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The Development of Administrative Capacity in planning and Command's
*A training was carried out on September 23, 24, 25, 26 and 27, 2010 by Rindala Farhat under the title of “The Development of Administrative Capacity in Planning and Command's” and addressed to Khiam Centre’s staff. The training covered the definition of management concept, not only according to senior management, but to all employees’ levels, as every person with responsibilities is an administrative person and has a goal and resources, and therefore is in a management position. The training also covered the system of administrative practices, decision-making characteristics, planning, the importance of time management, exploitation as well as communication.
Course Outline:
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Module One: The Role of the Middle Manager
Strengths assessment, the scope of middle management role, building credibility and trust, and result management.
Module two: Politics with Integrity
Organizational culture, appreciating organizational dynamics, recognizing the politics in internal processes and relationships, valuing different perspectives, the art of getting things done, management and ethics, assessing the needs in the organization ,developing the power base, inspiring others in the network to take action, promoting a culture of trust
Module three: Linking Strategy to Action
Implementing a strategic direction, balancing strategic planning with implementation, middle managers as strategy ambassadors and activists, identifying the different departments strengths, weaknesses and competitive advantage, scanning the business environment, translating strategy into measurable outcomes, ensuring people get and stay focused on the right results, building momentum using measures and milestones, and communicating results up and down the hierarchy
Module Four: Making Tough Decisions
What makes a decision challenging, dealing with the unknown, problems and dilemmas, recognizing cognitive and personal biases, exercising good judgment when making ethical decisions, decision-making styles, identifying a person own style, flexing a person’s style to gain buy-in, applying a decision-making model, employing a step-by-step process, generating and prioritizing options, weighing decision criteria, minimizing conflict’s potential, and making appropriate trade-offs
Module Five: Expanding Your Influence across Your Organization
Eliminating “solo” thinking, defining a person’s own circle of précieuses répliques omega montres influence, gaining support and commitment from others, the power of networking, broadening the network through personal and professional connections, creating alliances to effect positive action, and identifying pivotal links across the organization
Module Six: Engaging and Mobilizing Others
Leveraging team performance for strategic results, supporting improved individual and team performance, eliminating performance barriers, fostering ownership, accountability and teamwork in team management, effectively integrating new team members, harnessing individual strengths, motivating others through a shared vision, aligning individual purpose with organizational goals, promoting individual talents and skills, orchestrating cross-generational understanding, respecting different values and approaches, and deciphering and interpreting style differences