We are living in an age of rapid change. Several factors have contributed to the acceleration of this rapid change; Globalization and technological innovations have been some of those key factors. Successful organizations are those which adapt themselves quickly to the challenges posed by the constantly changing environment. In fact, truly successful organizations go beyond adapting to the changes.
They anticipate changes and initiate actions within organization to meet those challenges.
This course is designed to familiarize participants with a broad range of organization development and change theories and with the problems and issues relating to organizational change. Students are encouraged to read and to assess a number to change models and the relevant school of thought which underpin these models.
By the end of the course, participants will be able to:
- Diagnose the need for change and innovation in organizations.
- Analyze the change environment.
- Determine an appropriate approach to envisioning change.
- Evaluate various approaches for change implementation.
- Formulate strategies pertaining to the change recipient.
Module One: Organizational Change:
- An overview of change
- Forces of change
- Types of change
- Theoretical framework of organizational change
Module Two: Models of Change:
- Recent approaches to organizational development and change
- Process based change models
- Content based models
- Integration of change models
Module Three: Organizational Development:
- Meaning of organizational development
- Competencies of organizational development practitioner
- Process of organizational development
Module Four: Resistance to Organizational Change:
- Resistance: the concept
- Nature of resistance : positive or negative
- Factors contributing to resistance
- Reducing resistance to change
- Suggestions for managing resistance to change.
Module Five: Managing Organizational Change:
- Skills for managing change
- Organizing for change: Strategy
- Role of change agents
Module Six: Organizational Culture and Change:
- Nature of organizational culture
- Formal and informal components of organizational culture
- Functions of organizational culture and change
- Emerging trends in organizational culture.
- Organizational change and culture
Top management and department managers
No prerequisites needed.
The loss of valuable leadership can cripple a company. Business succession planning is essentially preparing successors to take on vital leadership roles when the need arises.
Whether it is preparing someone to take over as the sole proprietor of a small business or a position of leadership in a corporation, business succession planning is essential to the long-term survival of a company. This course will teach you the difference between succession planning and mere replacement planning and how to prepare people to take on the responsibilities of leadership so that the company thrives in the transition.
At the end of this workshop, participants should be able to:
- Define business succession planning and its role in your company.
- Lay the groundwork to develop a succession plan.
- The importance of mentorship.
- Define and use a SWOT analysis to set goals.
- Create a plan, assign roles, and execute the plan.
- Communicate to develop support and manage change.
- Anticipate obstacles, and evaluate and adapt goals and plans.
- Characterize success.
Module One: Getting Started
- Workshop Objectives
- Module Two: Succession Planning Vs. Replacement Planning
- What is Business Succession Planning?
- What Is Replacement Planning?
- Differences Between
- Deciding What You Need
Module Two: Preparing for the Planning Process
- How to Set Parameters for the Planning Process
- Should You Establish a Committee?
- How to Gather Operational Data
Module Three: Initiating Process
- Develop a Mission Statement
- Develop a Vision Statement
- Choosing to Be a Mentor
Module Four: The SWOT Analysis
- Identifying Strengths
- Identifying Weaknesses
- Identifying Opportunities
- Identifying Threats
Module Five: Developing the Succession Plan
- Prioritize What the Succession Plan Will Address
- Set Goals and Objectives
- Develop a Strategy for Achieving Goals
- Draft the Plan
Module Six: Executing the Plan
- Assign Responsibility and Authority
- Establish a Monitoring System
- Identifying Paths
- Choosing Your Final Approach
Module Seven: Gaining Support
- Gathering Data
- Addressing Concerns and Issues
This course could be for Managers, Section heads, HR employees.
No prerequisites needed.
To survive in the increasing competitive global economy, every organization needs to constantly strive to achieve an ever-increasing degree of excellence. BEM is the key strategic framework and criteria for managing an organization and identifying improvement opportunities regardless of the nature or size of that organization
This 5-day course focuses on the skills that are required to bring about a quality revolution in the way that a business is managed. Utilizing the nine criteria of the European Foundation for Quality Management’s Model of Business Excellence: Leadership, People, Policy and Strategy, Partnerships and Resources, Processes, People Results, Customer Results, Society Results, and Key Performance Results.
This course aims to enhance the participants’ Knowledge, Abilities and Skills necessary to understand of the Quality Model and the practicalities of its introduction.
By the end of this Course, the participant will be able to:
- Guide his company through the implementation of the Model
- Understand the practical insights into the management principles underlying the Model
- Understand the realities of a successful implementation on his business
- Fundamental concepts of excellence
- Results orientation
- Customer focus
- Leadership and constancy of purpose
- Management by facts
- People development and involvement
- Continuous improvement
- Partnership development
- Public responsibility
- The need for a model
- Overview of Business Excellence Model, ISO 9001, Balanced Scorecard, …etc. and their inter-relationships
- Model structure
- The criteria used in the model
- The scoring process (The RADAR Logic)
- Getting Started: use of Self Assessment as basis for understanding where the company is and where it wants to go on its journey to excellence
- Benefits of Self-Assessment and its key aspects
- Establishing priorities, action planning and follow-through, integrating into strategic plans.
CEO’s, Top Management, and High Executives who are already employing the Model and those who have been tasked with integrating the Model into their business.
6 Years’ experience in a high executive title.
Today, leaders must operate in a world characterized by greater uncertainty about the future, a trust deficit, and opposing economic patterns constituted by static and worrisome trends in the established economies and dynamic trends in the emerging economies.
This challenging environment notwithstanding, leaders at the top of organizations are responsible for the performance of the organization and the health of the organization - especially in terms of developing and deepening talent and their own learning, reflection, and growth. Further, leaders at the top of organizations must be able to distinguish and grapple with both challenges that require changes in technology and those that require changes in behavior.
AVIRA: Awareness, Vision, Imagination, Role, Action is a unique invitation to set aside the urgent to consider the important. It provides a forum for you (leaders at the top of organizations) to learn, reflect, and grow. Facilitated by experienced session leaders, you will explore and discuss the characteristics of effective top executives and high performance organizations. You will widen your international network of colleagues. Reflecting the motto of “little teaching, lots of learning,” the spirit and format of AVIRA is peer-led
By the end of the course, participants will be able to:
- Discuss and understand where the world is coming from, where it seems headed, and what the implications might be for your leadership and organization
- Appreciate and learn the habits of effective leaders, and the practices of high performance organizations
- Reflect on your organizations’ performance, your role and influence therein, and depart with a concrete personal action plan for you to lead and deliver more effectively
- Hone your judgment and tune your decision instincts
Module One : Awareness:
- What are the shifts and trends in the world economy and where it is headed?
- What is the role of business in society (climate change, inequality, gender disparity and water security)?
- What is your professional identity and leadership style?
Module Two: Vision:
- What is your organization’s aspiration and will it inspire performance and attract financial, intellectual, and human capital resources?
- How does your organization fit in the world? In what world does your organization fit?
- How future-proof in an ever changing environment is your vision and strategy?
Module Three : Imagination:
- What is the role of imagination in framing and choosing goals?
- How to think outside the box and create alternative business models?
- What is the role of imagination in non-market strategy?
Module Four: Role :
- What is the leader’s role?
- What does it take to transform an organization?
- How do you assure the organization’s future and develop intellectual, human, and social capital?
- What is your accountability and stewardship for nature’s ecosystem – where to start and where to stop?
Module Five: Action:
- How to also be a leader of transformation and not only be a manager of turnaround?
- How to close the knowing-doing gap?
- What is the logic of collaboration and architecture of partnerships?
This program is designed for top executives who hold significant responsibility and who are grappling with dilemmas of organizational and personal transformation. Typical participants include CEOs, Managing Directors, C-suite Executives, Executive Vice Presidents, Board Members or Chairpersons.
At least 6 years experience in middle / top Management.