51ÁÔÆæ

Course Outline/Topics

Part 1: Strategy and Management

1. Introduction
   • Management process model
2. Terminology
   • Leadership
   • Inspiration
   • Influence
   • Management
   • Planning
   • Organizing
   • Controlling
3. Management (Position power) vs Leadership (Personal Influence)
   • Integrating personal influence with position power
   • Earning personal influence
     • Respect
     • Listen and Understand
     • Empathize
     • Receive trust
     • Collaborate on decisions
4. Theories of individual behavior and leadership
   • Motivation and Behavioral theories
     • Motivation and individual behaviors
     • Theory X and Y
     • Maslow’s needs hierarchy
     • Herzberg’s motivation-hygiene theory
       • Hygiene factors (extrinsic)
       • Motivation factors (intrinsic)
       • Myers Briggs personality types
   • Leadership theories
     • Behavioral theories
     • Situational theories
       • Hersey Blanchard Situational leadership
     • Behavioral leadership theories
       •  Blake Mouton Managerial grid
     • Contingency theories
       • Fielders’ contingency theory
5. Lead, inspire, influence and manage the engineering organization
   • Leadership roles
     • Provide guidance to staff and service providers
     • Influence decisions and attitudes
     • Conduct organizational development
       • Empowerment
       • Delegation
   • Styles, methods and tools
     • Leadership styles
       • Situational leadership
       • Transactional leadership
       • Charismatic leadership
     • Management styles
     • Leadership/management methods and tools
       • Changing natural styles
       • Listening and interpreting non-verbal information
       • Using positive reinforcement and feedback
       • SMART and stretch goals
       • Intrinsic and rewards
       • Extrinsic rewards
       • Training and developing leadership among staff
6. Clarify and communicate responsibilities and accountabilities
   • Level of accountability
   • Job design and job descriptions
     • Job or position description
     • Knowledge, skills and abilities (KSA’s)
     • Job title
   • Work coordination tools and techniques
   • Individual performance evaluations
     • Evaluation methods and tools
7. Develop effective teams
   • Team types
   • Team life-cycles
     • Tuckman’s team life-cycle model
       • Forming. Storming, Norming, Performing, Adjourning
   • Inputs, processes and outputs of teams
     • Team inputs
     • Team processes
       • Group dynamics
       • Intergroup dynamics
       • Decision making processes
       • Communication networks
     • Team outputs
       • Belbin team role inventory
       • Task, maintenance and self-interest
     • Motivating teams
       • Team rewards
         • Intrinsic rewards
         • Extrinsic rewards
     • Evaluating teams

Part 2: Communication and Interpersonal Skills

1. Effective communication strategies
   • Know your audience
   • Understanding who the audience should be and determining what the purpose of relaying the information is
   • Understanding the urgency of the need to communicate the information or the urgency of the information itself
   • Use the appropriate delivery method
   • Communication of bad news is just as important as communicating good news
   • Give direction
   • Make certain that expectations are clear
   • Actively clarify interpretations and confirm understanding
   • Follow up (or don’t promise to)
   • Have a SENSE OF HUMOR – it is the great diffuser (if you don’t have one, get one!)
   • Listening
   • Listening demonstrates interest
   • Writing
2. Practice good interpersonal skills
   • Lose the defensive attitude
   • Be pleasant
   • Occasionally disclose personal information
   • Admit mistakes and then proactively remedy the mistake
   • Solicit the opinions of others
   • Be flexible

Part 3: Strategic Planning

1. Intro to strategy
   • What is strategy
   • Strategic planning overview
   • Strategic purpose
   • Business unit planning
   • Tactical planning
   • Execution, measurement
   • Strategy life cycle
2. Alignment of strategy to organizational strategy – Understanding
   • Benefits of aligning strategy
   • Overview
   • Mission and vision
     • Inputs-mission, vision, values and culture
     • Output- mission statement
     • Output- vision statement
     • Other inputs
     • Organizations strategic business plan
       • Business units strategic plans
3. Develop and implement a strategic planning process – Analysis
   • Overview
     • Brainstorming
     • SWOT 3
       • Environmental scanning
       • SCAN
     • Scenario Planning
   • Outputs
     •  Statement of requirements
     • Gap Analysis
     • Scenario alternatives
     • Recommendations and approvals
4. Develop a strategic plan-Planning
   • Overview
   • Processes
     • Formulate strategy
     •  Introduction of the Balanced Scorecard
       • Performance drivers
     • Outcome measures
       • Four perspectives
     • Validate strategy
     • Establish change process
     • Get buy-in and approval
   • Outputs
     • The strategic plan

Part 4: Implementing the Strategic Plan

1. Putting the plan in place
   • Change management and re-engineering
     • What is change?
       • Pragmatic aspects of change
       • Emotional aspects of change
     • What kind of changes might occur
       • Cultural change
       • Organizational changes
       • Change resulting from acquisitions/mergers
       • New technology (e.g. software roll-outs)
       • New corporate policies
     • What is change management?
       • Understanding what the change means to those impacted
       • The five psychological stages of change
       • The six steps of change management
         • Identify the change
         • Understand its impact
         • Support for the change management process
         • Engage employees
         • Paint a vivid picture
         • Make it stick
   • The change management plan
     • Identify the change
       • Encourage and support a new way of working
     • Understand its impact
       • What are the questions that must be answered to allay fears?
       • How would we answer them?
     • Gain support for the change process
       • CEO/CFO buy-in
     • Engage employees
     • Paint a vivid picture
     • Make it stick
   • The Communication plan
   • Resolving conflicts
     • Discovering conflicts
     • Finding root causes of conflicts
       • Constructive and dysfunctional conflicts
       • How to apply situational leadership
       • Levels of conflict
     • Negotiation techniques
       • Soft and Hard
     • Deciding when to forward a conflict