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Oxford Management Centre

The Oxford Advanced Management & Leadership Programme

Jul 8—19
12 days
Marbella, Spain
USD 11900
USD 991 per day
Sep 9—20
12 days
New York, New York, United States
USD 13900
USD 1158 per day
Oct 7—18
12 days
Barcelona, Spain
USD 11900
USD 991 per day
+2 more options

How it works

Description

INTRODUCTION

This workshop introduces the principles of strategy and develops an effective process for developing strategy at all levels in an organisation. This workshop will also focus on the critical roles of team leader and middle manager in harnessing their team’s potential, and introduces and practises techniques for moving the team to peak performance.

Key highlights of the seminar are:

  • Business analysis
  • Strategic team working
  • Strategic presentation skills
  • Identification and use of team members’ talents and preferences
  • Structuring the team for peak effectiveness
  • Creating and communicating a compelling vision
  • Motivating and developing your team
  • Managing performance and conflict

The seminar is split into two modules:

MODULE I – Strategy & Strategic Planning

MODULE II – Leading High Performing Teams

Each module is structured and can be taken as a stand-alone course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a two-week seminar.

SEMINAR OBJECTIVES

By the end of this programme you will be able to:

  • To define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process – as part of ‘Helicopter Thinking’
  • To break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage
  • To illustrate it through some well chosen and highly stimulating case studies – and to distil the lessons from this
  • To apply it to your own area of management responsibility – through planning the analysis, option generation, choice, implementation and measurement phases of strategy
  • To put this within the overall context of the organisation and of the change and influencing process generally
  • To give you a lot more confidence in managing your role strategically within your organisation
  • To understand your role as a manager and a leader
  • To establish clear objectives and standards of performance for your team and to manage and use conflict and challenge

TRAINING METHODOLOGY

The seminar uses a range of approaches to learning, including experiential group activities, individual exercises, mini-case studies, role plays and syndicate discussions. Formal inputs are used to introduce underpinning theory. A key part of the learning process is sharing the differing experiences participants bring, as well as experimenting with novel – and sometimes challenging – techniques.

ORGANISATIONAL IMPACT

  • Much better decision-taking and time and resource allocation – leading to better organisational and individual performance
  • Use of a well proven planning process
  • More effective implementation
  • Fully functional teams are at the heart of organisational performance. Leaders at all levels who can effectively structure, integrate and motivate their teams are better able to focus on longer-term organisational and customer needs.

PERSONAL IMPACT

  • Increasing career flexibility (vertically and horizontally)
  • Accelerated thinking speed and problem resolution for all difficult dilemmas
  • Far greater motivation and proactivity
  • Participants will be exposed to a range of perspectives on teams and the leadership function, sharing examples of best practice and together solving real and simulated team performance issues. Practising new and sometimes challenging techniques will build flexibility and confidence in harnessing the power of the team.

## Agenda

Day1 - Strategic thinking and External Analysis

  • Definitions of strategy and strategic planning?
  • Why are strategy and strategic planning important?
  • Understanding the main frameworks for strategic analysis
  • Strategic planning in public sector organisations
  • External analysis – understanding and analysing business attractiveness
  • Analysing customers and benchmarking your own strategic position
  • How attractive is the game that we have chosen to play?

Day2 - Internal analysis and fusion into strategic choice

  • The interface and balance of external and internal analysis
  • Internal analysis: financial
  • Internal analysis; non-financial
  • The concept and practicalities of the “balanced scorecard”
  • Diagnosing and analysing strategic problems and opportunities
  • Fusion of analysis into strategic choices – SWOT and the strategy matrix
  • How well are we playing the game that we have chosen to play?

Day3 - Strategic plans and the relevance of alliances and joint ventures

  • Review of the tools used so far
  • The content of a strategy: avoiding “paralysis by analysis”
  • Putting a strategic plan together – the 5-page framework
  • A real-life example of a business strategy/strategic plan
  • Strategies for alliances and joint ventures
  • Management of alliances and joint ventures
  • Examples of best practice in alliances and joint ventures

Day4 - Global strategy, teambuilding and the management of internal communication

  • The essence of globalisation and global strategy
  • Globalisation – the strategic dimension
  • Globalisation – the organisational dimension
  • Globalisation – the human dimension
  • How to build and manage a strategic planning team
  • Communicating strategy through the organisation
  • Gaining your team’s commitment and buy-in to the strategy
  • Day5 - Strategic implementation and getting the value out of strategy
  • Alignment of strategy, culture, structure and people
  • Effective execution – converting strategic analysis and planning into action
  • Aligning and linking strategy with operational objectives
  • Implementation – getting practical things done
  • Creating tomorrow’s organisation out of today’s organisation
  • Strategic planning at a personal level
  • Overview – the complete strategy process
  • Summary and conclusions – the corporate and individual value of strategic planning

Day6 - Teams and their Leaders

  • Teams, leaders and managers
  • Key leadership tasks
  • Influence, authority and power
  • Leadership styles and style flexibility
  • Self-awareness
  • Emotional intelligence and rapport

Day7 - Vision, Direction and Alignment

  • Creating a shared vision
  • Aims, objectives and goal alignment
  • Developing meaningful objectives and indicators
  • Divergent approaches to problem-solving
  • Communicating a compelling vision
  • Delivering challenging messages

Day8 - Team Dynamics

  • Team development
  • The sociology of the team
  • Characteristics of high-performing teams
  • Balancing team roles
  • Non-traditional team structures
  • Delegation and empowerment

Day9 - Developing the Team

  • Learning and competence
  • Building a coherent team
  • Self-managing teams and their challenges
  • Coaching, mentoring and self-directed learning
  • Feedback and appraisal
  • Leveraging team strengths for peak performance

Day10 - Performance and Conflict Management

  • Defining performance
  • Approaches to measuring team and individual performance
  • Performance through the eyes of the customer
  • Performance management: science or art?
  • Conflict as a catalyst for team development
  • Dealing with challenging interpersonal relations

Who should attend

Professionals from any industry who wish to complement both their understanding of the ‘bigger picture’ of their organisation and its context, and their ability to lead teams. This broad spectrum of perspectives makes the seminar particularly appropriate for functional specialists looking to move into wider management positions.

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