EXECUTIVE MANAGEMENT SKILLS for NEW GRADUATES
Objective:
Preparing new graduates for executive management skills is just as important as training an employee to productively and safely operate a complex piece of equipment. Just as an untrained equipment operator can cause serious problems, so can an untrained new executive. The “Executive Management Skills” Seminar Series offers a comprehensive three-day development program to help “educate” and “socialize” new graduates into the culture and requirements of a manufacturing organization. The program is divided into 3 levels of “Personal Effectiveness”, “Interpersonal Effectiveness” and “Organizational Effectiveness.” It prepares executives for the challenges of ‘organizational life’ and helps them ‘blend’ into the organizational setting. The manufacturing environment of today is a competitive one and an organization’s employees can help sustain that competitiveness, if not exceed, by being leading-edge and knowledge-based employees.
This three-day ‘seminar cum workshop’ prepares the young executives to become knowledgeable and effective on the three levels of personal, interpersonal and organizational effectiveness. The primary objective will be to equip them with the critical management skills required for a high-performance culture of a ‘Tomorrow’s Company.’
Training Methodology:
Activity-Oriented Learning
Brainstorming Sessions
Group Discussions
Group Presentations
Individual Presentations
Team “Games”
This is a highly interactive and activity-based workshop where participants are challenged to apply concepts, models and tools that are taught to the organizational setting. Participants will not be given a lecture-style seminar BUT a hands-on workshop which changes their thought-process through participation and involvement in the three days’ activities.
Course Outline:
Personal Effectiveness
- Recognizing Personal Competencies,
Job Competencies, Organizational Competencies
- Stages 1 to 5
- Critical Incident Technique:
Competency Profile
- What changes are about to take place in
the organization
- In which directions the organization needs
to travel
- Which competencies will be needed to take
it there
- Identifying “Gaps”
- Do the personal competencies,
job competencies and
organizational competencies “fit?”
- “Narrowing”, if not “Closing” the “Gaps
- Development Plan to “narrow” or “close”
the “gaps”
- Development Spiral
- Orientation
- Diagnosis
- Strategy
- Design
- Methods
- Implementation
- Embracing Your New Role and Expectations
- Job Description
- Job Requirements
- Job Expectations
- Key Performance Indicators
- Benchmarks
- Time Management
- Recording Time
- Analyzing Time
- Planning Time
- Valuable, Doubtful, Useless
- Planned and Unplanned Activities
- Weekly Worksheet
- Managing Your Roles
- Identify Your Personal Roles and Job Roles
- Balancing Work and Family
- Managing Change
- Recognizing the Change
- Accepting the Change
- Adapting to Change
- Creative Thinking Skills for an Innovative Workplace
- Thinking “out of the box”
- Approaches problems and issues in an innovative manner
- Recognizing that creativity and innovation are the hallmark of successful organizations today
- Understanding Leadership Styles and Learning How To Lead
- Discussing the various Leadership Styles
- Adapting to the various Leadership Styles
- Leadership Styles of Today
- Learning how to Lead through VISION
Interpersonal Effectiveness
- Communication Skills
- Writing Skills
- Reading Skills
- Listening Skills
- Speaking Skills
- Presentation Skills
- Planning & Preparation
- Delivery
- Do’s and Don’ts on Delivery
- Negotiation Skills
- Problem Definition
- Identifying Both Parties’ Interests
- Framing
- Distributive Approach (Win-Lose)
- Integrative Approach (Win-Win)
- Working in a Team
- Building Relationships
- Team Dynamics
- Team Spirit
- Team Synergy
- Team versus Groups
- Emotional Intelligence @ Work
- Self-Awareness
- Self-Regulation
- Self-Motivation
- Empathy
- Social Skills
Organizational Effectiveness
- Planning and Organizing Work
- Steps in the Planning Process
- Setting Goals and Objectives
- Multi-Tasking
- Evaluation and Control
- Prioritizing Tasks
- Decision-Making
- Model on Decision Making: ADADA
- Decision Analysis Checklist
- Problem-Solving
- Problem-Solving Tool: Ishikawa Model
- Identifying the Problem, Causes and Sub-Causes
- Providing Solutions
- Understanding the Value Chain in a Manufacturing Organization
- 5 Primary Activities
- 4 Support Activities
- “Magical Formula”: Increasing Quality, Reducing Cost
- Creating Sustainable Competitive Advantage
- Being Part of the Organizational Culture
- The Cultural Web
- “Socializing” into the Organization’s Culture
- Vision, Mission, Core Values, Objectives, Goals, Strategy
- The Direction of the Organization
- YOUR Contribution in the Organization: Adding Value
- Stakeholder Relationships
- Identifying the Organization’s Stakeholders
- Value-Added Services to Stakeholders
- Relationship Management
- Introduction to the Concept of Intrapreneurship
- Thinking Creatively
- Acting Innovatively
- Modifying Existing Processes, Systems, Structure
- Introducing New Products, Services, Processes
- Identifying Windows of Opportunity
- Key Performance Indicators of the Organization
- Identifying the KPIs of the Strategic Business Unit
- Using KPIs for Performance Management
- Understanding Performance Appraisal and the “Feedback Loop”
- Participating in Performance Appraisals
- Identifying “Gaps” through Performance Appraisals
- Developing a Development Plan
- Acting on the Feedback Loop
- Adding Value to the Organization
- Knowledge-Based Employee
- Organization’s Key Asset