This workshop introduces the principle of strategy and develops an effective process for developing strategy at all levels in an organisation. This workshop will also focus on the critical roles of team leader and middle manager in harnessing their team's potential, and introduces and practices techniques for moving the team to peak performance.
At the end of this course the participants will be able to:
Define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process - as part of ‘Helicopter Thinking’
Break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage
Illustrate it through some well-chosen and highly stimulating case studies - and to distill the lessons from this
Apply it to their area of management responsibility - through planning the analysis, option generation, choice, implementation and measurement phases of strategy
Put this within the overall context of the organization and the change and influencing process generally
Give more confidence in managing their role strategically within their organization
Understand their role as a manager and a leader
Establish clear objectives and standards of performance for your team and to manage and use conflict and challenge
Gain better decision-taking and time and resource allocation - leading to better organizational and individual performance
Use of a well-proven planning process
Head of departments
Managers among all managerial levels
Supervisors & Team leaders
Employees & persons who are interested in gaining this great knowledge
What are strategy and strategic planning?
Why are strategy and strategic planning important?
What are the main conceptual frameworks?
External analysis - understanding and analyzing business attractiveness - macroenvironmental factors, growth drivers, competitive forces, market dynamics
Benchmarking your own strategic position/competitor analysis
Analyzing customers
“Thinking backward from the customer”
Mini-case on importance of external analysis
The interface of external and internal analysis
Internal analysis: financial
Internal analysis; non-financial
The concept and practicalities of the “balanced scorecard”
Diagnosing strategic problems and opportunities
Fusion of analyses into strategic choices - SWOT and the strategy matrix
Case examples of strategic choice
Mini-case on importance of internal analysis
Review of the tools used so far
The content of a strategy: avoiding “paralysis by analysis”
Putting a strategic plan together – the 5-page framework
A real-life example of a business strategy/strategic plan
Strategies for alliances and joint ventures
Example of best practice in alliances and joint ventures
The essence of globalization and global strategy
Globalization – the strategic dimension
Globalization – the organizational dimension
Globalization – the human dimension
How to build and manage a strategic planning team
Communicating strategy through the organization
Gaining your team’s commitment and buy-in to the strategy
Effective execution - converting strategic analysis and planning into action
Linking strategy with operational objectives
Implementation – getting practical things done
Strategic planning of your career
Creating tomorrow’s organization out of today’s organization
Conclusion - the corporate and individual value of strategic thinking
Teams, leaders, and managers
Key leadership tasks
Influence, authority and power
Leadership styles and style flexibility
Self-awareness
Emotional intelligence and rapport
Creating a shared vision
Aims, objectives and goal alignment
Developing meaningful objectives and indicators
Divergent approaches to problem-solving
Communicating a compelling vision
Delivering challenging messages
Team development
The sociology of the team
Characteristics of high-performing teams
Balancing team roles
Non-traditional team structures
Delegation and empowerment
Learning and competence
Building a coherent team
Self-managing teams and their challenges
Coaching, mentoring, and self-directed learning
Feedback and appraisal
Leveraging team strengths for peak performance
Defining performance
Approaches to measuring team and individual performance
Because supervisory levels are the link between the executive and senior management levels, achieving the organization's objectives, increasing productivity and overall performance of the organization, affects the effectiveness and efficiency of supervisors' performance.
And because of the skills of supervisors in any organization in need of continuous development, and to acquire advanced tools and methods that reflect on the deepening of these skills and activate their role in motivating individuals working, and push them to commit to the goals of the organization.
You need this conference to learn about supervisory skills and advanced methods, to be able to play an effective and supervisory role in your organization.
Managing an office has become an increasingly sophisticated and complex job. The increased demand for speed and accuracy, knowledge of new technology, and an increasingly diverse workforce bring challenges and also opportunities for growth. This dynamic and in-depth course explores some of the more advanced skills which can help an office manager to work more confidently, creatively, and effectively.
As a supervisor, the success of your organization rests in your hands. This course provides you with the opportunity to develop highly effective and essential supervisory skills that will strengthen teamwork and organizational success. Also, this course will help you manage everyday operations with greater ease. Furthermore, it will help you leverage both your managerial and people skills to meet your new challenges as the 21st-century supervisor.
This course is designed for participants to introduce to key issues and themes in international development.
Participants will explore and engage in academic debates and discussions around a set of key factors that shape, influence, and constrain the development and prosperity of nations.
The course will explore a number of key themes in international development, including how questions of gender and generation shape the impact of poverty; how processes of globalization, migration, and violent conflict impact development; and how development and the environment are linked.
It also considers what exactly we mean by poverty, and how different ways of understanding poverty feed into different approaches to tackling it.
It will also consider development institutions: what are the key institutions in the architecture of international development? How do they differ, and what are the challenges and opportunities they present? Through this module, participants will gain a solid background in the various factors which shape current approaches to and debates on international development.
By introducing participants to a range of problems in economic development, we will look to analyze how economic theory and models can explain the lack of development in some nations. We will apply such theory to real-world economies to understand the nature of the problems they face and how effective policies can be in tackling the problems.
A five-day course on the practical aspects of piping and pipeline design, integrity, maintenance, and repair. The participants will obtain an in-depth understanding of the ASME B31 code rules and API standards, their technical basis, and practical application to field conditions.
Corporate/Public governance and risk management are critical There is increasing attention being paid to corporate governance and risk management in business schools and among legislators.