CATEGORY TYPE: Business & Management

COURSE NAME:Strategic Leadership ,Team Building & Management of High Achievement Teams


UPCOMING EVENTS


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INTRODUCTION:

Strategic thinking is defined as both a way of looking at the world - particularly at challenging situations - and as a way of applying a set of techniques for framing and solving problems. It takes different forms in different situations, and certain levels of strategic thinking are more efficient for various industries and corporate cultures.

 

In this course, participants learn the four basic levels of strategic thinking under which an organization can operate, and the circumstances under which an organization must shift to a higher strategic level.

This course will help managers getting to know how to shift into leadership. This course tells how to acquire leadership skills and help the organization to apply change criteria through enhancement of the available manpower. Many modalities will be applied for assessment of performance to decide the logic plan for change.

What is Leadership?

A leadership philosophy is a way of thinking and behaving. It's a set of values and beliefs. A philosophy is a series of reference points or a foundation upon which processes, decisions, actions, plans, etc., can be built, developed and applied. A leadership philosophy connects leadership with humanity and morality and ethics. A leadership philosophy will at some point be influenced by beliefs about human nature and society, and perhaps religion, or universal truth and a sense of fairness and natural justice.

Changing Management into Leadership:

Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

 Leadership Performance Management:

Performance measurement is a fundamental building block of TQM and a total quality organization. Historically, organizations have always measured performance in some way through the financial performance, be this success by profit or failure through liquidation.

However, traditional performance measures, based on cost accounting information, provide little to support organizations on their quality journey, because they do not map process performance and improvements seen by the customer. In a successful total quality organization, performance will be measured by the improvements seen by the customer as well as by the results delivered to other stakeholders, such as the shareholders.

This course covers why measuring performance is important. This is followed by a description of cost of quality measurement, which has been used for many years to drive improvement activities and raise awareness of the effect of quality problems in an organization.

A simple performance measurement framework is outlined, which includes more than just measuring, but also defining and understanding metrics, collecting and analyzing data, then prioritizing and taking improvement actions. A description of the balanced scorecard approach is also covered.

OBJECTIVES:

 

At the completion of the course, participants will be able to prepare a competitive analysis of an organization, with recommendations for strategic development based on an industry analysis and an understanding of the organization's history, culture, and current operations.

  • Understanding significance of change.
  • Learning constraints of change.
  • Understanding attitude of workers.
  • Acquiring power of planning for change.
  • Understanding problem solving modalities.
  • Gaining decision taking skills.
  • Coping with innovation demands
OUTLINE:

Strategic Leadership

  1. Strategic Leadership
  2. Strategic Leadership and conversational style
  3. Strategic Leadership - Brain based communication
  4. Strategic Leadership – The thinking skills requirement
  5. Case Study

Strategic Thinking – The 9 Steps

1-    Gathering Strategic Alliance

2-          Asses Strategic Capability

3-    Creating Strategic Predictions

4-          Make Strategic Predictions

Cont

1-      Develop strategic vision

2-      Create strategic options

3-      Take strategic decisions

4-      Create and communicate market-led-strategy

 Blue Ocean Strategy

1-         Creating Blue Oceans

2-         Analytical Tools and Framework

3-         Reconstruct Market Boundaries

4-         Focus on the big picture, No the numbers

5-         Reach beyond existing demand

Cont of the Blue Ocean Strategy

 

1-         Get the strategic sequence right

2-         Overcome key organizational hurdles

3-         Build execution into strategy

4-       The sustainability and renewal of Blue Ocean Strategy

Training Methodology

  • Presentation & Slides
  • Audio Visual Aids
  • Interactive Discussion
  • Participatory Exercise
  • Action Learning
  • Class Activities
  • Case Studies
  • Workshops

 

WHO SHOULD ATTEND:

 

  • Senior Managers.
  • Planners.
  • Head of Departments.
  • Staff subject to upgrading.
DURATION:
    • 5 Day(s)
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    Sabic

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    Sabic

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    Sabic

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    Coldstorec Group Of Saudi Arabia

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    Saudi Aramco

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    Al Khodari Company

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    Al Khodari Company

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    Al Khodari Company

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    Al Khodari Company