The Boston Global Strategic and Operational Management Programme

• What does globalisation mean and what are its biggest challenges?
• Why Global Economic and Business Structures are Changing
• Understanding Comparative Advantage and Competitive Advantage
• Managing Transition – What activity belongs where?

• Effective Business Models for an Increasingly Integrated Environment
• The Strategic Relevance of the Responsive and Agile Organisation
• Post-merger and Post-acquisition Management as Major Challenges
• Collaboration as a means of Accelerating Global Development
• Product and Process Innovation in Global Strategy

• The Process of Creating and Managing High-performance Teams
• Developing the New Generation of Potential Senior Managers
• Flexible, Extended and Virtual Organisation Structures
• Mentoring and Coaching – The new roles for senior managers
• The Strategic Implications of the Flattening Organisation

• Strategic Planning in an Uncertain and Rapidly Changing Business Environment
• The Main Strategic Priority – How to gain and sustain profitable growth?
• Building the Business Model – Achieving the optimum outcome
• Creating an Effective Linkage between Strategy and Operations
• The Concept of Alignment – How to keep your teams focused and on track?

• The Framework of an Effective Strategic Plan
• Setting-up and Managing an Effective Strategic Planning Team
• Resourcing the Planning Process and Projecting Inputs and Outputs
• Presenting and Communication the Strategic Plan to Your Operations Teams
• Leading the Execution of the Strategic Plan
• Final Questions, Answers and Deciding Personal Follow-up Actions
• Course Leader’s Summary and Overview of the Whole Course

Defining the Unique, Essential and Noble Functions of Management

• Clearly Differentiating Management from Leadership
• Rediscovering the Critical Importance of Effective Management: Traditional vs. Contemporary Views
• Inappropriate Metaphors of Managers: The Need to Change Mind-sets
• The Key Management Functions: The Q-OPD Full-Range Management Model©

The Four, Over-arching Core Skills for both Managers and Leaders

• Developing Personal, Social and Organisational Awareness
• Tailored, Multi-channel Communication
• Powerful and Targeted Influence and Persuasion
• Emotional Intelligence (EI) & Political Intelligence (PI)

Operationalising & Directing

• The Manager’s Crucial Operationalisation Remit
• Translating the Strategic Plan into an Implementation Plan
• Powerful Processes to Direct Your Staff
• Using Goals, Objectives, Outcomes and Behavioural Metrics

Delegating & Problem-solving

• The Delegation Imperative: Making Yourself Dispensible, Creating New Leaders and Succession Planning
• Relinquishing Authority and Responsibility: Setting Your Staff-up for Success
• Creative, Rational and Soft-system Problem-solving Approaches
• Deciding between Alternative Solutions whilst considering the Operational and Political Dimensions of Your Actions

Resourcing & Supporting

• Identifying the Resources Available to Your Staff and Using Them to Develop their Capability
• Selecting Staff for their Talent and Potential
• Supporting Your Staff: Engagement and Empowerment
• The Five Essential Support Needs of Your Staff to Ensure their continuing Discretionary Effort

Monitoring & Controlling / Coordinating

• The Essential Nature of Monitoring and Controlling
• Soft and Hard Processes: Individual Development and Goal-achievement
• Deciding on Your Key Metrics: ‘What you measure is what you get!’
• Designing Monitoring Systems / Performance Dashboards

Feeding Back / Reporting & Redirecting

• The Value of Timely, Relevant, Actionable Feedback
• The 3 Feedback Principles and Structuring Motivational, Developmental and Critical Feedback
• Re-directing Behaviours and Setting-up Positive Responses
• Harnessing the Power of Activators, Behaviours and Consequences

The Manager as Catalyst

• Understanding and Appreciating the New Management Paradigm
• Using the Gallup Q-12 to Powerfully Manage your Staff
• Playing to your Staff’s Strengths and Helping them Manage their Weaknesses – as a Team
• Managing Employee Aspirations by Helping them Find their Ideal Roles

Managing Your Own Career as a Manager

• Planning in the Emerging, New Employment Reality: The Changing World, Workplace and Corporate Governance
• Identifying Your Specific Career Anchors: What you are good at? What you value and what motivates you?
• Constructing Your Personal Career Advancement Strategy
• Prioritising and Engaging in the Important Career Advancement Activities
• Becoming Politically Adept