Mini-MBA in Business Administration
Course Code:
MN07
Course Objective
- To enable delegates to understand how human resource management is critical to success in increasingly competitive markets
- To learn the most effective approaches to gaining and sustaining personal effectiveness against a rapidly changing business environment
- To learn how to build effective teams and develop high levels of individual and team performance
- To present the power of strategic thinking and business planning in creating an environment and culture of profitable growth and positive change
- To understand the linkage and significance of aligning the strategic and operational levels of managing a business
- To enable delegates to cope with the changing determinants of sustainable high-level organizational and individual performance
Target Audience
- managers
- senior buyers
- project managers, civil engineers
- construction managers
- contractors, sub-contractors
- site engineers, senior management
- government agencies
- architects, construction professionals
- anyone responsible for purchasing at a senior level who seeks to enhance their skills further.
- Purchasing and supply chain managers Project managers.
Course Outline
Day 1: Understanding Your Role
- Leader or manager?
- Self-perception
- Beyond the job description: finding out what your organisation requires of you
- Balancing conflicting stakeholder demands
- Understanding the nature of change
- A model for implementing change
Day 2: Personal Effectiveness, Time Management and Delegation
- Understanding yourself and your organisational environment
- Outcome orientation
- Setting personal and team objectives
- Managing performance
- Finding and using time effectively
- A model for effective delegation
Day 3: Communication, Influence & Conflict Management
- Channels of communication
- Effective listening skills
- Emotions and rapport
- Persuasion and negotiation: the keys to personal influence
- Managing conflict assertively
Day 4: Team Building, People Management and Motivation
- How high-performing teams work?
- Identifying team roles
- Teams in practice: teambuilding exercise
- Motivation and reward
- Building and sharing a vision
- Different approaches to leadership
Day 5: Enhancing Team Performance through Coaching and Development
- How people learn?
- Coaching for personal and team growth
- Feedback skills
- Development planning
- Next steps
Day 6: Strategic Thinking and Making Things Happen
- The essence of strategy – core concept and definition of terms
- What an effective strategic plan looks like
- How we think
- Analytical thinking
- Creative thinking
- Leadership and management, comparing the strategic and operational levels
- Strategic and operational goals – the significance and difference
- Two key roles
- Visionary – the role of the Chief Executive Officer
- Chief implementer – the role of the Chief Operating Officer
- Building a strategy/business planning team
- Mini-case 1: tutor presentation and group discussion
Day 7: Strategic Planning – The Detail of Powerful Business Analysis
- Review of Day One – questions and answers
- Concept of the “business model”: the integrated supply-demand chain
- Vision and mission – case examples, class discussion and guidelines
- Practical group exercise on Vision and Mission Statements
- Analysis of the business environment (1) – the SPECCTRE technique
- Analysis of the business environment (2) – the 5-forces technique
- Cost-based strategies versus differentiation-based strategies
- Mini-case 2: group work and presentation/discussion
Day 8: Strategic Choice and Linkage to Marketing and Sales Planning
- Review of Day Two – questions and answers
- How to evaluate market structures, trends and prospects
- SWOT analysis and the strategy matrix
- Strategic choice – how to make strategy selection decisions
- Linkage to marketing plans and sales plans
- Marketing plan – identifying and capturing value rather than just volume
- Sales plan – how to choose and fulfill market opportunities
- Mini-case 3: group work and presentation/discussion
Day 9: Linkage of Strategy to Financial and Operational Planning
- Review of Day Three – questions and answers
- Strategic versus operational aspects of finance – the strategic role of the CFO
- Globalisation of the financial markets
- Minimising risk and uncertainty
- Cost analysis, time compression and shortening life-cycles
- Capital-labour substitution, cost structures and significance of break-even
- Alignment of operational efficiency with financial efficiency
- Mini-case 4: group work and presentation/discussion
Day 10: Bringing It All Together
- Review of Day Four – questions and answers
- The relevance and contribution of strategy maps and balanced scorecards
- Key Performance Indicators and performance measurement at the strategic level
- The significance of “Dynamic Alignment” in supply chain structures
- Managing implementation – effective execution of strategy
- “Death of distance” and the short towards the business model
- Final thoughts – the business model and the future of strategic management
- Overview of the whole course
Day 11: Displaying Authentic Leadership Behaviours
- Emotions & emotional intelligence
- Building rapport
- Affective contagion
- Developing others as leaders
- Influence, authority & power
Day 12: Developing Your Leadership Skills
- Creating a shared vision
- Communication skills
- Conflict management
- Personality and its ramifications
- Setting productive goals
- Thinking outside the box
Day 13: Coaching for Peak Performance
- Coaching fundamentals
- Motivation & learning
- Feedback
- Empowering individuals & teams
- Creating a supportive environment
- Building high-performance teams
Day 14: Ethics
- Dealing with ethical dilemmas
- Ethics and leadership
- Guide to ethical decision-making
- Corporate integrity check-up
- Corporate social responsibilit
- The design of financial models for forecasting and decision-making
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