MANAGEMENT
LEADERSHIP
In this fast-changing and competitive 21st Century business
environment, as a general manager, your job is not only to sustain your
organisational profitability and growth but to extend it beyond survival. Do
you have what it takes to be THAT Senior Manager or General Manager who will
one day take on higher responsibilities? What are your strategic managerial
and leadership challenges? How do you create sustainable values for your
business key stakeholders? These are
two simple but yet critical questions which you need to ponder on and answer. This workshop is specially designed for enhancing your strategic managerial and leadership skills in creating and delivering values for your key stakeholders, namely investors, customers and employees. It is an action-oriented workshop, focusing on producing results that can be measured and integrated into your business strategy, corporate culture and action plan. It encompasses the strategic business framework, including an arsenal of knowledge, skills, tools and techniques to enable you to deliver desired results effectively and consistently. |
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Objectives Upon completion of this workshop, you will be able to learn and understand:
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Who Should Attend
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Workshop Outline Day 1 ·
Personal Mastery & Development Good management
starts with realising and understanding your personal strengths and
opportunities for improvement. This session helps identify your own personal
traits and preferences as a senior manager/leader for self-improvement. Emphasis is
on: o
Identifying personal traits and preferences o
Understanding personal strengths and
opportunities for self improvement o
Developing leadership qualities o
Personal career development |
· Managership (Management Leadership) This session
explores the managerial and leadership challenges you face, and helps you
gain management insights on leading a high performing team and instill a high
performing culture that can make a real difference to your
organisation. Emphasis is on: o
Understanding what makes a good manager and leader o
Learning management insight, disciplines and practices to build a high
performing team o
Developing leadership qualities through practice of
managership |
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Day 2 · Financial Management Financial analytical and decision-making
skills are important towards making an impact on your organisation’s
profitability. This session focuses on analysing financial information for
decision-making and improving the financial performance of your organisation. Emphasis is
on: o
Identifying the key components of financial reports o
Analysing and understanding financial statements to improve business
performance o
Ratio analysis – financial analysis for business decisions o
Working capital management – maximising and managing your current
assets Day 3 ·
Talent Identification, Development and Management Human capital is an essential asset that an organisation can’t live
without. This session focuses on identifying, analysing, managing and
retaining your organisation’s pool of talents. Emphasis is on: o
Understanding the need for a spectrum of talents within organisations o
Understanding the importance of an integrated talent
management~succession planning (TM~SP) system within organisations o
Using different approaches to manage your talents o
Implementing talent management and retention
strategies Day 4 ·
Strategic Customer Care Excellent customer service is the ultimate competitive advantage for
any business. This session highlights how you can develop and implement a road map for
building excellent customer care and sustaining a service culture in your
organisation. Emphasis is on: o Evaluating
options for optimising your intangible assets o Identifying what
your customers really expect from your services o Examining a detailed road map to apply within your organisations |
Day
5 and Day 6 ·
Winning With BOS (Break-Out Strategy)—Moving Beyond “Blue Ocean” With supply exceeding demand in most
industries, competing for a share of contracting markets, while necessary,
will not be sufficient to sustain high performance. You need to venture
beyond the blue ocean of new market space. Above all, you need to create a
well-conceived Break-Out Strategy
(BOS). Winning Without BloodshedEmphasis is on:
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Understanding “red terrain” versus “green field” strategic thinking o
Enabling you to see your business in a broader context in an attempt
to create your Break-Out Strategy o
How to formulate Break-Out Strategy to differentiate your business o
How to align your Break-Out Strategy with your business model Strategic
Execution
Emphasis is on: o
Translating Break-Out Strategy into actions by using Balanced
Scorecard o
Planning strategic initiatives to achieve desired results Panel of Training Facilitators ·
Dr Wilson Tay, MMIM, MIM-CPT
DMgt(Dist) IMC Southern Cross University, MBus Curtin University of
Technology, FCPA, FCIS, FCIM, CA(Aust), CFP(USA), CIMCA(UK) ·
Dr Lai Chong Teng, MMIM, MIM-CPT
DBA (IMC, UK), M Eng. (University of Mac Master, Canada), BSc (Mech) (Strathclyde University, Scotland), Diploma (Mech Eng) (Technical College, M’sia Associate Consultant (MIM), MIM SME Development Programme Director, MIM JOGM Programme Director ·
Vincent Loh, MMIM, MIM-CPT
FCA (Fellow of Institute of Chartered Accountants, UK) ·
Dr Chin Yook Kong, MMIM, MIM-CPT
Dip. Electrical Engineering (UTM), MEd (Training & Development)
University of Sheffield, Ph.D (Extension Education) UPM Associate Consultant (MIM), MIM-CPM Programme Director ·
Evelyn Samuel, MMIM, MIM-CPT
Post Graduate
Diploma in Marketing Management, Marketing Applications Systems, Marketing in
the New Economy (PHW Graduate Business School, Berne, Switzerland) |