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Managing World Bank Projects, Diploma - HRODC.com

Managing World Bank Projects, Diploma - HRODC.com

Advanced_Project_Management_Team_Dynamics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Management_Counterparty_Risk_Risk_Mitigation_Conflict_Resolution_L itigation_Contract_Procurement_Goods_Services_CourseProject Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MScProject Management in Action: Managing World Bank ProjectsLeading to Diploma-Postgraduate in World Bank Project Management(Double Credit)Course ObjectivesBy the conclusion of the specified learning and development activities, delegates will be ableto: Distinguish between groups and mere aggregations; Suggest the difference in interpretation of groups and teams; Demonstrate your understanding of the social and psychological relevance of the stagesof formation of a group; Distinguish between task forces, committees, command groups and boards; Apply group dynamics to organisational settings; Suggest ways of improving group morale, while enhancing their effectiveness; Demonstrate a heightened understanding of the type and permanence of the leadershipof a team; Explain the occasions in which a situational leader is likely to emerge; Demonstrate a high level of understanding of a team attempts to replace a situationalleader, to enhance stability, acceptability or renewed or clarified mission or objectives; Determine why a temporary team is likely to be more problematic to lead than apermanent team; Explain why a team’s disbandment might have a negative psychological effect onmembers and the team leader; Explain the bases for the feeling of ‘Togetherness’ or ‘Awareness’ in an aggregation; Demonstrate their understanding of the theoretical and practice bases of TeamDynamics; Explain the Team Typological Bases; Distinguish between command teams, boards, committees and task forces; Provide examples of command teams, highlighting the situations in which a leadermight belong to two Command TeamsP. 6

Advanced_Project_Management_Team_Dynamics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Management_Counterparty_Risk_Risk_Mitigation_Conflict_Resolution_L itigation_Contract_Procurement_Goods_Services_CourseProject Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc Distinguish between Temporary Committees and Standing Committees; Order the team formation stages, explaining the psychological issues that beset themand relate them to organisational functioning; Demonstrate their ability to deal with the psychological effect of disbandment; Detect Dysfunctional Behaviours; Address the salient issues associated with Dysfunctional Behaviours; Provide an individually synthesized proposal for dealing with aggressiveness; Indicate how they would handle blocking, effectively; Propose an effective way of dealing with interfering behaviour; Demonstrate the effectiveness of the strategy that they have devised for dealing withintra-team competition; Evaluate the effectiveness of their strategy for addressing situations where teammembers seek sympathy; Propose an effective remedy to ‘member withdrawal;’ Put forward a satisfactory way of addressing ‘special pleading;’ Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctionalbehaviours; Exhibit tact in discouraging team member distracting behaviours; Provide examples of how a leader should encourage desirable behaviours in a team; Indicate the range of tangible rewards that might be utilised in a team; Propose suitable intangible rewards that might be applied to a team situation; Apply appropriate rewards and, or, punishment that are applied to a given teamsituation – thereby promoting team ‘functionality;’ Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that willimprove team effectiveness; Indicate the steps that they will take to harmonising their teams; Establish a basis for standard setting in their teams; Demonstrate their understanding of the importance of Gatekeeping in team formalsettings; Determine the optimum team size for effective functioning; Demonstrate their ability to manage conflict effectively, incorporating the occasionsP. 7

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