? The nature and content of employee engagement strategy Resourcing Strategy Integrating business and resourcing strategies The components of employee resourcing strategy Workforce planning Resourcing plans Retention strategy Talent Management Strategy Strategic talent management What is talent? Talent management strategy Learning and Development Strategy Elements of learning and development Strategy for creating a learning culture Organisational learning strategy Individual learning strategy Reward Strategy Why have a reward strategy? Characteristics of reward strategy Guiding principles Developing reward strategy Target audience ... [-]

Strategic Leadership

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: ideas associated with the use of power by those in a position of authority; how ‘teams’ work and the idea of ‘Distributed Leadership’; the role leaders play in change processes; the development of leaders within organisations as a key theme in terms of ensuring the organisation thrives, etc. [+]

Strategic Leadership Development training course KEY INFORMATION Course Code: LSS101B Duration: 1 week Fee: £2725 COURSE OUTLINE Power, Influence, and Authority What is ‘power’? Dimensions of power Sources of power The dark side of power Leadership and Teams Team models theories Normative team models Descriptive team models Individual role models – Belbin’s approach Margerison-McCann team management wheel Time or phase-based models Team mental model Distributed leadership Leadership and Change History of change Vision Different approaches to change Models of the change process Individual reaction to change Politics of change Leadership Development What is leadership development? Why bother? Organisational factors Leadership and competencies How are leaders developed? Strategic Leadership What is ‘strategic leadership’? Do we need strategic leaders? The modern environment What does a strategic leader ‘do’? Target audience ... [-]

Strategic Management

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this strategic management training course, you will be able to understand the strategic environment and why it is important. [+]

Key Information Course Code: SM102 Duration: 2 weeks Fee: £4145 Course outline Analysing the Strategic Environment Exploring the competitive environment Strategic environment – the basics Degree of turbulence in the environment Analysing the general environment Analysing the stages of market growth Key factors for success in an industry Analysing the competitive industry environment – the contribution of Porter Analysing the co-operative environment Analysing one or more immediate competitors in depth Analysing the customer and market segmentation Analysing Resources and Capabilities Why does an organization possess any resources at all? The make-or-buy decision Resource analysis and adding value Adding-value: the value chain and the value system – the contribution of Porter Resource analysis and competitive advantage Identifying which resources and capabilities deliver sustainable competitive advantage Resource and capability analysis – improving competitive advantage Analysing other important company resources: especially human resources Strategy Dynamics Developing a dynamic business framework The dynamics of an organization’s changing and uncertain environment Dynamic strategies in fast-moving markets The dynamics of resource development Aggressive competitive strategies The dynamics of co-operation strategies Strategy dynamics using game theory Prescriptive Purpose Delivered through Mission, Objectives, and Ethics Shaping the purpose of the organization Developing a strategic vision for the future Stakeholder power analysis Corporate governance and the purpose of the organization Purpose shaped by ethics and corporate social responsibility Developing the mission Developing the objectives Purpose Emerging from Knowledge, Technology, and Innovation Understanding and measuring knowledge Knowledge creation and purpose Using technology to develop purpose and competitive advantage Innovation and... [-]

Strategic Management of Information Systems

Campus Full time 1 week December 2018 United Kingdom London

Upon completion of this CIO training course, you will be able to understand: the Information Systems Strategy Triangle framework for alignment of IS and the business; a framework for understanding the four components of IS architecture: hardware, software, networks, and data; the business of IT, etc. [+]

Strategic Management of Information Systems KEY INFORMATION Course Code: IT101 Duration: 1 week Fee: £2725 COURSE OUTLINE Linking Systems to Strategy and the Organisation Brief overview of business strategy frameworks Brief overview of organisational strategies Social business lens: building a social business strategy Brief overview of information systems strategy Information Systems Strategy: Architecture and Infrastructure From vision to implementation Architectural principles Enterprise architecture Virtualisation and cloud computing Social business lens: building social-mobile applications Cost Recovery of Information Systems Organising to respond to business demand: a maturity model What a manager can expect from the IT organisation Chief Information Officer Social business lens: community management Building a business case IT portfolio management Valuing IT investments Monitoring IT investments Governance of the Information Systems Organisation IT governance IT governance and security Social business lens: the consumerisation of technology Decision-making mechanisms Governance frameworks for control decisions Business Analytics and Knowledge Management Knowledge management processes Business intelligence Components of business analytics Big data Social analytics Social business lens: social graphs Target audience ... [-]

Strategic Marketing

Campus Full time 4 days January 2019 United Kingdom London

Upon completion of this marketing workshop, you will be able to understand: three core areas of the marketing environment; key characteristics associated with the marketing environment; PESTLE analysis and how it is used to understand the external environment, etc. [+]

Strategic Marketing KEY INFORMATION Course Code: MPRS101A Duration: 4 days Fee: £2180 COURSE OUTLINE The Marketing Environment Understanding the external environment Understanding the performance environment Understanding the internal environment Marketing audit Marketing Strategy Strategic marketing planning – activities Implementation Managing and controlling marketing programmes Marketing planning Market Segmentation and Positioning The STP process Market segmentation in consumer markets Segmentation in business markets Target markets Segmentation limitations Positioning International Market Development International market development: a growth strategy International competitive strategy International market selection International marketing environment Market entry selection criteria Target audience ... [-]

Strategic Operations Management

Campus 2 weeks February 2019 United Kingdom London

Upon completion of this operations manager training course, you will be able to understand the various types of process, and how these ‘building blocks’ of operations are designed. [+]

Key Information Course Code: OPM103 Duration: 2 weeks Fee: £4045 Course outline Process Design What is process design? Objectives of process design The effect of volume and variety on process design Designing processes in detail Layout and Flow The influence of layout on performance Basic layout types used in operations The effect of the appearance of an operation on its performance The design of each basic layout type in detail Process Technology What is process technology? What operations managers need to know about process technology Evaluating process technologies Implementing process technologies People in Operations The importance of people in operations management Operations managers’ contribution to human resource strategy Organising the operations function Designing jobs Allocating work times Planning and Control What is planning and control? The difference between planning and control The effect of supply and demand on planning and control The activities of planning and control Capacity Management Measuring demand and capacity Setting the operation’s base capacity Ways of coping with mismatches between demand and capacity How operations understand the consequences of their capacity decision Supply Chain Management How supply chains compete Managing relationships in supply chains Managing the supply side Managing the demand side The dynamics of supply chains Inventory Management Why should there be any inventory? Order quantity – the volume decision When to place an order – the timing decision Controlling inventory Planning and Control Systems What are the planning and control systems? ERP and how it developed into the most common planning and control system... [-]

Strategic Public Relations

Campus Full time 1 week February 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the principal external influences and the organizational context in which public relations planning and management are undertaken; how to use strategic tools to analyze the external and organizational context; how to plan a research-based strategic campaign or programme, etc. [+]

Strategic Public Relations KEY INFORMATION Course Code: MPRS103A Duration: 1 week Fee: £2695 COURSE OUTLINE Public Relations Planning The importance of context External environment Internal environment Strategic public relations programmes and campaigns Systems context of planning A planning template Corporate Image, Reputation, and Identity The controversy of the image in public relations Corporate image and reputation Corporate identity Reputation management and corporate branding Measuring corporate image and reputation Media Relations Media relations or public relations? Media publicity and media relations Media and political perspectives Practical media relations Digital public relations: beyond media relations Internal Communication Purpose of internal communication Changes in the external environment affecting an organization’s internal communication The changing employee/employer relationship Communication roles of leaders and managers Organisational culture and values statements Developing an internal communication strategy Managing Community Involvement Programmes Corporate community involvement (CCI) programmes Employees and community programmes Cause-related marketing (CRM) Developing community programmes Evaluation community programmes Target audience ... [-]

Strategic Public Sector Management

Campus Full time 8 days April 2019 United Kingdom London

Upon completion of this course, you will be able to understand: politics and different policies towards the public sector and its management; public finance, how fiscal policy is made, what public money is spent on and where it comes from, etc. [+]

Strategic Public Sector Management KEY INFORMATION Course Code: PS102 Duration: 8 days Fee: £3335 COURSE OUTLINE Politics and the Public Sector Political differences The role of the state A centralized or decentralized state? Politics and management: values Public Spending The macroeconomic policy context Fiscal policy and the economic cycles What is the money spent on? Where does the money come from? Public spending in the devoted administrations Why is the level of public spending important? The fiscal crisis of 2008 and its aftermath Social Policies and Management Choice of policy instrument Trends in policy and management Income maintenance Community care Education Criminal justice Health policy Housing Managing Public Finance A brief history of financial management in government Budgeting at the national level The art of cutting budgets Managing Performance Why measure and manage performance? The three E’s Education Individuals and organizational performance Performance management and policy evaluation Managerial discretion E-government The ambition The achievement The challenges Customer-Citizen Orientation Customers, voters, and citizens Approaches to customer orientation Contradictions in customer-citizen orientation Audit and Inspection From conformance to performance Audit Children and education Prisons Learning to deal with inspection Target audience ... [-]

Strategic Total Quality Management

Campus 2 weeks March 2019 United Kingdom London

Upon completion of this quality courses, you will be able to understand the main reasons why senior management should become personally involved in TQM – what they need to know about TQM and what they need to do in terms of actions. [+]

Key Information Course Code: OPM106 Duration: 2 weeks Fee: £4075 Course outline The Role of Management in TQM The need for senior managers to get involved in TQM What senior managers need to know about TQM What senior managers need to do about TQM The role of middle managers The role of first-line managers The Introduction of TQM Change and Continuous Improvement Forces for change How do companies get started? Approaches to TQM A Framework for the Introduction of TQM Organising Systems and techniques Measurement and feedback Changing the culture Use of the framework Levels of TQM Adoption Level 1 – uncommitted Level 2 – drifters Level 3 – tool-pushers Level 4 – improvers Level 5 – award-winners Level 6 – world-class Sustaining TQM TQM sustaining audit tool: development and methodology Category 1 – internal / external environment Category 2 – management style Category 3 – policies Category 4 – organization structure Category 5 – process of change Policy Deployment What is policy deployment? The policy deployment process A check-reflect-improve-scrutinise-pass (CRISP) Approach to policy deployment Quality Costing The categorization of quality costs Collecting quality costs Some cost aspects of the manufacturing industry Reporting quality costs Use of quality costs Managing People QM and the management of people HR policies and practices Employee involvement Organisational culture Integration Managing Service Quality The service environment Defining service quality The role of personnel inservice delivery Service delivery Supplier Development Long-term issues of partnership Barriers to developing partnerships Conditions of partnership The issues to be... [-]

Supply Chain Management

Campus Full time 1 week January 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the strategic importance of good supply chain design, planning, and operation for every firm; how good supply chain management can be a competitive advantage, whereas weaknesses in the supply chain can hurt the performance of a firm, etc. [+]

Supply Chain Management KEY INFORMATION Course Code: OPM105 Duration: 1 week Fee: £2645 COURSE OUTLINE Building a Strategic Framework to Analyse Supply Chains Understanding the supply chain Supply chain performance: achieving strategic fit and scope Supply chain drivers and metrics Designing the Supply Chain Network Designing distribution networks Network design in the supply chain Designing global supply chain networks Planning and Coordinating Demand and Supply in a Supply Chain Demand forecasting in a supply chain Aggregate planning in a supply chain Sales and operations planning: planning supply and demand in a supply chain Coordination in a supply chain Planning and Managing Inventories in a Supply Chain Managing economies of scale in a supply chain: cycle inventory Managing uncertainty in a supply chain: safety inventory Determining the optimal level of product availability Managing Cross-Functional Drivers in a Supply Chain Sourcing decisions in a supply chain Pricing and revenue management in a supply chain Sustainability and the supply chain Target audience Chief operations officers Supply chain and operations directors, managers, executives, officers and staff. Professional managers in trade and industry, active in logistics or supply chain management, who are interested in opportunities for improving the effectiveness and efficiency of the logistics and supply function of their organizations. Those who are interested in logistics and supply chain management in its broadest sense. Learning outcomes ... [-]

The Business Context of Total Quality Management

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this quality management courses, you will be able to understand: the history and concept of policy development; a policy deployment model that will enable an organization to deploy, in an effective manner, its vision, mission, goals, objectives, targets, and means, etc. [+]

The Business Context of Total Quality Management KEY INFORMATION Course Code: OPM106B Duration: 1 week Fee: £2675 COURSE OUTLINE Policy Deployment What is policy deployment? The policy deployment process A check-reflect-improve-scrutinise-pass (CRISP) Approach to policy deployment Quality Costing Categorisation of quality costs Collecting quality costs Some cost aspects of manufacturing industry Reporting quality costs Use of quality costs Managing People QM and the management of people HR policies and practices Employee involvement Organisational culture Integration Managing Service Quality The service environment Defining service quality The role of personnel in service delivery Service delivery Supplier Development Long-term issues of partnership Barriers to developing partnerships Conditions of partnership The issues to be considered in partnership The process of partnership Potential difficulties of operating partnerships Target audience Chief officers, directors and heads of departments who wish to play a greater role in determining the quality policy within their organisations. Senior management team members who wish to create the strategic dialogue, organizational environment, atmosphere, values and behavior in which total quality management (TQM) can achieve its potential. Those who wish to create an organizational culture in which each person in every department is fully committed to improving their own performance and is dedicated to satisfying their internal customers’ needs and future expectations. Middle and first-line management who wish to play a key role in putting the principles of TQM in place at the sharp end of their organization. Industrialists Management consultants Learning outcomes ... [-]

The Development, Introduction and Sustaining of Total Quality Management

Campus Full time 1 week March 2019 United Kingdom London

Upon completion of this quality control training course, you will be able to understand the main reasons why senior management should become personally involved in TQM – what they need to know about TQM and what they need to do in terms of actions, etc. [+]

The Development, Introduction, and Sustaining of Total Quality Management KEY INFORMATION Course Code: OPM106A Duration: 1 week Fee: £2625 COURSE OUTLINE The Role of Management in TQM The need for senior managers to get involved in TQM What senior managers need to know about TQM What senior managers need to do about TQM The role of middle managers The role of first-line managers The Introduction of TQM Change and Continuous Improvement Forces for change How do companies get started? Approaches to TQM A Framework for the Introduction of TQM Organising Systems and techniques Measurement and feedback Changing the culture Use of the framework Levels of TQM Adoption Level 1 – uncommitted Level 2 – drifters Level 3 – tool-pushers Level 4 – improvers Level 5 – award-winners Level 6 – world-class Sustaining TQM TQM sustaining audit tool: development and methodology Category 1 – internal / external environment Category 2 – management style Category 3 – policies Category 4 – organization structure Category 5 – the process of change Target audience Chief officers, directors, and heads of departments who wish to play a greater role in determining the quality policy within their organizations. Senior management team members who wish to create the strategic dialogue, organizational environment, atmosphere, values and behavior in which total quality management (TQM) can achieve its potential. Those who wish to create an organizational culture in which each person in every department is fully committed to improving their own performance and is dedicated to satisfying their internal customers’... [-]

The Impact, Critics, and Future of Corporate Social Responsibility

Campus Full time 3 days May 2019 United Kingdom London

Upon completion of this course, you will be able to understand: the importance of understanding impact; the ways we learn about the impact and the ways it is assessed; a framework for understanding the different dimensions to impact, etc. [+]

The Impact, Critics, and Future of Corporate Social Responsibility KEY INFORMATION Course Code: SM104B Duration: 3 days Fee: £1605 COURSE OUTLINE The Impact of CSR Understanding impact Different dimensions of the impact of CSR The challenges of determining the impact Criticisms of CSR Introducing critiques of CSR ‘CSR is anti-business’ ‘CSR is pro-business’ ‘The scope of CSR is too narrow’ CSR fails to achieve its goals’ The Future of CSR Where is CSR heading? Mega-trends affecting CSR Embedding and integrating CSR Transition and transformation The role of business in society Target audience Heads of organizations, chief officers, chairpersons, board members and directors. Heads of departments, and senior managers & executives interested in corporate social responsibility (CSR). Managers of tomorrow who wish to develop modern business practices and find ways to act in a truly responsible way. Those who see business as being increasingly central to addressing global concerns and society’s expectations of going beyond wealth creation, against a backdrop of financial crises, climate change, political shifts, and population growth. Those who want their business to maximize profits whilst also being publicly accountable for its social and environmental record. Those who are concerned about the role of business in modern society. Learning outcomes ... [-]

The Strategy Implementation Process

Campus Full time 3 days March 2019 United Kingdom London

Upon completion of this directors training programme, you will be able to understand: the process of implementation; how tasks and objectives are set; how resources are allocated, etc. [+]

The Strategy Implementation Process KEY INFORMATION Course Code: SM101B3 Duration: 3 days Fee: £1695 COURSE OUTLINE Implementing and Controlling the Strategic Plan The nature and limitations of the implementation process Objectives, task setting and communicating the strategy Resource allocation Information, monitoring and control The Balance Scorecard: the contribution of Kaplan and Norton Prescriptive strategy planning Green Strategy and Sustainability Green strategy and sustainability: the main topics Green strategy: environmental analysis Green strategy: analysing resources Green strategy: stakeholders and organisational purpose Green strategy: knowledge, technology and innovation Green strategy: strategic options and choice Implementing green strategies Managing Strategic Change The basic concept of strategic change Analysing the causes of strategic change Prescriptive approaches to managing strategic change Emergent approaches to managing change Developing a strategic change programme Target audience ... [-]

Total Quality Management - Advanced Organisational Introduction

Campus Full time 3 days March 2019 United Kingdom London

Upon completion of this course, you will be able to understand: change and continuous improvement; how the improvement process is triggered; a range of approaches which can be followed in the introduction of TQM; the structure of a framework to assist with the introduction of TQM, etc. [+]

Total Quality Management – Advanced Organisational Introduction KEY INFORMATION Course Code: OPM106A3 Duration: 3 days Fee: £1575 COURSE OUTLINE The Introduction of TQM Change and Continuous Improvement Forces for change How do companies get started? Approaches to TQM A Framework for the Introduction of TQM Organising Systems and techniques Measurement and feedback Changing the culture Use of the framework Levels of TQM Adoption Level 1 – uncommitted Level 2 – drifters Level 3 – tool-pushers Level 4 – improvers Level 5 – award-winners Level 6 – world-class Target audience Chief officers, directors, and heads of departments who wish to play a greater role in determining the quality policy within their organizations. Senior management team members who wish to create the strategic dialogue, organizational environment, atmosphere, values and behavior in which total quality management (TQM) can achieve its potential. Those who wish to create an organizational culture in which each person in every department is fully committed to improving their own performance and is dedicated to satisfying their internal customers’ needs and future expectations. Middle and first-line management who wish to play a key role in putting the principles of TQM in place at the sharp end of their organization. Industrialists Management consultants Learning outcomes ... [-]

Using Information Systems for Organisational Advantage

Campus Full time 3 days January 2019 United Kingdom London

Upon completion of this course, you will be able to understand: levels of IS and the problems that each level can have; the potential problems of information silos and how to resolve them at both the workgroup and enterprise levels; customer relationship management (CRM), enterprise resource planning (ERP), and enterprise application integration (EAI) systems, etc. [+]

Using Information Systems for Organisational Advantage KEY INFORMATION Course Code: IT102AEB2 Duration: 3 days Fee: £1590 COURSE OUTLINE Organisations and Information Systems How do IS vary by scope? Solving departmental silos through enterprise systems Customer relationship management (CRM), enterprise resource planning (ERP), and enterprise application integration (EAI) Inter-enterprise IS Social Media Information Systems What is a social media information system (SMIS)? SMIS to advance organizational strategy Increasing social capital Managing the risks of social media Where is social media taking us? Business Intelligence Systems How do organizations use business intelligence (BI) systems? The three primary activities in the BI process Using data warehouses and data marts to acquire data Three techniques for processing BI data The alternatives for publishing BI Target audience ... [-]

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