Leadership and Management Skills

HRODC Postgraduate Training Institute
En Central London (Inglaterra), Abu Dhabi, United Arab Emirates (Emiratos Árabes Unidos), Cairo, Egypt (Egipto) y 6 sedes más

£ 8.000 - (9.109 )

Información importante

  • Seminario intensivo
  • Intermediate
  • En 9 sedes
  • 60 horas lectivas
  • Duración:
    10 Days
  • Cuándo:
    A elegir

Leadership and Management Skills are qualities an executive manager must possess! If you want to learn about these abilities, enroll on this course and take advantage of knowing how to lead and manage a team.

Información importante
¿Esta formación es para mí?

This course is designed for: senior managers, middle managers, junior managers, and those enroute to management all management aspirants, lecturers, consultants, leaders, supervisors, organisational development practitioners, business owners.

Requisitos: Degree or Relevant Work Experience

Instalaciones y fechas

Dónde se imparte y en qué fechas

Inicio Ubicación
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Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, Emiratos Árabes Unidos
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Cairo, Egypt
Champolion Street, 12421, Egypt, Egipto
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Central London
Carburton Street, W1W 5EE, London, Inglaterra
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Jeddah, Saudi Arabia
Medina Road, 8483, Saudi Arabia, Arabia Saudita
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Johannesburg, South Africa
Oxford Road, 2132, Johannesburg, Sudáfrica
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Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malasia
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¿Qué aprendes en este curso?

Conflict Management
Conflict Resolution
Problem Solving
Team Training
Time management
Communication Training
IT Management
Skills and Training
Employee Development
Functions of Management
Meeting Management
Organisational Design
High Performance Leadership
Approaches to Leadership
Managerial Leader
Leading Through Delegation
Least Preferred Co-Worker
Theory X and Theory Y
Vertical and Horizontal Relationships
Worker Motivation
Decision-Making and Problem Solving
Equitable Reward Systems
Organisational Change Management
Risk Identification


Limited Course Contents, Concepts and Issues:

High Performance Leadership 
  •  The Concepts of a ‘Leader’ and ‘Managerial Leader’ 
  •  The Leader and Authority 
  •  The Leader and Influence 
  •  The Manager and the Conferment of Power 
  •  The Application of Control and ‘Power Cohesion’ 
  •  The ‘Managerial Leader’ and the Ability to Vary Strategy 
  •  Power as a Recourse of the Managerial Leader 
  •  Leadership and Interpersonal Relationship 
  •  Approaches to Leadership 
  •  Qualities or Traits Approach to Leadership 
  •  Task and Person Orientation 
  •  Participative Leadership 
  •  Transactional Leadership 
  •  Transformational Leadership 
  •  Contingency or Situational Approaches to Leadership 
  •  Leaders vs. Non-Leaders In Relation to Confidence and Intelligence 
  •  Leadership and Extroversion 
  •  Problems with Traits Approach 
  •  Social, Power and Achievement Needs and Their Relevance to Leadership 
  •  ‘Task and Leader- Qualities Match’ 
  •  The Perceived Consequence of Task Orientation and Reduced Relationship Orientation  for Managerial Effectiveness
The Functions of Management 
  •  The Functions of Management 
  •  The Management Process: Its Universality 
  •  Planning: The Basis For The Emanation of Subsequent Functions 
  •  The Different Types and Levels of Planning 
  •  Planning as Objective Establishment 
  •  Planning as a Procedural Issue 
  •  Organising Process, People and Subsystems 
  •  Fundamental Issues In Designing Organisations 
  •  Management Implications For Tall and Flat Structures
  • An Introduction to Basic Organisational Forms:
  •  Simple Structure  Functional Structure
  • Divisional Structure
  • Matrix Structure
  • Organisational Design as a Function of Organisational Dynamics
  • Important Considerations in Organisational Design
  • Designing For Effective Product/Service Management
  • Designing For Communication Effectiveness
  • Designing For Effective Client/Customer Focus
  • Importance of Vertical and Horizontal Relationships
  • Directing or Leading
  • Directing or Leading: A Question of Leadership Styles and Administrative Strategies
  • Directing or Leading: Managerial Control vs. Worker Autonomy
  • The Relationship Between Leadership and Worker Motivation
  • Co-Ordinating - Mintzberg’s Bases of Co-Ordination
  • Mutual Adjustment
  • Direct Supervision
  • Output
  • Standardisation of Input
  • Standardisation of Work Process
  • Managing Organisations in a Stable Environment
  • Managing Organisations in an Unstable Environment 
Decision-Making and Problem Solving  
  •  Understanding Problem Solving 
  •  Analysing the Problem 
  •  Developing Effective Problem Statements 
  •  Determining Causes 
  •  Simplifying Complex Problems 
  • Risk Identification and Management 
  •  Problem Solving 
  •  Gathering and Analysing Data 
  •  Developing Alternatives 
  •  Evaluating Options 
  •  Implementing the Solution 
  •  Monitoring and Managing the Solution 
  •  Verifying the Solution 
  •  Using Adaptive Techniques
 Motivating Workers 
  •  Directing or Leading 
  •  The Concept of Motivation 
  •  Theories of Motivation 
  •  Content Theories and Some of Their Contributors 
  •  Maslow’s Hierarchy of Needs 
  •  Analysis of Maslow’s Claims 
  •  McClelland's Studies 
  •  Taylor: Money & Motivation 
  •  Motivator-Hygiene Factor: Hertzberg’s Contribution 
  •  Process Theories 
  •  Equity Theory 
  •  Goal-Setting Theory 
  •  Expectancy Theory 
  •  Equitable Reward Systems 
  •  Reinforcement Theories 
  •  Reinforcement Theory 
  •  Motivation & Contingency Theory 
  •  Designing an Effective Motivation Strategy 
  •  The Collectivist vs. the Individualist Perspective of Motivation 
  •  Common Trends in Motivation Theories
Organisational Change Management 
  •  Change and Its Inevitability 
  •  Anticipating The Need For Change 
  •  Resistance To Change - Latent & Manifest 
  •  Change Management And Human Resources Implications 
  •  Internal and External Environmental Analysis—SWOT 
  •  Internal Environmental Analysis—SW 
  •  External Environmental Analysis—OT 
  •  Pertinent Factors Associated With Change Implementation 
  •  Approaches To Change: Their Merits & Demerits 
  •  The Big Bang Approach 
  •  The Incremental Approach 
  •  Strategies For Effecting Change 
  •  Influence Change Strategies: When They Should Be Used Or Avoided 
  •  Control Change Strategies: When They Should Be Used Or Avoided 
  •  Communicating Organisational Change (organizational change) 
Conflict Management: A Pro-Active Approach to Conflict Resolution 
  •  Introducing Conflict as A ‘Functional’ Mechanism 
  •  Contact and Communication 
  •  Superordinate Goals 
  •  De-Escalation Threshold 
  •  Apology or Apologia? 
  •  The Place of Forgiveness in Conflict Resolution 
  •  The Place of Praise in Conflict Resolution 
  •  The Use of Tit For Tat in Conflict Resolution 
  •  The Place of New Resources 
  •  Decoupling and Buffering
  •  Defining Negotiation 
  •  Different Negotiation Approaches 
  •  ‘Role Negotiation’ as a Conflict Management Tool 
  •  Mutual Resolution as Conflict Resolution 
  •  Collegial Mediation as Conflict Resolution 
  •  Hierarchical Intervention as Conflict Resolution 
  •  Communication Styles 
  •  Elements of the Communication Process 
  •  Communication with the Organisation 
  •  Qualities and Competencies of a Good Communicator 
Effective Presentation 
  •  Presentation Concept and Objectives 
  •  Key Factors of a Presentation 
  •  Preparing a Presentation 
  •  Support Media 
  •  Winning the Audience during Presentation 
Effective Time Management  
  •  Time Management Defined 
  •  Time in an Organisational Wide Context: Acting in Time 
  • The Cost of Time 
  •  Time Management Tools 
  •  Maximising Personal Effectiveness 
  •  Busy vs. Productive 
  •  Time Wasters/Time Robbers/Time Stealers/Time Bandits 
  •  Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits 
  •  Combating Procrastination 
  •  Diffusing the Impact of Others 
  • Conquering Over commitment ( Learn to say, “No”) 
  •  The Four D’s of Time Management 
  • Managing Multiple Task and Deadlines 
  •  Combating Work Related Stress
Meeting Management 
  •  Creating an Effective Agenda 
  •  Importance of Agenda 
  •  Steps For Productive and Effective Meeting 
  •  Groupthink 
  •  Team think 
  •  Reducing Time Spent on Meeting 
  •  Meeting Menaces 
  • Meeting Mismanagement 
  •  Trading Game Scenario 

Información adicional

Cost:                         ü  £8,000.00    Per Delegate for UK Delivery ü  £10,000.00  Per Delegate for Delivery outside the UK
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