Available courses

Organizational Behavior Management 

Course Outline

• Leadership versus management

• Leadership behaviour theory including personal leadership traits, trait theories (e.g. Allport. Eysenck Cattell), ‘great man’ theory of leadership, contingency theories (e.g. Fiedler, cognitive resource theory), situational theories (e.g. Hersey and Blanchard, Vroom and Yetton), behavioural

theories (e.g. role theory, managerial grid/leadership grid), participative theories (e.g. Lewin/Likert, transformational v transactional leadership, emotional intelligence).

• Working relationships and interaction e.g. power, behavioural theories, social constructivis


Organizational structure and culture; flexible working practices, seasonality

, mission, leadership

styles, size of the organization, national, international, nature of the business function, hierarchical,

flat, functional, centralized and de-centralized, product-based, project, matrix, liquid, theories Handy, Mintzberg, Weber

• Impact of financial resources; availability of labor, skills needs v shortages, cost of labor, productivity, minimum wage, nature of the workforce, seasonality, nature of contracts, remuneration packages, reward systems

• Government legislation affecting human resource management strategies such as rights for disabled workers, equal opportunities legislation, data protection laws, health and safety laws, contracts of employment, breaks and holiday entitlement, redundancy and dismissal, maternity arrangements, race relations, sex discrimination

• Current organizational situation, competitive and financial environment, the culture of the organization, organization strategy, need for human resources, human resource plans, and policies e.g. recruitment and selection, learning, and development, performance management, staffing adjustments, talent management

Role of strategic marketing

• Definitions of marketing strategy, its role in the organization and how it  underpins marketing planning and activities; the concept of product and  customer in different organizations; resources and implementation and monitoring, control Corporate strategy and marketing strategy

• Corporate strategy; linking marketing strategy to corporate mission and vision; defining the business and conducting a situation audit meeting corporate objectives with a marketing strategy; corporate social responsibility; marketing Development of a marketing strategy

• Analysis of the environment; setting objectives; dynamic strategy – flexibility for change The way in which strategies can contribute to competitive advantage

• Segmentation; targeting and positioning; relationship strategies; product innovation and development; principles of branding; service marketing; pricing and distribution; E-marketing

Sources of financial information: Internal (internal accounting systems, payroll, etc.),  External (suppliers, Companies House, the Budget, etc.)

• Financial information: Profitability, Cash flow, Business value, Financial stability, Cost projections.

• Need for financial information: Assessing finance requirements, obtaining finance, reporting to owners, shareholders, and stakeholders, Setting and meeting targets, Appraising new projects, Managing risk, Internal needs v External needs.

• Business risks: Strategic, Market, Compliance, Operational, Risk modeling.

Learning outcomes The learner will:

1. Understand how knowledge and skills in leadership and strategic

management support the creation and achievement of organisational vision

and strategy

2. Understand how to develop and communicate organisational vision

3. Be able to manage development of own personal knowledge

and skills in leadership and strategic management to support

achievement of personal and organisational vision and strategy

4. Be able to reflect on the benefits of personal development in the

achievement of personal growth and organisational vision and strategy

Course Outline

Meaning of vision and strategy and their interrelationship

• Knowledge and skills required – visioning, describing possible futures with clarity, creating, giving direction, specificity, providing motivation, planning, communicating and listening to different levels,

synthesizing, analyzing, empathy, decision taker, the link between vision and strategy, bringing about effective change, emotional intelligence, developing and leading high-performance teams, consistency

and reliability, delegation, dealing with conflict, gaining alignment.

• Contribution to organizational vision and strategy. Leadership and management knowledge and skills can be insufficient. Other factors that come into play include – financial situation, political uncertainty, availability of human and physical resources, and instability in the market.

• Ranking order produced from criteria leading to the determination of high, medium and lesser importance.

• Similarities, differences, and importance of knowledge and skills needed by strategic managers compared to operational managers.