This GLOMACS training programme will equip you to address two major challenges that we face in contemporary business: the ability to think and plan strategically and to successfully implement those plans by being highly effective, full-range, operational managers. This includes the need to develop ourselves and our people to deal with major changes in markets, competitive structures, technology, operational relationships and organisational structures. These two, fast-paced GLOMACS modules offer you the opportunity to improve your strategic management capability based on the application of leading-edge thinking and best practice in the development of national and international operations.
In addition, it will equip you with the very latest insights, models, tools and skills to boost your effectiveness as a full-range, operational manager, thus helping you to stand out from your colleagues and transform your performance and reputation and those of your department and organisation.
This will be achieved by making explicit both the differences and the complementarities of both managing and leading. The expansive and, sadly, poorly defined art and science of management is one of the least understood and inadequately implemented organisational functions essential to all operations. This pair of GLOMACS modules has therefore been designed to help you cover the full range of management functions using a dynamic, powerful and highly practical new model of management practice that will perfectly complement your enhanced strategic management capabilities.
These GLOMACS modules will highlight for you:
Structural change in international business and its implications for strategic management
Aligning strategy, structure, culture and operations
Developing our teams for the new challenges of 21st century business
Designing and resourcing strategic plans that can be executed effectively
Managing the effective execution of strategic plans
The critical differences between management and leadership and, paradoxically, how they complement each other
The five pairs of management functions that are required in today's organisations
The 'meta' core skills that need to be mastered by both managers and leaders
The psychology of management
Disruptive new management practices and principles
Each module is structured and can be taken as a stand-alone training course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a 2-week training course.
Objectives
At the end of this GLOMACS training seminar, The Boston Global Business Strategy and Management Programme, delegates will leverage their experience and deepen their strategic planning and operational management skills as follows:
Setting demanding and realistic strategic and operational goals and targets
Strengthening alignment of strategic and operational management
Improving and developing strategic thinking in the whole team
Know with certainty, throughout your working day, what management function you need to display – from the full range available to you
Retain valuable traditional management functions and implement highly effective new approaches
Understand the situation awareness, communication and influence imperatives of your role
Training Methodology
This GLOMACS Boston Global Business Strategy and Management Programme training course is designed as a highly interactive learning and personal development opportunity for experienced managers. The methodology is based on participative learning and sharing of experience. This will involve detailed analysis of strategic issues and decisions using real-life case examples for discussion and case studies for group work. This will involve applying leading-edge analytical tools. It will be based substantially on strategic decisions in real-life situations in which the course leader has been personally involved, so that outcomes can be presented, discussed and evaluated for their applicability in each delegate’s own organization.
Organisational Impact
By sending delegates to this GLOMACS training course, the organisation will gain the following benefits:
Better decision-making leading to improved business performance
Development and cascading of strategic thinking across the whole organisation
More ambitious targeting and goal setting at all levels of the organisation
Able to use an understanding of personality and communication psychology to optimise the performance of their staff
Fully aware of the serious limitations of traditional management practices in obtaining performance from their multi-generational workforce
Comfortable adopting an increasingly facilitative rather than directive role
Personal Impact
By attending this GLOMACS training course, delegates can expect to gain the following personal development benefits:
Detailed appreciation of the trends that influence 21st century business development
Understanding best practice in aligning strategic and operational management
Learning how to use tools and techniques of strategic analysis and planning
Understanding yourself and others better and being able to elicit the discretionary effort of your staff
Knowing that your decisions and actions are being informed by one of the most carefully researched models of management available anywhere
Being able to stand out from your colleagues when observed by your organisation’s senior management
Who Should Attend?
This GLOMACS training course is suitable to a wide range of Ambitious Professionals, but will greatly benefit:
Managers and leaders that require a high-level understanding of strategic and operational management
Experienced specialists in corporate finance
Human resource managers who contribute to long-term staff development
Specialists in supply chain design and logistic systems
Leaders, Managers and Supervisors aspiring to more senior positions
Individuals who are making the transition to a senior management team or board-level role
Course Outline
MODULE I – The Boston Advanced Strategic Management Programme
DAY 1
Identifying New Opportunities in Global Business
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?
DAY 2
New Mechanisms that Support Global Business Development
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
DAY 3
Organisational and Human Resource Development
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
DAY 4
Best Practice in Strategic Management
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?
DAY 5
Ensuring Effective Execution of Strategic Plans
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
MODULE II: The Boston Advanced Management Programme
DAY 6
Clearly Distinguishing Managing from Leading and Looking at their Shared Core Skills
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 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)
DAY 7
Directing and Delegating: The Heart of Management
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
DAY 8
Resourcing and Monitoring: Facilitating Achievement
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
DAY 9
Encouraging and Engaging Your Staff
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
DAY 10
Proactively Harnessing Your Talent and Realising Your Full Potential
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
Certificates
On successful completion of this training course, GLOMACS Certificate will be awarded to the delegates
Continuing Professional Education credits (CPE) : In accordance with the standards of the National Registry of CPE Sponsor, one CPE credit is granted per 50 minutes of attendance
Providers and Associations
Endorsed Education Provider
GLOMACS is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.NASBARegistry.org
In Association With
Oxford Management Centre
A GLOMACS - Oxford Management Centre collaboration aimed at providing the best training services and benefits to our valued clients.
The Boston Global Strategic and Operational Management Programme
Sustaining Excellent Performance and Driving Organisational Change
Upcoming Dates
Code
Date
Venue
Fees
MG330
06 - 17 May 2024
Boston - USA
$13,900
MG330
26 Aug - 06 Sep 2024
Boston - USA
$13,900
Introduction
This GLOMACS training programme will equip you to address two major challenges that we face in contemporary business: the ability to think and plan strategically and to successfully implement those plans by being highly effective, full-range, operational managers. This includes the need to develop ourselves and our people to deal with major changes in markets, competitive structures, technology, operational relationships and organisational structures. These two, fast-paced GLOMACS modules offer you the opportunity to improve your strategic management capability based on the application of leading-edge thinking and best practice in the development of national and international operations.
In addition, it will equip you with the very latest insights, models, tools and skills to boost your effectiveness as a full-range, operational manager, thus helping you to stand out from your colleagues and transform your performance and reputation and those of your department and organisation.
This will be achieved by making explicit both the differences and the complementarities of both managing and leading. The expansive and, sadly, poorly defined art and science of management is one of the least understood and inadequately implemented organisational functions essential to all operations. This pair of GLOMACS modules has therefore been designed to help you cover the full range of management functions using a dynamic, powerful and highly practical new model of management practice that will perfectly complement your enhanced strategic management capabilities.
These GLOMACS modules will highlight for you:
Structural change in international business and its implications for strategic management
Aligning strategy, structure, culture and operations
Developing our teams for the new challenges of 21st century business
Designing and resourcing strategic plans that can be executed effectively
Managing the effective execution of strategic plans
The critical differences between management and leadership and, paradoxically, how they complement each other
The five pairs of management functions that are required in today's organisations
The 'meta' core skills that need to be mastered by both managers and leaders
The psychology of management
Disruptive new management practices and principles
Each module is structured and can be taken as a stand-alone training course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a two-week training course.
Objectives
At the end of this GLOMACS training seminar, The Boston Global Business Strategy and Management Programme, delegates will leverage their experience and deepen their strategic planning and operational management skills as follows:
Setting demanding and realistic strategic and operational goals and targets
Strengthening alignment of strategic and operational management
Improving and developing strategic thinking in the whole team
Know with certainty, throughout your working day, what management function you need to display – from the full range available to you
Retain valuable traditional management functions and implement highly effective new approaches
Understand the situation awareness, communication and influence imperatives of your role
Training Methodology
This GLOMACS Boston Global Business Strategy and Management Programme training course is designed as a highly interactive learning and personal development opportunity for experienced managers. The methodology is based on participative learning and sharing of experience. This will involve detailed analysis of strategic issues and decisions using real-life case examples for discussion and case studies for group work. This will involve applying leading-edge analytical tools. It will be based substantially on strategic decisions in real-life situations in which the course leader has been personally involved, so that outcomes can be presented, discussed and evaluated for their applicability in each delegate’s own organization.
Organisational Impact
By sending delegates to this GLOMACS training course, the organisation will gain the following benefits:
Better decision-making leading to improved business performance
Development and cascading of strategic thinking across the whole organisation
More ambitious targeting and goal setting at all levels of the organisation
Able to use an understanding of personality and communication psychology to optimise the performance of their staff
Fully aware of the serious limitations of traditional management practices in obtaining performance from their multi-generational workforce
Comfortable adopting an increasingly facilitative rather than directive role
Personal Impact
By attending this GLOMACS training course, delegates can expect to gain the following personal development benefits:
Detailed appreciation of the trends that influence 21st century business development
Understanding best practice in aligning strategic and operational management
Learning how to use tools and techniques of strategic analysis and planning
Understanding yourself and others better and being able to elicit the discretionary effort of your staff
Knowing that your decisions and actions are being informed by one of the most carefully researched models of management available anywhere
Being able to stand out from your colleagues when observed by your organisation’s senior management
Who Should Attend?
This GLOMACS training course is suitable to a wide range of Ambitious Professionals, but will greatly benefit:
Managers and leaders that require a high-level understanding of strategic and operational management
Experienced specialists in corporate finance
Human resource managers who contribute to long-term staff development
Specialists in supply chain design and logistic systems
Leaders, Managers and Supervisors aspiring to more senior positions
Individuals who are making the transition to a senior management team or board-level role
SEMINAR OUTLINE
MODULE I – The Boston Advanced Strategic Management Programme
DAY 1
Identifying New Opportunities in Global Business
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?
DAY 2
New Mechanisms that Support Global Business Development
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
DAY 3
Organisational and Human Resource Development
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
DAY 4
Best Practice in Strategic Management
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?
DAY 5
Ensuring Effective Execution of Strategic Plans
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
MODULE II: The Boston Advanced Management Programme
DAY 6
Clearly Distinguishing Managing from Leading and Looking at their Shared Core Skills
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
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