Advanced Management - Organizational Behavior
Course ID: 260112 0101 015ESH
Course Dates : 12/01/2026 Course Duration : 5 Studying Day/s Course Location: London, United Kingdom
Language: Bilingual
Course Category: Professional and CPD Training Programs
Course Subcategories:
Change & Transformation Management Leadership & Management Development Organisational Effectiveness Professional Practice & Standards Strategic Management
Course Certified By: ESHub CPD & LondonUni - Executive Management Training
* Professional Training and CPD Programs
Leading to:
Executive Diploma Certificate
Leading to:
Executive Mini Masters Certificate
Leading to
Executive Masters Certificate
Certification Will Be Issued:
From London, United Kingdom
Course Fees:
VAT varies by course location and participant nationality.
Date has passed please contact us Sales@e-s-hub.com
Introduction
Organizational behaviour influences how people interact, make decisions and perform within organisations. Understanding individual and group behaviour helps managers improve leadership effectiveness, communication, collaboration and workplace performance.
This programme provides participants with advanced knowledge of organisational behaviour concepts and their practical application in management. Participants will learn how to analyse workplace behaviours, improve team dynamics, manage organisational challenges and create conditions that support effective performance.
Objectives
1. Analyse key organisational behaviour concepts and their impact on workplace performance.
2. Evaluate individual and group behaviours to improve management effectiveness.
3. Apply approaches to improve motivation, communication and collaboration.
4. Manage behavioural challenges and organisational dynamics effectively.
5. Develop strategies that support positive workplace culture and performance.
2. Evaluate individual and group behaviours to improve management effectiveness.
3. Apply approaches to improve motivation, communication and collaboration.
4. Manage behavioural challenges and organisational dynamics effectively.
5. Develop strategies that support positive workplace culture and performance.
Who Should Attend
1. Senior Managers and Department Heads.
2. Business Unit Leaders.
3. HR Managers and Organisational Development Professionals.
4. Project and Programme Managers.
5. Leaders responsible for managing teams and organisational change.
Training Method
• Pre-assessment
• Live group instruction
• Use of real-world examples, case studies and exercises
• Interactive participation and discussion
• Power point presentation, LCD and flip chart
• Group activities and tests
• Post-assessment
If Applicable:
• Each participant receives a 7” Tablet containing a copy of the presentation, slides and handouts
Program Support
This program is supported by:
* Interactive discussions
* Role-play
* Case studies and highlight the techniques available to the participants.
Course Agenda
Daily Schedule (Monday to Friday)
- 09:00 AM – 10:30 AM Technical Session 1
- 10:30 AM – 12:00 PM Technical Session 2
- 12:00 PM – 01:00 PM Technical Session 3
- 01:00 PM – 02:00 PM Lunch Break (If Applicable)
- Participants are expected to engage in guided self-study, reading, or personal reflection on the day’s content. This contributes toward the CPD accreditation and deepens conceptual understanding.
- 02:00 PM – 04:00 PM Self-Study & Reflection
Please Note:
- All training sessions are conducted from Monday to Friday, following the standard working week observed in the United Kingdom and European Union. Saturday and Sunday are official weekends and are not counted as part of the course duration.
- Coffee and refreshments are available on a floating basis throughout the morning. Participants may help themselves at their convenience to ensure an uninterrupted learning experience Provided if applicable and subject to course delivery arrangements.
- Lunch Provided if applicable and subject to course delivery arrangements.
Week 1
Day 1: Diagnosing Behavioral Gaps
Assessing current organizational culture and behavior
A. Utilizing surveys, interviews, and observation to gather behavioral data
B. Mapping the gap between desired strategic behaviors and actual practices
C. Identifying systemic drivers of counterproductive behavior (e.g., misaligned incentives)
Understanding individual and group dynamics
A. Applying psychological frameworks to understand motivation and resistance
B. Analyzing team composition, communication patterns, and conflict styles
C. Recognizing the impact of hybrid and matrix structures on collaboration
Defining target behaviors and norms
A. Translating abstract values into specific, observable, and measurable actions
B. Co-creating behavioral expectations with teams to ensure buy-in
C. Establishing clear boundaries and non-negotiables for workplace conduct
Day 2: Designing Targeted Interventions
Restructuring roles and processes
A. Redesigning workflows to reduce friction and clarify accountability
B. Adjusting decision rights to empower teams and reduce bottlenecks
C. Aligning performance metrics and rewards with desired behaviors
Implementing structural and ritual changes
A. Introducing new meeting formats that promote psychological safety and participation
B. Creating cross-functional rituals to break down silos and build trust
C. Modifying physical or digital workspaces to encourage desired interactions
Developing leadership capability
A. Training managers to model target behaviors and coach their teams effectively
B. Equipping leaders with tools to give constructive, behavior-focused feedback
C. Holding leaders accountable for the behavioral climate of their units
Day 3: Influence and Coaching Techniques
Mastering active listening and empathy
A. Practicing techniques to fully understand underlying concerns and motivations
B. Validating employee perspectives without necessarily agreeing with them
C. Building rapport and trust as a foundation for behavioral change
Applying powerful questioning and framing
A. Using open-ended questions to guide employees to their own insights
B. Reframing challenges as opportunities for growth and collaboration
C. Avoiding leading questions that shut down open dialogue
Delivering effective behavioral feedback
A. Using the SBI (Situation-Behavior-Impact) model for clarity and objectivity
B. Addressing defensive reactions with calm, fact-based responses
C. Co-creating actionable next steps and follow-up checkpoints
Day 4: Change Management and Resistance
Anticipating and mapping resistance
A. Identifying likely sources of resistance (e.g., fear of loss, lack of clarity)
B. Mapping stakeholders by their level of influence and readiness for change
C. Developing tailored engagement strategies for key resistors and champions
Communicating the change effectively
A. Crafting a compelling narrative that explains the "why" behind behavioral shifts
B. Using multiple channels to reinforce the message consistently over time
C. Creating two-way feedback loops to address rumors and concerns promptly
Managing the transition curve
A. Recognizing the stages of the change curve (denial, resistance, exploration, commitment)
B. Providing targeted support and resources at each stage of the transition
C. Celebrating early wins to build momentum and reinforce the new direction
Day 5: Sustaining Behavioral Change
Embedding new habits into daily routines
A. Designing triggers and cues that prompt desired behaviors automatically
B. Reducing friction for good behaviors and increasing friction for bad ones
C. Encouraging peer-to-peer accountability and recognition
Measuring and monitoring progress
A. Tracking leading indicators of behavioral change (e.g., meeting participation, feedback frequency)
B. Conducting regular pulse surveys to gauge cultural shifts and employee sentiment
C. Reviewing performance data to confirm the link between behavior and business results
Adapting and refining the approach
A. Conducting post-implementation reviews to identify what worked and what didn't.
B. Adjusting interventions based on feedback and changing business conditions
C. Institutionalizing successful practices into standard operating procedures
