Who should attend
- Middle to senior management executives in public and private sector organizations on a path to becoming general managers.
- Functional leaders who interface with other functional areas outside of their expertise
About the course
What separates successful leaders from the rest of the pack? Social Capital. Yet, it is a common practice that leaders avoid networking. Some of them say they don’t have time for it. Others see it as manipulative. Whatever be it, it’s a known fact that successful leaders have a knack for knowing whom to get tap to get things done. Building social capital gets you the resources you need when you really need them – be it potential entrepreneurs securing funding, investors identifying new business opportunities, job-seekers finding new jobs, salespeople reaching new customers. Social capital has been shown to be an important determinant of individual performance and career progression. As businesses become more global and boundaries narrow, avenues for executives to develop and nurture their social capital is an important thrust area.
The three-day programme will help executives learn new tools and techniques to think creatively and strategically about their leadership roles and learn how to build social capital, broaden their influence to increase productivity, and accomplish performance-driven goals.
- To introduce executives to the concept of “social capital’
- To identify and evaluate key elements that enhance a manager’s social network
- To familiarize executives with some tools and techniques for managing organizational social capital and the value derived from it.
- To understand how to build high performing networks as opposed to the typical social network self-help books that advocate just building big networks.
This programme is about gaining an understanding of how to bring people together to create and deliver value, to identify opportunities, and to mobilize resources. We discuss about social network analysis and communication network theories in formation, maintenance, and dissolution of networks. The programme begins with an upfront discussion of the performance, innovation and other benefits organizations have obtained from a network perspective. We then discuss the development and implications of social capital from an individual point of view and how it can be managed from an organizational perspective. We try to answer the key question: How do I work with the other people to make it happen?
The programme covers a range of topics including:
- Social capital of successful leaders
- Understanding self and others
- Creating value through your network (individual perspective)
- Managing teams
- Internal group dynamics and performance
- Creating and maintaining social capital (organizational perspective)
- Building bridges with strategic partners
Nobin Thomas is an Assistant Professor of Organizational Behaviour and Human Resource Management at the Indian Institute of Management, Indore. He teaches courses in Organizational Behaviour, Organizational Theory and Social Network Analysis. He obtained his doctoral degree in Organizational Be...
Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.