Managerial Decision Making | Strategic Business Development Skills

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Managerial Decision Making Solving Problems And Making Decisions 16 – 18 February 2013

5 Learning Objectives: 1. Explain the barriers to good problem solving and decision making 2. Describe a range of managerial decision making styles 3. Distinguish between programmed and non-programmed decisions 4. Describe rational approaches to decision making 5. Describe the process of group, criteria-based and creative decision making

Strategic Business Development Skills Developing Alternative Business Strategies 19 – 21 February 2013

5 Learning Objectives: 1. Critically review and improve your business fundamentals, i.e. your vision, mission, values and ethics 2. Describe a range of strategic planning models and use them to develop a clear focus on your core strategy 3. Improve your understanding of the current performance of your business within existing markets 4. Identify potential growth opportunities and create plans to exploit them while managing risks 5. Explain how to align company resources to deliver the company vision

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Who Should Attend?

These two courses have been designed for all levels of management in all sectors. They both address topics applicable to junior, middle and senior managers as part of their development.

“I really enjoyed and learnt from this course and I would like to compliment Alan on the comprehensive and in-depth manner in which he dealt with this important subject. I can’t wait to get back to work to start implementing everything I’ve learnt.”

Katherine Marshall Quality Manager Jebel Ali Golf Resort & Spa, UAE

FIVE WAYS TO REGISTER +971 4 335 2437

IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

+971 4 335 2438 register@iirme.com

www.iirme.com/managerial-strategic

These two courses were previously part of the CMI “Executive Diploma In Management”. If you have attended the other courses of the series and wish to complete your Diploma by attending these two course, please get in touch with us.

As an exception, and upon successful completion of your assessments, we will make sure you get the associated CMI credits in order to complete your Diploma.

For more information, contact Farzana.dilawar@iirme.com.

+971 4 335 2437

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Meet Your Course Director Alan Power runs his own consultancy business, Mpower (UK) Ltd, which provides services to support organisational and people development using the tools and techniques of operations management, business excellence, Lean Thinking and 6 Sigma, amongst others. He has a strong background in operations, customer service, HR and Quality, having held senior executive positions during his corporate career.

This included setting up the operating company TSB Homeloans, based on the principles of operational excellence and Quality. Under his leadership TSB Homeloans won the Scottish Quality Award for Business Excellence, an award based on the EQFM Excellence model.

He also headed up the division that launched the EFQM Excellence approach across the Lloyds TSB Group from 1997.

Alan is an assessor for the British Quality Awards and the European Foundation for Quality Management Awards. He has also been a jury member for the Scottish Quality Awards and the Excellence South West Quality Awards.

Course Methodology Course objectives will be achieved through a range of interventions including presentations, case studies and exercises, both individual and group-based.

Course Timings Registration and coffee will be at 07:30 on Day One. Each day’s sessions will commence at 08:00 and conclude at 14:30 with lunch. There will be refreshments breaks at approximately 10:30 and 12:30

Would you like to run an FM course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

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Managerial Decision Making 16 – 18 February 2013 • Fairmont Hotel, Dubai, UAE Not using effective problem solving strategies to contain and eliminate root causes of problems can have a huge and detrimental impact on business performance and business stability; ultimately a failure to solve problems and make effective decisions can seriously jeopardise the very existence of a business.

Course Overview When confronted with difficult problems, important decisions and the need for successful actions, you can’t just make a “best guess” and hope for a positive outcome. Instinct and intuition may occasionally help but they may lead to unforeseen difficulties.

All of us have to make decisions every day; some decisions are relatively straightforward and simple while others are more complex. Simple decisions usually need a simple decision-making process but complex decisions typically involve issues, for example, lack of information; lots of interrelated factors; high-risk – the consequences of making the wrong decision; many options each with their own set of uncertainties and consequences and the difficulty in anticipating the reaction of people who may be affected by the decision.

The way to improve your ability to solve complex problems and make effective decisions is to use a rational process. Rational problem solving and decision making processes will lead to consistent, high-quality results.

Using a rational process means you can defend a decision, learn from each process and, as a result, continue to improve your problem solving and decision making skills.

Day One • Introduction, outline of objectives and programme • Definitions - What is a problem?

- What is a decision?

- What is decision making?

- What is the difference between problem solving and decision making?

• How to identify the barriers to good problem solving and decision making and minimise or eliminate them • How the conditions in which problems need to be solved and decisions made compromises effectiveness (for example: time constraints, risks) • How different styles of problem solving and decision making affect the quality of the solution – the spectrum of management and leadership behaviours and how they may affect outcomes • Situations that arise when managers are called upon to make decisions

Exercise: Identifying typical problems that confront managers • The stages of problems solving • How to clarify the problem and the desired goal or outcome

Exercise: Creating a problem definition and a goal definition

Day Two • How to use a structured approach to problem solving and decision making - The circumstances in which programmed and non-programmed decision making is deployed - How intuitive and rational approaches to decision making affect the quality of results - The stages of the problem solving process - How to take account of factors contributing to the problem - How to distinguish between cause and effect • How to use a range of problem solving techniques to improve decision making performance

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• Group-based problem solving and decision making - How groups form and become effective - How to use groups to improve decision making quality and establish commitment - The advantages and disadvantages of group-based decision making - How to use a range of tools to improve group-based results

Exercise: Comparing the quality of decision making of an individual and a group • Criteria-based decision making - How to use a systematic and rational approach to select the best course of action or make the best choice from a range of options

Exercise: The use of criteria-based decision making to ensure consensus and deliver effective decisions

Day Three • Creative problem solving - The difference between creativity and innovation - How to use the 5-step process of creativity - How to establish an environment where creativity flourishes - How to use a range of tools to stimulate creativity and innovation

Exercises: A range of exercises will be used to illustrate the process of creative thinking • Identifying, understanding and making decisions about business process problems - How to improve understanding of the impact of poor process performance - How to use process maps to improve understanding of process performance, identify waste and make decisions about waste reduction to cut costs and improve the customer experience - How to use control charts to reduce variation in processes, improve predictability, support investment decisions and make rational decisions about performance targets - How to turn qualitative measures into quantitative measures to enhance management control and track process improvements • Identifying, understanding and making decisions about people problems - How to use coaching skills to help employees make better decisions about how to resolve problems - How counselling, coaching and mentoring may be used to solve people problems and improve decision making - How to use tools to improve employee productivity and competence - How to solve the problems of high levels of attrition, low morale and high levels of absenteeism

Exercise: Demonstrating a model for coaching • How to address behavioural problems to improve individual and team performance

Exercise: Demonstrating a model for giving and receiving feedback

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Strategic Business Development Skills 19 – 21 February 2013 • Fairmont Hotel, Dubai, UAE To remain competitive all businesses need to continually re-invent themselves; through innovation they need to develop and improve their products, bring new products to market, find new ways to improve the quality of the products, find new markets for their products, continuously improve their processes; unless senior managers do this they put their business at risk.

Day Two

Course Overview Businesses and other organisations that consistently excel at developing new strategies and, importantly, executing those strategies are those that survive in turbulent markets. The senior management teams in these organisations understand their current situation, know where they want to go and plan how best to go there. More importantly, these organisations understand the markets, have mechanisms to ensure they keep close to changing customer expectations and the opportunities that new technologies offer, this way they are able to be more innovative than their competitors, all this will put them ahead in the game when the rules change and alter the factors that lead to success. When this happens, these companies are willing to adjust their game plans to avoid risks and exploit opportunities.

Strategy is the business word for ‘game plan,’ which is achieved through the alignment of resources to achieve a specific goal or vision.

This course will enable you to plan the best strategy for your organisation and will enable you to use strategic planning tools to deliver successful business results and achieve your long-term goals.

Day One • Introductions, outline of objectives and programme • Developing and critiquing business mission - Agreeing a definition of ‘mission’ - Understanding the purpose of communicating a business mission - Exploring the mission statements of world class companies - Identifying the characteristics of a good mission statement

Exercise: Developing a mission statement for a case study company • Developing and critiquing business values and ethics - Defining values and ethics - Understanding the purpose of communicating business values and ethics - Exploring the values and ethics statements of world class companies - Identifying the characteristics of good statements of values and ethics

Exercise: Develop a set of values and ethics for a case study company • Creating a business vision - How to conduct an environmental analysis for the vision year based on forecasts for the Political, Economic, Social and Technological future (PEST) - How to use a PEST analysis to understand potential opportunities that may be exploited by the business and potential threats that may need to be managed - How to conduct a capability analysis to inform planning to exploit threats and exploit opportunities - How to use PEST analysis and a capability analysis to create a range of alternative business visions

Exercise: Construct a PEST analysis, a capability analysis and a vision statement for a case study company

• How to better understand your current business strategy • How to use Porter’s generic strategies model to inform thinking about a new strategic direction including an understanding of the risks and requirements for each strategic option • How to use the Boston Consultancy Group Matrix to analyse your current business portfolio • How to use Porter’s 5-Forces to better understand the behaviour, actual or potential, of your market

Exercise: Conduct an analysis of a case study company using Porter models and the BCG Matrix • How to assess the business operation to inform thinking about opportunities to develop the business - Using the EFQM Excellence Model as a self-assessment tool - How to use a range of Benchmarking tools to compare business performance with world class operations - How to use a range of methodologies for generating valuable customer feedback - Options for structuring the business to enhance performance

Exercise: Using a number of assessment tools to provide feedback on current business performance and how that compares with the performance of competitors

Day Three • How to explore potential growth opportunities for your business; the grand strategies, which includes - Expansion - Diversification - Innovation - Joint ventures - Outsourcing - Horizontal and vertical integration

Exercise: Reviewing the vision options for the case study company to take account of feedback systems and grand strategies • How to calibrate a vision statement, turning qualitative statements into quantitative targets • How to use a strategic planning system to set and calibrate objectives, align the business towards the vision • How to use the Policy Deployment process to generate and align execution across the company

Exercise: Creating a policy deployment matrix for a case study company • How to use the Balanced Scorecard to measure and monitor the execution of the strategic plan - History and development of the Balanced Scorecard - The development of the strategy map

Exercise: Develop a strategy map for a case study company - How to build a Balanced Scorecard - How to use the Balanced Scorecard to monitor business performance

Exercise: Developing the Balanced Scorecard for a case study company

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/managerial-strategic

Managerial Decision Making

Strategic Business Development Skills

16 – 18 February 2013 • Fairmont Hotel, Dubai, UAE

19 – 21 February 2013 • Fairmont Hotel, Dubai, UAE

FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

+971 4 335 2437 +971 4 335 2438 register@iirme.com

www.iirme.com/managerial-strategic

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com BC4904/BC4905 Event

❏ Managerial Decision Making 16 – 18 February 2013 (BC4904)

❏ Strategic Business Development Skills 19 – 21 February 2013 (BC4905)

❏ Combination Discount (BC4904 and BC4905)

Course Fee Before 1 December 2012

Course Fee Before 22 December 2012

Final Fee*

US$ 3,095

US$ 3,395

US$ 3,495

US$ 3,095

US$ 3,395

US$ 3,495

US$ 4,690

US$ 5,190

US$ 5,490

•Book and pay NOW and bring a colleague for FREE Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

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Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Fairmont Hotel, Dubai, UAE Tel: +971 4 332 5555 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com

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