21st Century Management Development Programme for Corporate Entrepreneurs
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

21st Century Management Development Programme for Corporate Entrepreneurs

  • 935 views
Uploaded on

Rationale behind our 21st century management development programme designed to help develop corporate entrepreneurs. Completion can lead to a nationally accredited qualification at level 5, 6 or 7......

Rationale behind our 21st century management development programme designed to help develop corporate entrepreneurs. Completion can lead to a nationally accredited qualification at level 5, 6 or 7 if required. Develops the concept of Intrapreneurship.

More in: Business , Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
935
On Slideshare
935
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
16
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. 21st Century Management Developing Corporate Entrepreneurs Intensive Short Course for Middle and Senior Managers, Owner Managers and Professional Knowledge Workers Delivered in 7 days over a 6 month period Nationally accredited at Levels 5, 6 & 7 Content only option available without a qualification David Broadhead david@partnersinmanagement.co.uk Tel: 01484 500404 Mob: 07957 325336 www.partnersinmanagement.org 1
  • 2. INSPIRATIONAL QUOTES • “A ship is safe at the shore but that is not what it was built for” • “We cannot solve our problems with the same thinking that created them” • “Insanity: Doing the same thing and expecting different results” » Albert Einstein • “It is not necessary to change. Survival is not mandatory” » W. Edwards Deming • “There’s a better way. Find it.” » Thomas Edison • “There is nothing so useless as doing efficiently that which should not be done at all….” • “We now accept the fact that learning is a lifelong process of keeping abreast of change and the most pressing task is to teach people how to learn” » Peter Drucker • “If I had four hours to chop down a tree I’d spend three of them sharpening the axe….” » Abraham Lincoln The world continues to change and develop economically, technically, socially and culturally. Are you and your organisation’s leadership and management skills and expertise adapting and developing likewise? www.partnersinmanagement.org 2
  • 3. 21st not the 20th century Issues of the ‘information age’ • The 20th century saw the success of Scientific Management where ‘management’ of the work process was separated from the worker and the work itself – It became the manager’s role to determine, organise, supervise and reward the worker and their productivity • We now live and work in the digital 21st century ‘information age’. Do these old principles still hold? – Can we effectively lead and manage complex, inter-connected knowledge worker organisations where individuals determine, organise and supervise their own outcomes, activities and productivity using only manual worker 20th century principles? – We also now need entrepreneurial skills too to drive private sector economic growth and lead innovation and change in our public services www.partnersinmanagement.org 3
  • 4. Intrapreneurs The Real Corporate Entrepreneurs? We might need entrepreneurial skills to drive innovation and growth but are these wholly appropriate in larger organisations? • Entrepreneurs are typically: – Creative and innovative, spot and exploit opportunities, find resources, network well, determined, manage risk, have control and put the customer first. They often create new smaller independent organisations that they can direct ‘hands-on’. • However Corporate Entrepreneurs have to work within existing larger organisations. – They have to understand, adapt and overcome existing structures, cultures, processes, political agendas, plus often utilise assigned resources as opposed to ‘starting from scratch’ – skills that pure entrepreneurs might not have yet developed – hence Intrapreneurs. www.partnersinmanagement.org 4
  • 5. The Corporate Entrepreneur Intrapreneurs need additional skills and attitudes Entrepreneur •Has belief •Delivers ideas •Disrupts convention and the ‘status-quo’ Intrapreneur •Has pupils •Delivers innovation •Combines vision with action Manager / Supervisor •Has employees •Delivers results •Maintains the ‘status-quo’ Leader •Has followers •Delivers change •Experiments and learns from mistakes Opportunity Orientation / External Focus Self Reward / Recognition Group Reward / Recognition Process Orientation / Internal Focus www.partnersinmanagement.org 5 Intrapreneurs have to deal with internal corporate issues like history, cultures, structures, resource allocations, politics and general inertia © Partners in Management 2014
  • 6. How ‘skilled’ is our current management? Can it deliver the economic growth we need? • CMI surveys have found that: – 47% of workers have left due to bad management – 49% would take a pay cut if they could work for a better manager – 50% believe they can do a better job than their manager – 68% are ‘accidental’ not ‘aspirational’ managers – 40% don't want to manage people – 63% had no management training – Only 28% had a formal management qualification • CMI – Nov 2009 • A recent ‘learndirect’ survey has found that: – 64% of employers believed weaknesses in leadership and management were holding back company growth • Cranfield University - 2013 www.partnersinmanagement.org 6
  • 7. The negative effect on staff • Four in 10 workers feel their manager's behaviour increases their stress levels • Over a third do not enjoy their job because of their boss • One in 10 blame their manager for declining health • Two thirds claim their manager is unapproachable • This has led to the majority of staff making decisions at work that they don't feel qualified to make, with 10pc covering up their mistakes – CMI Nearly three in four are making ill-advised decisions – Jun 2011 • Managers and leaders will therefore need to be retrained and developed with these new skills, focussed on innovation • If we do invest, what should we do and is there a clear return on investment? www.partnersinmanagement.co.uk 7
  • 8. Future development demands • We desperately need to ‘upskill’ our current managers and leaders • In addition the need for managerially skilled professional knowledge workers will increase as we progress further into the ‘information age’ • Leeds City Region has identified that the largest increases in employment from 2012-2020 will be for managers, directors and senior officials – a 13% increase • ‘Improved leadership and management skills’ and ‘more enterprise and innovation and culture in education’ are 2 of 13 LEP skills priorities for LCR www.partnersinmanagement.org 8
  • 9. What works best at developing innovation skills • “Innovation for the Recovery” – Enhancing Innovative Working Practices – CMI & NESTA – Dec 2009 Table 8 Most effective resources/initiatives www.partnersinmanagement.co.uk 9
  • 10. Management development pays dividends More than 50% have had no training at all • Best practice management can result in a 23% increase in organisational performance and subsequent employee engagement • Dept of Business, Skills and Innovation - 2012 • High performing organisations spend on average 36% more on management and leadership development than low performing ones (£1738 compared to £1275 per annum) • CMI The Business Benefits of Mgt and Leadership Development – Feb 2012 • 90% of managers believe qualifications improved their performance at work • 85% have made lasting changes to the way they lead and manage • 81% have passed skills to others and improved team performance • CMI The Value of Management and Leadership Qualifications – Jul 2012 • Germany spends on average €4438 per manager on training – the UK €1625 per annum • Cranfield University - 2013 www.partnersinmanagement.org 10
  • 11. Our management development model Beyond the classroom with work based learning www.partnersinmanagement.org 11 PERSONAL DEVELOPMENT RIDFEAR® “we need learning managers, not just learned ones” Knowing (Knowledge) Doing (Experience) Being (Attitude) Our courses are designed to develop all three managerial aspects
  • 12. 21st Century Management course Course principles • Satisfies several Leeds City Region Skills Priorities and focussed on work based learning • Structured on an essential, comprehensive content only basis with the emphasis on developing the intrapreneurial skills and attitudes needed as a corporate entrepreneur • To minimise work disruption, delivered one full day per module per month via intensive workshops, to mixed sector action-learning groups of 14 maximum • Designed to support the development of middle and senior managers/leaders from across all sectors with an emphasis on organisational innovation and change plus improving leadership and management skills • Content only approach but option of a nationally accredited work-based qualification if required at levels 5, 6 or 7 dependent upon experience and position and offers progression routes to HE if required www.partnersinmanagement.org 12
  • 13. 21st Century Management Course Outline Intrapreneurship - Developing Corporate Entrepreneurs Day 7 Anytime RIDFEAR® Personal Coaching Day 1 Management in Context Day 2 People and Cultures Day 3 Thinking Strategically Day 4 Improving Operational Performance Day 5 Delivering Change and Innovation Day 6 Leadership and Beyond www.partnersinmanagement.org 13 7 intensive one day modules delivered over 6 months Nationally accredited at Levels 5, 6 & 7 (graduate & postgraduate) © Partners in Management 2014
  • 14. Day 1 Management in Context • So what is 21st century management? – What is ‘management’ and what have been the major theoretical stages/influences on its development – Has this left a negative legacy on organisations? – Why we need a new 21st century approach – What are the differences between a manager, leader and entrepreneur and what are the key skills of each? – Are our corporate entrepreneurs really intrapreneurs? – How should we and organisations now be learning? – What skills have I and which do I need to develop? 14www.partnersinmanagement.org
  • 15. Day 2 People and Cultures • People and organisations are all different yet similar in so many ways – so what are the building blocks? – Start to develop a language explaining how we are all different and how we can accommodate that – What ‘motivates’ individuals and what doesn’t? – Understand and improve how we identify problems, create new ideas and make decisions – How do we delegate, negotiate and handle conflict? – What makes a successful team? – How can we define organisational cultures, develop them appropriately and manage across them? – What developmental role does HR have to play in the future? 15www.partnersinmanagement.org
  • 16. Day 3 Thinking Strategically • So much ‘strategy’ is handed to us in the form of targets or best practice. – Why every employee should be involved in the strategic process – Appreciate the issues of the wider organisational environment and their local impact – How marketing concepts should drive innovation – Learn how strategies are really practically created – Identify the stages of analysis, choice and implementation and the skills/resources and involvement needed at each – What’s different and new in the digital information age? – Constructively critique past and current strategy to inform future best practice 16www.partnersinmanagement.org
  • 17. Day 4 Improving Operational Performance • Introduce radical change to an unstable non-optimised operation and guess what happens – yes chaos! – What is quality and why is it critical? – Appreciate how cost savings are actually generated – Question what you need to measure, the appropriate ways to do it then analyse the results to identify real problems – Understand, identify then optimise your product / service delivery bottlenecks to increase throughput – Consider the ‘best’ lean practises of manufacturing – How they might be transferred into a service environment to optimise productivity and performance? – Interpret and manage capital and revenue budgets and justify expenditure to create savings or growth 17www.partnersinmanagement.org
  • 18. Day 5 Delivering Change and Innovation • Is there a successful process we can follow when implementing change? – What is change and what is innovation? – Understand clearly how people react and respond – Evaluate the alternative models for achieving successful change – Appreciate the role culture has to play in the change process – Apply the PIERCE2 innovation model on a working example – Which appropriate organisational structures and systems to use – Do you need to set up your own ‘skunkworks’? 18www.partnersinmanagement.org
  • 19. Day 6 Leadership and Beyond • Do we now need a new model of ‘management’ at all levels in our organisations? What might this encompass? – What leadership really means in a knowledge environment – Evaluate your own skills, behaviours and attitudes to leadership – Might emotional intelligence be a pre-requisite? – Reflect on what it takes to be an intrapreneur and what skills and positive attitudes you already have – Understand that different situations require different leadership styles – Examine if organisations can function without managers – Take inspiration from selected case studies from around the world 19www.partnersinmanagement.org
  • 20. Day 7 Personal Coaching • Can you manage and lead teams and others through change without first understanding and managing yourself? – Understand more about yourself and achievements, what you’d ideally like to achieve, what holds you back, where to focus your efforts, what is achievable, how to get there then learn from the experience and reward yourself – Appreciate how the concept of self-coaching can help you come to terms with change and achieve more positive outcomes both for you and your team – Learn and apply the RIDFEAR® self-coaching methodology for yourself - but also learn how it works with teams and helps you support other team members 20www.partnersinmanagement.org
  • 21. Suggested ILM Units of Study Level 5 Certificate in Leadership and Management • 8607-501 – 3 credits – 8 GLH Managing Improvement • 8607-520 – 6 credits – 15 GLH Assessing Your Own Leadership Capability and Performance • 8607-417 – 6 credits – 24 GLH Managing and Implementing Change in the Workplace www.partnersinmanagement.org 21© Partners in Management 2013
  • 22. Suggested CMI Units of Study – 1 Level 6 Level 6 Certificate in Management and Leadership • 6001 – 7 credits – 30 GLH Organisational Culture (then either) • 6003 – 7 credits – 25 GLH Managing the Change Process (or) • 6007 - 7 credits – 25 GLH Ideas and Innovation www.partnersinmanagement.org 22© Partners in Management 2013
  • 23. Suggested CMI Units of Study – 2 Level 7 Level 7 Certificate in Strategic Management and Leadership • 7021 – 10 credits – 45 GLH Introduction to Strategic Management & Leadership • 7010 – 7 credits – 25 GLH Organisational Change Level 7 Diploma in Strategic Management and Leadership (Certificate plus additional 22 credits from): • 7007 – 6 credits – 20 GLH Financial Planning • 7008– 6 credits – 20 GLH Strategic Marketing • 7011 - 9 credits – 30 GLH Strategic Planning • 7012 - 8 credits – 30 GLH Human Resource Planning www.partnersinmanagement.org 23© Partners in Management 2013
  • 24. Course Design & Pricing Content only or accredited courses www.partnersinmanagement.org 24 Delivered one day per month from our location at the Media Centre, Huddersfield to mixed sector groups of 12 max using an action-learning approach. All prices plus VAT Content only course for middle/senior managers/leaders with attendance certificate • Complete 7 day course - £1750 or £250 for single individual days plus VAT ILM Level 5 or CMI Level 6 & 7 course including all content over 7 days, registration, student and assessment fees plus half day induction for ILM / CMI courses • ILM Level 5 Certificate in Leadership and Management - £2150 plus VAT • CMI Level 6 Certificate in Management and Leadership - £2200 plus VAT • CMI Level 7 Certificate in Strategic Management and Leadership - £2250 plus VAT CMI Level 7 course including all content over 7 days, registration, student and assessment fees, distance learning, 1:1 and group support plus half day induction for CMI courses • CMI Level 7 Diploma in Strategic Management and Leadership - £2750 plus VAT • CMI Level 7 Extended Diploma in Strategic Management and Leadership - £3500 plus VAT Corporate – In house course for up to 12 participants from £7500 plus, venue, travel and qualification costs as required Contact - David Broadhead - david@partnersinmanagement.org Tel: 01484 500404 or 07957 325336