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• Crisis Management
• Essentials of Management
• Critical Thinking: Real-World & Real-Time Decisions
• Implementing Strategy: Leading Effective Execution
| Download a print friendly version HERE (requires Acrobat Reader) |
| Course Title |
CRISIS MANAGEMENT |
| Course Code |
MD: CM |
| Course Overview |
Your organisation’s reputation is probably the single most important commodity it owns. You rarely get a second chance to avert a crisis. Therefore, it is crucial that you have in place a crisis management plan and the know-how to hopefully avoid, plan for and act, when a crisis arises. This course deals with preparing for a crisis (in advance), handling a crisis when one arises, formulating a strategy and deciding on a plan of action to protect your reputation, minimise damage, and if possible, turn things around. |
| Target Audience |
Senior and management team. Anyone who has a role in a part of your organisation that could be affected in a time of crisis. |
Selected Session Topics |
- Introduction and objectives
- Planning and preparation
- What issues could hit you?
- Identifying your audience
• Who would be affected by the crisis?
• Who could affect us?
• Who needs to know?
- Lines of communication
- Key messages
- Crisis spokespeople
- Handling the issue
- Strategy & action |
| Key Take-Away |
- Identify issues management – the basic tools.
- Discover the kind of issues which could hit the organisation.
- Learn how to build a crisis management team.
- Learn how to prepare materials and to handle issues.
- Identify crisis management strategies.
- Learn to develop action plan and formulate key messages. |
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| Download a print friendly version HERE (requires Acrobat Reader) |
| Course Title |
ESSENTIALS OF MANAGEMENT |
| Course Code |
MD: EoM |
| Course Overview |
This course has been designed for new managers or soon to be promoted managers to consider the many different skills required to successfully manage other people. Essentials of Management examines different areas of management to give participants the confidence and ability to manage their team effectively to ensure company, team and individual goals are met – increasing motivation and developing the skills of the team. |
| Target Audience |
Newly promoted or soon to be promoted Managers from all disciplines. |
Selected Session Topics |
- The Manager’s Role
• How do we define successful management?
• What is expected of you?
• Which styles of management work best?
- Role Clarity
• Setting clear performance standards
• Agreeing SMART goals and objectives
• Effective delegation
- Dealing with ‘difficult’ Situations
• Understanding triggers leading to ‘difficult’ Behaviour
• Resolving performance issues
• Motivating Individuals
- Personal Management
• Managing own time to enable team development
• Verbal and non-verbal communication
• Assessing how the Manager’s behaviour impacts on the team |
| Key Take-Away |
- Ability to understand the Manager’s role and how it impacts on
the team’s performance.
- Learn to identify different styles of management.
- Know what team and others expect from you.
- Learn how to deal with ‘difficult’ people and ‘difficult’ situation.
- Learn how to feel comfortable delegating.
- Learn how to deliver effective feedback on a regular basis. |
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| Download a print friendly version HERE (requires Acrobat Reader) |
| Course Title |
CRITICAL THINKING: REAL-WORLD, REAL-TIME DECISIONS |
| Course Code |
MD: CT:RWTD |
| Course Overview |
Making decisions in an atmosphere of increasing time pressure, uncertainty, and conflicting expert opinions creates challenges for any manager. Making such leadership decisions in crisis situations is even more demanding. Critical Thinking focuses on reframing issues so that the right problems are addressed, distinguishing systematic patterns from random events, and identifying acceptable risks in alternative decisions. In this course, participants will learn how to make better decisions within group or department settings, recognising the more network-oriented and decentralised structures of today’s organisations. |
| Target Audience |
Executives at all levels can benefit from this course. More experience managers can test their existing decision processes, and newer managers can learn to structure their approach to business decisions. |
Selected Session Topics |
- Framing the problem
- Gauging uncertainty
- Scenario planning
- Leadership in decision making
- Decision making under pressure
- Group decision making |
| Key Take-Away |
- Acquire a variety of strategies for framing problems, and learn
when to apply them.
- Learn to accurately assess the degree of uncertainty in
individual problems.
- Recognise when you have enough information, the right
information, or when you need to do more research.
- Structure more complex challenges to ensure you address the
right issues.
- Involve the right people at the right time in the right way.
- Create environments that foster feedback and learning. |
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| Download a print friendly version HERE (requires Acrobat Reader) |
| Course Title |
IMPLEMENTING STRATEGY: LEADING EFFECTIVE EXECUTION |
| Course Code |
MD: IS:LEE |
| Course Overview |
Implementing Strategy will examine and focus on five core areas: (1) design a Strategy implementation Model with appropriate structures, objectives, controls, integration mechanisms, and incentives for implementation; (2) develop an understanding of the stages of implementation, forces for and against change, and ways to overcome resistance to change; (3) effectively integrate HR policies with strategy implementation needs; (4) understand how strategy affects structure and how the choice of structure affects efficiency and effectiveness; and (5) explore incentives and controls to motivate and manage performance. |
| Target Audience |
Ideal for any executive who needs to deliver results. Managers moving into a position requiring strategic planning will also benefit. |
Selected Session Topics |
- The strategy implementation process
- Most common implementation mistakes, problems and
obstacles
- Strategy structure and organisational performance
- Managing human resources
- Culture and strategy
- Operating structure: achieving effectivecoordination
- Developing effective incentives and controls
- The content and process of change |
| Key Take-Away |
- Achieve faster, more effective results by integrating strategy
and implementation.
- Eliminate common roadblocks by ensuring that your corporate
structure is in alignment with current corporate strategies.
- Increase your organisation’s ability to adapt to change by
providing appropriate structures, objectives, and incentives for
implementing your strategy.
- Manage resistance and conflict by understanding how
organisational culture affects implementation.
- Maximise resources by knowing the demands that different
strategies make on the organisation and the investments they
require. |
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| Course Title |
Strategic Performance Management and Measurement Using the Balanced Scorecard Approach
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| Course Code |
MD: BSC |
| Course Overview |
Organizations must measure their performance to achieve strategic management goals. Only a small fraction of companies find their performance management system effective. Balanced Scorecard is a proven and effective strategic tool that can translate a company’s strategy into performance objectives, measures, targets and initiatives, in the process converting intangible assets into concrete values for the organization.
This workshop illustrates how managers can develop and implement a simple yet effective Balanced Scorecard system for their companies. |
| Target Audience |
- Managers responsible for the execution of strategy in their companies
- Accounting, information technology and human resources managers involved in developing and implementing performance measurement system in their companies
|
Selected Session Topics |
- What is Balanced Scorecard?
- The four perspectives of Balanced Scorecard
- Building Strategy Map
- - Developing Performance Objectives
- - Developing Cause and Effect linkages
- Developing Performance Measures and Targets
- Cascading the Balanced Scorecard across the organization
- Embarking on Strategic Initiatives
- Linking Balanced Scorecard to Organizational Budget
- Rewarding Performance – Linking Balanced Scorecard to Employee Compensation
|
| Key Take-Away |
After attending this program, participants will:
- Understand the strategic importance of Balanced Scorecard
- Appreciate how the four perspectives of Balanced Scorecard are superior over traditional measurement systems
- Learn how to build strategy map for their organization by defining its mission, values and vision
- Understand how strategies can be executed in manageable component parts using Balanced Scorecard
- Learn how to systematically develop performance objectives and measures
- Learn how to use Key Performance Indicators and benchmarking to facilitate continuous improvement
- Learn how to develop cause-and-effect linkages to ensure the effectiveness of strategy implementation
- Understand how Balanced Scorecard is cascaded down to organization’s budget
- Appreciate how to motivate employees by linking compensation scheme to performance through Balanced Scorecard
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| Course Title |
International Business Management
|
| Course Code |
MD: IBM |
| Course Overview |
International Business Management means all business activities that cover more than one country. This seminar covers the role and problems of management in the international environment. The principal aim is to provide participants with the requisite knowledge and skills that will enable them to manage in a complex and foreign business environment. It also provides an overview of the international economic and cultural environments within which international businesses have to operate. The main thrust of the seminar is upon international business management strategies. A practical approach will be present and issues will be considered from the perspective of ‘...why should a business manager be familiar with this issue, and what practical benefit will such knowledge give to the manager and the manager's organisation?’. |
| Key Take-Away |
After attending this seminar, participants should be able to understand:
- the major institutional and financial influences on international business and management
- the impact of cultural and environmental influences on the management of international enterprises
- international planning, controlling, and alternative market entry options and strategies (including alliances)
- the main characteristics of the operations, marketing, finance, accounting and tax management and human resource functions of organisations in an international context.
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