Organisational Development Training Courses

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Organisational development training courses

Are you looking for development training courses to help the people at different levels of your organisation?
If yes, it takes some serious thought to figure out exactly what is needed.

I hope the following notes on the various organisational training courses will be of help to you.

Your organisation can be thought of as a single thing.
And it can also be thought of as being a system made up of multiple subsets acting in unison.

Your organisation as a single thing

You can take your organisation and think of it as one complete unit: You can think of the whole group as a single thing.
In relation to your organisation as a single thing, it is true that you and everyone else have a shared obligation to do your best for the organisation as a whole.
Not only should you do this for your own benefit, but also because that is what you are paid to do; and also because your best efforts are good for everyone else around you.

You need to give your best efforts to your organisation.

Your organisation has subsets.

You already know that all things are capable of being spit into subsets.
Therefore, you could split your organisation into at least three subsets.

Upper set: Upper management.
Middle set: Middle management.
Lower set: Lower management, team leaders and workers.

Each group has its own distinctive role and skills set.

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Group 1: Upper management

Upper management are responsible for:

1. The creation of long range goals.
2. The creation and communication of Strategic (level one) plans.
3. The finding of initial funds to finance the organisation.
4. Development and demonstration of a productive work culture.
5. The demonstration of good Leadership.

Your upper managers need training in order to develop and perfect skills corresponding to these duties.

Group 2: Middle management

Middle managers are responsible for:

1. Interpreting and quantifying the level one strategic plan and translating it into a more specifically worded tactical plan. (Level two).
   Note the difference between strategic and tactical plans.
2. Selection and organising of teams that will be capable of implementing the level two tactical plans.
3. The proper communication of goals down the hierarchy to the level-three-implementers.
4. The observation, and measurement and evaluation of feedback results.
5. The proper communication of feedback results and comments from the implementers back up to the senior management team.
6. The management of change in response to any negative feedback.

Group 3: Lower management are more responsible for:

1. Organisation and implementation of the middle managers tactical goals and plans (level two) into practical goals and plans (level three).
   Notice the difference between strategic, tactical and practical plans.
2. Preparation and planning. Implementation and assessment of progress on the ground.
3. Managing the task. Managing the customers and managing the suppliers.
4. Managing the middle managers!
5. Getting the job done, to the correct standard, in the correct time.

All groups: General principles

All three levels are equally responsible for:

1. Creating a sense of Personal goal focus.
2. Clear communication.
3. Detailed planning.
4. Performance management.
5. Self-control and self-discipline.
6. Inspiring the other members of the team to give their best cooperative efforts.

Let us use your hierarchy and apply my three sets to them

Group one: Board of Directors.
Group two: Senior managers. Head of departments.
Group three: Project leaders: Team leaders: workers.

There are both; "common themes" and "distinctive elements" to each of the three levels.

And each group needs a course that would have its distinctive elements.
Each course would be written distinctly for each group but make reference to the common themes.

I hope that this is of help.

Let me know your thoughts on the above notes.

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About the Author: Chris Farmer

Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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