01.
SKILLS DEVELOPMENT
Skills Development has a very important function in an organisation. As a company and a manager, you are responsible to ensure that there is a learning culture in the organisation as well as identifying the correct training interventions for staff to follow in their quest to improve their work and individual performance.
Course material
- Assess and promote a learning culture in an organisation
- Strategically align the training and development of skills in an organisation
- Conduct an analysis to determine training outcomes
- Develop training and development plans
- Co-ordinate skills development interventions
02.
COACHING
Coaching is about analysing your goals, both business and personal, the sales and marketing strategies you’ve used and what results were achieved. It’s basically a road map for the future of your business. You’ll walk away with a complete list of strategies and ideas that you’re not currently using in your business, as well as identifying those you’re using that need to be improved.
03.
BUSINESS PROCESS MODELING
Business Process Modelling is a method for improving organisational efficiency and quality.
Put simply, Business Process Modelling aims to improve business performance by optimising the efficiency of connecting activities in the provision of a product or service.
Business Process Modelling techniques are concerned with ‘mapping’ and ‘workflow’ to enable understanding, analysis and positive change. Diagrams – essentially ‘flow diagrams’ – are a central feature of the methodology.
04.
Personality and Behavioural Analysis
Developing understanding of personality typology, personality traits, thinking styles and learning styles theories is also a very useful way to improve your knowledge of motivation and behaviour of self and others, in the workplace and beyond.
05.
Emotional intelligence theory (EQ - Emotional Quotient)
Emotional Intelligence – EQ – is a relatively recent behavioural model, rising to prominence with Daniel Goleman’s 1995 Book called ‘Emotional Intelligence’.
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Emotional Intelligence is increasingly relevant to organisational development and developing people, because the EQ principles provide a new way to understand and assess people’s behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more.
Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony.
06.
Balanced Scorecard
A strategic planning and management system used to align business activities to the vision statement of an organization’.
A Balanced Scorecard approach generally has four perspectives:
- Financial
- Internal business processes
- Learning & Growth (human focus, or learning and development)
- Customer
Balanced scorecard – factors examples:
- Return On Investment
- Cash Flow
- Return on Capital Employed
- Financial Results (Quarterly/Yearly)
- Number of activities per function
- Duplicate activities across functions
- Process alignment (is the right process in the right department?)
- Process bottlenecks
Process automation
- Is there the correct level of expertise for the job?
- Employee turnover
- Job satisfaction
- Training/Learning opportunities
- Delivery performance to customer
- Quality performance for customer
- Customer satisfaction rate
- Customer percentage of market
- Customer retention rate
07.
Motivational, team-building and improving performance workshops
Workshops combine training, development, team building, communications, motivation and planning. Participation and involvement of staff increases the sense of ownership and empowerment and facilitates the development of organisations and individuals.
Workshops are effective in managing change and achieving improvement, and particularly the creation of initiatives, plans, process and actions to achieve particular business and organisational aims. Workshops are also great for breaking down barriers, improving communications inside and outside of departments, and integrating staff after acquisition or merger
Read more
Emotional Intelligence is increasingly relevant to organisational development and developing people, because the EQ principles provide a new way to understand and assess people’s behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more.
Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony.
08.
Business planning and Leadership Sessions
Explaining and understanding the nature of good leadership is probably easier than practicing it. Good leadership requires deep human qualities, beyond conventional notions of authority.
In the modern age good leaders are an enabling force, helping people and organisations to perform and develop, which implies that a sophisticated alignment be achieved – of people’s needs, and the aims of the organisation.
The traditional concept of a leader being the directing chief at the top of a hierarchy is nowadays a very incomplete appreciation of what true leadership must be.
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Effective leadership does not necessarily require great technical or intellectual capacity. These attributes might help, but they are not pivotal.
Good leadership in the modern age more importantly requires attitudes and behaviours, which characterise and relate to humanity.
Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is about behaviour first, skills second.
This is a simple way to see how leadership is different to management:
- Management is mostly about processes
- Leadership is mostly about behaviour
As a leader, your main priority is to get the job done, whatever the job is. Leaders make things happen by:
- Knowing your objectives and having a plan how to achieve them
- Building a team committed to achieving the objectives
- Helping each team member to give their best efforts