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  • Course Highlights

 

  • Get a clear understanding of the critical areas of HR
  • Understand and be able to link up the HR total process
  • Have time to discuss your individual issues with our HR expert
  • Learning how to MOTIVATE the people they work with – and work with them for superior performance.
  • Choosing the LEADERSHIP STYLE that’s right in any given situation, and win commitment and cooperation from their staff.
  • Discover how to DELEGATE work and design their blueprint for productivity.
  • Sharpening their COMMUNICATION SKILLS and build better relationships with people at all levels.
  • Learning how to BUILD HUMAN CAPITAL in their organizations, and achieve business results through people.
  • Develop an Action Plan based on what you will learn in this workshop

 

  • Who Should Attend?

 

Human Resource Managers, Team Leaders and Supervisors

 

Outline

 

Day 1

 

  1. Why Managing HR is so Important?

 

  1. An overview of HRM activities
  2. Corporate change, managing change, Managing in Times of Changing People
  3. Integrated HR strategies
  4. Human Resource Planning
  5. Competing in the Race for Talent
  6. What people Want
  7. What Employers Want
  8. HR Strategy for Competing in the Race for Talent

 

Day 2

 

  1. Is HR Management in Your Organization Strategic?
    1. Definition of Strategic HR management
    2. The Six Elements of Strategic HR Management
    3. Traditional vs. Strategic HR Management

 

  1. The Changing Nature of Human Resource Management
    1. A Model for Multiple Roles
    2. How Can These Roles be Introduced?
    3. HR Modern Roles and Business Results

 

  1. Recruiting and retaining employees
  2. Pay and Reward- Compensation and benefits
  3. Recruitment and selection
  4. Assessment and development centers

 

Day 3

 

  1. Aptitude tests
  2. psychometric profiling
  3. contracts and offers
  4. performance management and appraisal systems
  5. understanding the total role of training in the current age

 

Day 4

 

  1. The Future of HR
    1. Strategic HR Management Value Proposition
    2. Strategic HR Management Competencies
    3. Strategic HR Management Capabilities

 

Experiential Learning and Action Plan

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Customers want to buy from someone who cares about their needs. Obtaining new customers and retaining present ones are the main challenges of salespeople. The latter must use the sale process in a strategic sequence: from planning, prospecting and the approach, to closing and follow up of customers through service for life! The objective of this workshop is to help participants develop and implement relationship selling strategies. In addition, this workshop pinpoints the skills needed to improve and sustain customer satisfaction and business relationships through Customer Relationship Management. This workshop follows a practical approach, as the participants are required to apply the theoretical concepts in case studies and actual settings. It prepares you to think and deal with full range of situations and to arrive at effective and ethical solutions.

 

Who should attend?

 

Sales Managers, Marketing Managers, CRM Managers, Sales Force, Human Resource Manager and staff involved in sales and customer care.

 

Day 1

 

  • Why a sales career?
  • The sales structure
  • What does a professional salesperson do?
  • Difficulty index of different sales Jobs
  • Service and consistency
  • Anticipation
  • Win-Win situation
  • The five basic client needs
  • 7c interaction values
  • Tangibalize the intangible
  • EPS Formula
  • RATER assessment model
  • Customer lifetime value/customer referral value
  • Ghost/mystery shopping
  • Service 9p Marketing Mix, 5I’s
  • One page contact list
  • Preplanning
  • Marketing Research
  • Means to know more your competition
  • Classes of competitors
  • Communication skills

 

  • Message images 3 V
  • Four types of noise
  • Eye contact: 3I’s
  • Listening skills
  • Jumping to conclusion
  • Failure to check assumptions
  • Sender withholds information
  • I and you messages
  • Semantics and jargon
  • The right questions/SPIN Model
  • Great in person welcomes
  • Telephone skills
  • E-mail techniques
  • Verbal and visual sales support
  • Active sales listening
  • Cooling the customer with “HEAT” and “LEARN”

 

Day 2

 

Thorough Review Day 1

 

  • The Selling Personality

 

  • Success in relationship selling
  • Traditional selling versus relationship selling
  • Transaction, relationship and partnering with customers
  • Business contact approaches
  • Salesperson relationship strategy
  • Referral, strategic and associate partners
  • Referral sources
  • Team Selling
  • Customer Relationship Management
  • Time Management
  • Stress Management
  • Sales relationship triangle
  • The four social styles (Analytical, amiable, driver, expressive)
  • Sales flexing behaviors for different communication styles

 

  • Sales Effectiveness Drivers

 

  • Definer Drivers
  • Shaper Drivers
  • Enlightener Drivers
  • Exciter Drivers
  • Controller Drivers

 

  • Achieving Sales force excellence 3C

 

  • Consistency
  • Compatibility
  • Consequences

 

Day 3

 

Review Day 2

  • Select sales strategies
  • Tactics for increasing sales
  • The structure of a typical sales meeting
  • Customer relationship selling process
  • Prospecting
  • Open, disarm and reason telephone tactics
  • Sales leads/prospects funnel
  • “MAN” Prospecting
  • Prospecting methods that work
  • The prospect’s five mental steps in buying
  • The structure of sales presentations
  • Sales Presentation Mix
  • “LOCATE” uncovering important needs
  • “NASA” Needs and solutions acceptance
  • The SELL Sequence
    • Show feature
    • Explain advantage
    • Lead into Benefit
    • Listen
  • Features/Benefits
    • Trial closes
    • Demonstrations and proofs
    • Bridging sales statements
    • Confirmed benefit selling
    • Psychological description
  • Technical, functional and emotional features/ benefits
  • Sales promotion versus advertising
  • The power of making the first offer
  • Best Alternative to a Negotiated Agreement (BATNA)
  • Development of Reservation Price
  • Zone of Possible Agreement (ZOPA)
  • Anchoring and Framing
  • Value creation through trading
  • Die hard bargainers
  • Presentation
  • Beyond objections: techniques to answer customers’ concerns
  • Negotiation skills:

 

  • Closing the sale based on different situations

Day 4

 

Experiential Learning and Action Plan

Cases and Group Presentation

By the end of the action plan, you will be able to:

  • Demonstrate customer care competencies in the workplace
  • Provide evidence of achievement in translating training concepts into your company’s reality
  • Describe the challenges of creating a customer centric culture in your organization
  • Identify the next steps to move the organization and yourself forward
  • Wrap Up: Conclusions And Recommendations

 

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In this workshop you will learn how to creatively brainstorm solutions, face obstacles from a whole new perspective and discover how to effectively use a step-by-step process to achieve greater results.

Who Should Attend?

Managers and executives looking for effective problem-solving techniques.

Learning Objectives

At the end of this workshop you will:

  • Learn how to solve problems and implement solutions
  • Learn how to define problems clearly to create better solutions
  • Learn how your decisions are aligned with your business objectives and your organization’s culture
  • Identify underlying causes for problems
  • Evaluate feasibility of solutions in terms of business merit
  • Plan to make productive and ethical use of organizational politics
  • Choose the decision-making strategy that best fits the situation
  • Improve your individual and team creativity in problem solving
  • Choose the best solution from available alternatives
  • Plan for effective implementation
  • Learn how to select the decision-making strategy that best fits the situation
  • Learn how to map out a plan for effective decision-making

Day One:

  • Defining and explaining the decision-making process
  • Identify key steps in the problem-solving and decision-making model
  • Understand the purpose and benefits of each step in the model
  • Understand why managers often fail to thoroughly follow the model when dealing with day-to-day work problems
  • Planning and decision-making
  • Key steps in problem solving and decision making

Day Two

  • Assessing problems and challenges through “gap analysis”
  • Discover your preferred decision-making style and understand the benefits and limitations
  • Learn to apply a variety of decision-making strategies
  • How to identify blinders and acquire techniques to overcome obstacles in decision making
  • Learn to use creativity to meet challenges effectively
  • Learn to select and implement the best solution
  • Review techniques for overcoming psychological forces that often hinder the recognition of serious problems

Day Three

  • Understand the difference between symptom and cause
  • Understand the difference between single, multiple and circular causes of problems
  • Use different tools for determining causes of problems
  •  Identify three serious problems – at least one of which is both serious and urgent – to work on in the workshop following the problem-solving and decision-making model
  • Begin receiving feedback on aspects of your problem
  • Receive group feedback on the analysis of the causes of the three problems in the workplace
  • Evaluate the merit of solving the problem
  • Understand the two kinds of authority that can be helpful in solving the problem
  • Understand how organizational politics can be used for the benefit of the organization
  • Understand how ethics should influence organizational decisions and organizational politics

Day Four

  • Identify the different strategies that can be used in decision making
  • Identify your preferred decision-making style
  • Identify appropriate decision-making strategies in different situations
  • Identify how whole-brain thinking can spur creativity in problem solving and decision making
  • Understand the skills that are characteristic of creative groups
  • Apply skills at fostering group creativity to a group’s attempt to solve problems
  • Receive feedback on how your own behaviors fostered or hindered group creativity
  • Identify blinders that can lead to problems and prevent their resolution
  • Understand the process of brainstorming and its use in problem solving and decision making
  • Participate in brainstorming sessions to solve problems

Day Five:

  • Moving Forward with Your Own Situations- Experiential Learning and Action Plan
    • Apply Problem Solving and Decision Making Tools and Techniques Learned in This workshop to the Challenges in Your Work Setting

Prioritize Actions That You Will Take When You Return to Work

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Objectives

 

In this workshop you will learn How to set a strategy and understand the phases that a strategy goes through. This workshop will prepare participants to prepare and learn to choose the right strategy for the business. Specifically, it will provide:

 

  • The specific vocabulary of Strategic management
  • Sequential steps towards strategy formulation
  • Supporting tools and methodologies in the market by vendors and consultants

Who Should Attend?

  • Top Managers
  • Project Managers
  • Senior Project Team Members

Workshop Topics:

  • What is  strategy  and why  is  it  important?
  • Strategy Planning Phases
    • Phase 1: Developing a Strategic Vision
    • Phase 2: Setting Objectives
    • Phase 3: Crafting a Strategy
    • Phase 4: Implementing and Executing the Strategy
    • Phase 5: Evaluating Performance and Initiating Corrective Adjustments
  • Thinking Strategically: The  Three  Big  Strategic  Questions
  • Making Strategic  Choices
  • Strategic Approaches  to  Building  Competitive  Advantage
  • Strategic Approaches  to  Building  Competitive  Advantage
  • Developing a  Strategic  Vision
  • Characteristics of  a Mission  Statement
  • Linking the  Vision With  Company  Values
  • Setting Objectives
  • Characteristics of  Objectives
  • Balanced Scorecard  Approach – Strategic  and  Financial  Objectives
  • The Hows  That Define  a  Firm’s  Strategy
  • Levels of  Strategy-Making
  • Implementing and  Executing  Strategy
  • Characteristics of Good  Strategy  Execution
  • Evaluating Performance  and Making  Corrective  Adjustments
  • Benefits of  a  “Strategic Approach”  to  Managing
  • Analyzing a  Company’s  External Environment
  • The Components  of  a Company’s  Macroenvironment
  • What Are  the  Typical Weapons  for  Competing ?
  • Factors to  Consider  in Assessing  Industry  Attractiveness
  • Evaluating How Well a Company’s Present Strategy
    Is Working
  • Sizing Up a Company’s Resource Strengths and Weaknesses and Its External Opportunities and Threats
  • Analyzing Whether a Company’s Prices and Costs Are Competitive
  • Assessing a Company’s Competitive Strength
  • Identifying the Strategic Issues that Merit Managerial Attention
  • Evaluating How Well a Company’s Present Strategy
    Is Working
  • Sizing Up a Company’s Resource Strengths and Weaknesses and Its External Opportunities and Threats
  • Analyzing Whether a Company’s Prices and Costs Are Competitive
  • Assessing a Company’s Competitive Strength
  • Identifying the Strategic Issues that Merit Managerial Attention
  • Why Companies Expand into Foreign Markets
  • Cross-Country Differences in Cultural, Demographic, and Market Conditions
  • The Concepts of Multi-country Competition and Global Competition
  • Strategy Options for Entering and Competing in Foreign Markets
  • The Quest for Competitive Advantage in Foreign Markets

 

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Objectives

 

In this workshop you will learn what it takes to become an effective and efficient Project Manager. This workshop will prepare participants to implement an effective project management. Specifically, it will provide:

 

  • The specific vocabulary of Project management
  • An overview of the processes related to project management and the areas that PM covers;
  • Reference to the hands-on experience in applying a step-by-step project management process and sensitize them to the pitfalls involved;
  • Supplementary information to modify the process to the organizational culture and needs.
  • Supporting tools and methodologies in the market by vendors and consultants

Who Should Attend?

  • Top Managers
  • Project Managers
  • Senior Project Team Members

Learning Objectives:

At the end of this workshop you will:

  1. Develop a solid business case for your projects. Ensure you obtain senior managers’ agreement before you start the project. Research points out that too many projects are started without a firm reason or rationale.  Developing a business case will identify whether it is worth working on.

 

  1. Ensure your project fits with the key organizational or departmental agenda. If not, why do it?  Stick to priority projects.

 

  1. Carry out risk analysis at a high level at the initiation stage. Avoid going into great detail here – more an overview focusing on the key risks.

 

  1. Identify at this early stage key stakeholders. Consider how much you need to consult or involve them at the business case stage. Seek advice if necessary from senior managers

 

  1. Involve finance people in putting the business case together. They can be great allies in helping crunch the numbers which should give credibility to your business case.

 

  1. Understand Project Management characteristics of projects and project conception

 

  1. Understand how to execute and deliver a project in an effective and efficient way.

Day One:

IntroductionProject Management Basics:

  • Characteristics of Projects: Definitions scopes
  • Types of Projects
  • Project Conception: Project proposal, strategic assessment
  • Project management Methodology

Day Two:
Project Roadmap

  • Project definition phase:
    • Project scope statement
    • Project organization
    • Team staffing
    • Contracting
    • Project infrastructure
    • Policies and procedures
    • Project risk management
    • Project execution
    • Project closing
    • Progress tracking and reporting

Day Three:
Project Management Tools

  • PERT and CPM
  • Project management and the People Module
  • Project management and Cost Control

Day Four:

  • Moving Forward with Your Own Situations- Experiential Learning and Action Plan
    • Apply Project Management  Tools and Techniques Learned in This workshop to the Challenges in Your Work Setting

Prioritize Actions That You Will Take When You Return to Work

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Getting the best from your staff is a matter of achieving goals and objectives through managing their performance, without necessarily resorting to discipline. Good staff management needs a structured approach to personal dealings and help in putting that into practice.

 

The Performance Improvement Planning (PIP) is designed to facilitate constructive discussion between a staff member and his or her supervisor, and to clarify the work performance to be improved. It is implemented, at the discretion of the supervisor, when it becomes necessary to help a staff member improve his/her performance.

 

At the end of this workshop you will be able to use different styles depending on the person and/or the situation, to understand the elements needed to manage and improve employee performance effectively, and to write and implement standards of performance. In addition, you will be able to motivate and manage staff more confidently, effectively and with better results.

 

Objectives

  • To provide a good understanding of the principles of leadership and the processes and skills required for effectively managing and improving employee performance
  • To understand that communication is critical for successful performance improvement
  • To learn and understand personal behavior styles and how they can be used to improve performance
  • To learn your employees’ strengths and challenges
  • To understand the importance of performance standards, goals, and objectives
  • To state performance to be improved
  • To state the level of work performance expectations
  • To identify and specify the support you will provide to assist your employees
  • To develop creative problem-solving techniques to improve employees performance
  • To learn skills and tools necessary for evaluating, coaching, and improving employees performance
  • To communicate your plan for providing feedback to employees, specify meeting times, with whom and how often
  • To specify possible consequences if performance standards are not met
  • To provide sources of additional information such as the Employee Handbook

 

Who should attend?

 

All team leaders, supervisors, and managers

 

Day 1

 

  • Introduction to Performance
    1. Measuring performance
    2. Improving work performance
  • Leadership roles, managers’ roles, and coaches’ roles
  • Importance of communication in improving employees performance
  • How different interaction styles affect work performance

 

Day 2

 

  • Manager characteristics that affect work performance
  • How to develop a positive role as a manager, coach and counselor
  • Individual SWOT analysis and how they can help improve work performance
  • Using delegation and empowerment to improve performance
  • Managing differences in the workplace
  • Performance management techniques

 

Day 3

 

  • Performance appraisal systems
  • Developing personal improvement plans
  • Key Performance Indicators (KPI’s) as performance drivers
  • Measuring and reporting for action

 

Day 4

 

  • Cases and exercises
  • Action Plans
  • Experiential Learning
  • Presentation of Action Plans
  • Summary and Conclusion

 

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Objectives and benefits:

This workshop is designed for employees, department heads and supervisors. In general terms,  this workshop will help you:

  • Describe the change process to all people involved and explain the reasons why the changes are occurring. The information should be complete, unbiased, reliable, transparent, and timely.
  • To effectively implement the change while being aligned with organizational objectives, macro-environmental trends, and employee perceptions and feelings.
  • Provide support to employees as they deal with the change, and wherever possible; involve the employees directly in the change process itself.

Day 1:

 

  • Background

 

  • The management challenge and the new work place
  • Defining change management?
  • Dimensions of change management
  • Nature of change
  • Types of change
  • Role of the change manager
  • Leaders and change management
  • Partners in change
  • Role of line managers and human resources
  • Organizational challenges
  • Managing in times of changing people and global turbulence
  • Transforming organizations: why firms fail?
  • Successful change and the force that drives it
  • Change management challenges at  – Group work
  • How to overcome these challenges? – Group work

 

Day 2:

 

  • Strategic Change Management: A Model for Multiple Roles

 

  • HR roles in building a highly performing organization
    • Management of strategic HR
    • Defining strategic pressure points
    • Impact of strategic pressure points
    • Strategies for increasing readiness
    • Managing scope and speed
    • Management of organizational infrastructure
    • Management of employee contribution to change management
    • Management of transformation and change
    • Establishing a sense of urgency
    • Creating the guiding coalition
    • Developing a vision and strategy for change
    • Communicating the change
  • Sample activities related to change management

 

Day 3:

 

  • Dealing with resistance
  • Leading change initiative

 

  • Working with stakeholders
  • Why stakeholders resist- resistance to change
  • Understanding stakeholders response
  • Dealing with responses to change
  • Intellectual and emotional responses
  • Empowering employees for broad-based action
  • Generating short-term wins
  • Consolidating gains and producing more change
  • Anchoring new approaches in the culture
  • Implications for the twenty-first century
  • The organization and the future
  • Benchmarking, measuring and evaluating change management results
  • change management skills
  • adaptability
  • strategic focus
  • results focused
  • facilitate collaborative approach and encourage learning
  • communication and change management

 

Day 4:

 

  • Participants Action Plan

 

  • General recommendations and conclusions
  • Case studies
  • Individual action plan presentations
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If you’ve thought about joining an MBA but haven’t quite made up your mind, the opportunity for you to find out is available. “Everything you wanted to know” about management, marketing, supply chains, and finance is included in this Mini MBA workshop which introduces all the fundamentals of the major skills and knowledge required to improve performance. The Mini MBA can help you to satisfy your curiosity, learn something new and perhaps ultimately help you to decide whether you wish to pursue a regular MBA degree or other management programs. Practicing managers can become more effective when they are provided with a foundation in current business theories and practices.

This Program is for all Entrepreneurs and aspiring Business Managers, who want to understand the multifarious aspects of running a business or a Strategic Business Unit as part of an organization. In today’s Global Business Environment, a Manager needs to have all-round knowledge rather than confine to his or her functional expertise alone.

 

               COURSE OBJECTIVES AND METHODOLOGY

 

This Program prepares all professionals to take on higher responsibilities, and describes real life from the Manager’s point of view. The objective is to illustrate concepts of Management, Marketing, and Finance without complicated mathematical equations or graphs. This Program will equip you with the insights and techniques necessary for creating business leaders of tomorrow. Through a blend of concepts and practice through Case Studies and Exercises, participants will assimilate the principles easily.

Our goal is to create highly effective learning experience through sound experiential and adult learning principles using a “hands on” approach. The learning will take place through interactive discussions, case studies, problem-solving exercises, role playing, video clips, and in-class practice opportunities. By the end of this workshop you will obtain the knowledge you need to succeed within your organization. The goal of this program is to make you more effective by providing a framework of knowledge for making informed business decisions on issues affecting organizations today.

 

 

             WHO SHOULD ATTEND

  • Experienced managers who need a solid foundation in current business theory and practices.
  • Technical professionals moving into management positions who need more management “know-how.”
  • Managers looking to advance their careers who need to become knowledgeable in a variety of functional areas.
  • Those who need to broaden their understanding of how all the different functional areas within a business interrelate.
  • Professionals wanting a stronger base in current business theory/practice
  • Managers whose experience is primarily in one functional area who want exposure to other functional areas in order to qualify for positions of increased responsibility
  • Those interested in furthering their education and considering an MBA or other Graduate School of Business program

BENEFITS

Participants will gain confidence to tackle business issues in any discipline that crops up during  their everyday work life. Their decision-making ability will improve. Their focus on making profits and improving the bottom line will become sharper. They will manage their people better to get the best out of them. Their Organizations will grow, and they with them, their careers too.

             PROGRAM

          DAY ONE: Principles and Practices of Management and Leadership in the 21st Century

9:00- 10:30 a.m.    – Introduction

– Competencies needed to survive in the business world

– Functions of management-planning, organizing, leading and  Controlling

 

10:30-10:45 a.m.   – Coffee break

 

10:45-11:30 a.m.   – Case Study / Exercise- Assessing your own leadership style

 

11:30- 12:30 p.m.  –  Understanding the difference between Leadership and  Management

12:30- 12:45 p.m.  –  Coffee Break

 

12:45- 2:00 p.m.    –  Observe leaders in action

–   Examine your own leadership capability

–  Identify how leaders build credibility and trust

–  Identify the leadership skills that will be needed in the 21st

century

–  Explore the forces encouraging leadership and the

constraints working against leadership for supervisors

–  Leadership skills development plan

 

               DAY TWO: Human Resources Management and Marketing

9:00- 10:30 a.m.    – Introduction

– Understanding of organization behaviour, group dynamics, teams and team work, leadership, motivation, communication, conflict management, recruitment, selection, training and development.

 

 

10:30-10:45 a.m.   – Coffee break

 

10:45-11:30 a.m.   – Case Study / Exercise- Assessing your own Team Building Skills

 

11:30- 12:30 p.m.  –  Marketing Management- Understanding of the concepts of marketing-

customer value, product mix, buyer behaviour, direct and online marketing,

distribution, promotion, pricing.

 

12:30- 12:45 p.m.  –  Coffee Break

 

12:45- 2:00 p.m.    –  Customer Relationship Management- Understanding the need to retain customers, enhance their contribution to your business, Customer Lifetime Value, the need to make CRM an enterprise-wide approach to business

–   Customer Care :  Case/ Exercise

               DAY THREE: Strategic Management and Finance

9:00- 10:30 a.m.     – Introduction

                          – Definition of Strategy, vision, mission, goals and objectives

– PESTLE and SWOT analysis

–  Key performance Indicators-  KPI’s,

–  Views of various Management thinkers, strategies adopted in each functional discipline, and how these strategies determine the processes followed in an organization.

–  Strategic Management Tools

 

10:30-10:45 a.m.   – Coffee break

 

10:45-11:30 a.m.   – Case Study / Exercise- Assessing your own SWOT

 

11:30- 12:30 p.m.  –  Financial Management- Understanding the need to manage the flow of  funds efficiently to achieve corporate objectives, provide a link between the financial functions and other entities in the environment, within and outside the company.

–  Financial Reporting & Financial Statement Analysis, ROI, NPV, Ratio Analysis.

 

12:30- 12:45 p.m.  –  Coffee Break

 

12:45- 2:00 p.m.    –  Financial Management- Break- Even Analysis

              DAY FOUR: Operations and Supply Chain Management

9:00- 10:30 a.m.     – Introduction

                          – Understanding the need for efficient conversion of inputs to outputs-

Products or services to maximize profitability.

– Understanding the concept of Supply Chains

– requirements for effective Supply Chain Management

 

10:30-10:45 a.m.   – Coffee break

 

10:45-11:30 a.m.   – Case Study / Exercise- Assessing your own SWOT

 

11:30- 12:30 p.m.  –  Understanding the Value Chain-how: suppliers and customers need to work together for competitive advantage.

 

12:30- 2:00 P.M.   –   Experiential Learning and Action Plans

 

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In this workshop you will learn what it takes to become an effective and efficient leader.   In this competitive economy, a much higher level of supervisory skill is required. This workshop will explore how supervisors can maintain technical expertise while demonstrating the right type of leadership. It will give you the personal, interpersonal and group skills to be influential in one-on-one situations, facilitate group performance and become an overall effective leader.

Who Should Attend?

Managers with one to three years of management experience, team leaders, directors, project managers, supervisors and staff in all industries.

Learning Objectives:

At the end of this workshop you will:

  • Develop Interpersonal Skills That Help You Communicate, Listen, and Handle Conflicts
  • Become More Effective at Influencing Others
  • Accomplish Goals and Control Outcomes When Dealing with Staff, Peers, Management, and Other Departments
  • Learn How to Work with Groups and Teams to Solve Problems and Accomplish Projects
  • Hold Performance Discussions That Result in Changed Behavior and Enhanced Productivity
  • Analyze Your Own Styles of Behavior and Recognize Your Strengths/Weaknesses

Day One:

Introduction

  • Identify What Is Different in Supervision/Management Today
  • Identify the Opportunities for Supervisors/Managers Today
  • Describe Personal Objectives for This Course
  • Define What Leadership Is from a Supervisor’s Point of View
  • Rank Leadership Characteristics

Leadership

  • Identify the Difference between Managers and Leaders
  • Observe Leaders in Action
  • Examine Your Own Leadership Capability
  • Identify How Leaders Build Credibility and Trust
  • Identify the Leadership Skills That Will Be Needed in the 21st Century
  • Explore the Forces Encouraging Leadership and the Constraints Working against Leadership for Supervisors
  • Develop Your Leadership Skills Development Plan

 

Day Two:
Interpersonal Skills

  • Analyze Effective Listening Processes and Skills
  • Practice Questioning Skills to Learn How to Ask Effective Questions and the Effects of Being Questioned
  • Role-Play Management Situations to Demonstrate Participative Leader Skills and Analyze Your Effect on Others
  • Create a Communication Case from Work Experience

Motivation and Managing Performance

  • How different  people learn- exploring methods of training and motivating staff
  • Increasing motivation by linking performance to individual needs and desires

Decision-Making Tools for Leading

  • Discuss Three Methods of Brainstorming and Describe the Advantages of Each
  • Discuss the Effects of Organizations on Creativity
  • List the Steps in Problem Solving

Day Three:
Developing and Coaching your staffLearning to Lead Groups and Teams

Coaching and Mentoring

  • Take the “Insight Inventory: Understanding Yourself and Others.”®
  • List the Elements of Effective Feedback
  • Write Statements about Actual Employee or Team Member Situations Experienced   on the Job

Practice Coaching and Mentoring in Role Plays with an Actual Employee or Team Member Situations Coaching and Mentoring

  • Take the “Insight Inventory: Understanding Yourself and Others.”®
  • List the Elements of Effective Feedback
  • Write Statements about Actual Employee or Team Member Situations Experienced   on the Job

Practice Coaching and Mentoring in Role Plays with an Actual Employee or Team Member Situations

  • What is coaching?
  • Determining the development needs of your staff
  • Exploring ways to respond to these needs
  • Seeing the different ways in which individuals approach learning
  • Learn the Differences between Teams Versus Work Groups
  • Get Insight on Your Own Team Building and Personal Effectiveness
  • Practice Group Skills in Exercises That Develop Teamwork
  • Discuss the Role of a Group or Team Leader and Practice Facilitation Skills in the Group Exercises
  • Discover What Needs to Happen before Groups Become Teams
  • Conduct Group Observations Following a Format and Give Feedback to Participant
  • Performance Appraisal

Day Four:

  • Strategic Leadership
  •  Moving Forward with Your Own Situations- Experiential Learning and Action Plan
    • Apply the Tools and Techniques Learned in This workshop to the Challenges in Your Work Setting
    • Prioritize Actions That You Will Take When You Return to Work

Identify the Competencies on Which You Will Focus for Your Personal Development as a leader

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Objectives

This workshop is designed to help you improve your career and optimize your company’s performance as a team leader and as a manager. This is a pig picture workshop that covers the skills needed for effective and efficient leadership and team building.  It combines tools and techniques to help you master the science and art of team work.  In this intensive workshop you will discover how to use your power and influence to achieve your goals and objectives, build alliances across departments to achieve better results, establish strong working relationships with your colleagues, and create passion in your department, your team and your organization.

Who Should Attend

This workshop is designed for team leaders, middle managers or executives who lead others with managerial responsibility. It will benefit all managers who require strong decision-making skills and the ability to motivate and lead other people.

Learning Objectives

By the end of this workshop you will

  • Strengthen existing knowledge, skills and attitudes
  • Identify the fundamental behaviors required of excellent leaders
  • Develop a personal strategy to get the most of people through more appropriate delegation of tasks and control of team members
  • Discover a variety of communication styles to effectively cope with different situations
  • Distinguish the differences between Leadership and Management
  • Be able to assess you own leadership style
  • Be able to asses the leadership styles of your superiors and subordinates
  • Be able to build a leadership style that creates trust, sets a clear vision and guides your entire team toward greater performance and profit
  • Gain insights into the key skills and techniques you need to create a winning strategy
  • Learn how to be a good coach and how to build an effective team that works together to deliver better results
  • Identify the characteristics of effective team leaders
  • Develop an executive leadership style that adapts to different situations and different teams
  • Develop an executive leadership style that adapts to different people
  • Improve performance through empowerment and effective delegation
  • Clearly communicate mission, vision and value statements
  • Build a cohesive unit that performs well in all situations
  • Continue your growth as a leader through a self-development plan
  • Understand Your Emotional Intelligence Strengths and Developmental Needs
  • Draw on a Personal Development Plan for Further Development as a Leader
  • Create an Action Plan to implement tools and techniques learnt

Training Type and Methodology:

Interactive workshop including Power Point Presentation, video projection, discussion, team exercises, case studies, role playing and team presentation.

 

Day 1

 

Challenges of 21st Century Teams- Team Roles, Team Dynamics and Leading Teams

 

  • Taking the Lead
  • Managerial Roles and Competencies
  • The New Work Place
  • Managing in Times of Changing People
  • The Team Concept
  • Matching Types of Team to Tasks
  • Characteristics of High Performing Teams
  • Formal and informal teams
  • The Meaning of leadership
  • Leading in times of changing people
  • Leading in times of turbulence
  • Leadership and Management
  • Principles Of leadership
  • Results-based leadership
  • The Leader of the future
  • Assessing and developing your own leadership style

 

Day 2

 

Team Communication

 

  • Ten Steps to Group Consensus
  • Barriers to Team Building
  • Anxiety of Newly Formed Teams
  • How to Handle the Newly Formed Team
  • Analyze team roles
  • Self-Managed Teams
  • Situational Leadership
  • Enforcing Ground Rules
  • Effective communication strategy for effective teams
  • Build the perfect team- building high performing teams
  • Successful vs. effective team leaders
  • The Leadership Grid
  • Power and leadership
  • Situational leadership
  • Transactional Vs. Transformational Leadership

 

Day 3

 

Building High Performing Teams

 

  • Understand the characteristics within your team
  • Shape the team to be fit for the future
  • Develop team competencies
  • Leading, motivating and directing team excellence
  • Trust in teams
  • Self confidence and initiatives in teams
  • Problem Solving in teams
  • Building Consensus
  • Conflict resolution in teams
  • Identifying Networks and forming Coalitions

 

Day 4

 

Experiential Learning and Action Plan

Cases and Group Presentation

 

By the end of the action plan, you will be able to:

 

  • Demonstrate Teamwork Competencies in the workplace
  • Provide evidence of achievement in translating training concepts into your company’s reality
  • Describe the challenges of creating change in your organization
  • Identify the next steps to move the organization and yourself forward

Wrap Up: Conclusions And Recommendations

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