Topics: Strategy, Marketing ( Module Strategy), Leadership (Module Leadership), Financial Management (Module Finance), Management Game (Module Business Simulation)
The programme (all in English, but part Business Game in English or German) consists of 4 moduls each, lasting 3 days (generally Friday-Sunday):
Part Strategy: Strategy, Structure, Marketing
Part Leadership: Leadership, Personal Management
Part Finance: Controlling, Financial Management
Part Business Simulation: Integrated Implementation: Management Game
Younger managerial staff are nowadays in particular demand. One of their most important tasks lies in their function as a link between what Top Management wishes and prescribes, and which aspects of this are pertinent to and implemented at the operational levels. Their role is thus that of a«transmission belt», which should generate results from strategies and projects. The greater the shift, the speedier strategic changes become necessary, and, consequently, the more important this role becomes. The people «at the bottom» have to understand what those «at the top» have thought out and decided on. Staff satisfaction, confidence and the working towards common goals depend essentially on how well young managers succeed In carrying out this role.
A second important task is that of conveying ideas, important information about optimisation potentials, trends and impulses, in concentrated form, from the «scene of the events» to those responsible for making decisions. Good ideas are not only conceived at the top. Operational activities are often nearer to the pulse of reality. It is the collection of such information and the submission of a proposal for decision which belongs to an entrepreneurial attitude and which massively increases the effectiveness of an organisation. The third, and by far the largest sphere of duties is the management of one’s own work segment or one’s own department.
Belonging to this are:
- the leading, motivating and directing of staff and international teams towards common aims
- training junior staff
- thinking and acting with a view to outcomes
- management of one’s own person: working techniques, project management, meetings skills
- communicating effectively
- the detection and elimination of inefficiencies in processes and management instruments
- dealing with conflicts and difficult situations
In addition to these “soft factors”, successful managers also need, however, a comprehensive overview and a wellgrounded knowledge of finance and accountancy.
The learning in this international intensive programme is based on the subject-related input of outstanding lecturers as well as personal participation and the working through of reallife cases.
1. The role of a manager
- Embedding into the organisation
- potential for influence and shaping
- leadership which is result-orientated despite material constraints – What does this mean?
- Acting as a link between top management and the operational level
2. Developing strategic concepts
- Corporate strategy, visions, guidelines, our global standing
- understanding corporate identity
- developing business strategies
- internationalisation, growth and profitability strategies
- strategies focussed on corporate values
- capability-driven strategies, human potential orientated strategies
3. From the strategy to the corporate result
- The influence of financial considerations on targets and anticipated results
- using available freedom of movement in the optimisation of corporate results
- taking different cultures into consideration
- increasing profit: How to proceed?
4. The path to marketing success thanks to Marketing
- Customer Relationship Management
- Rules an Principles of modern Marketing
- Practical examples of and for good Marketing
- Actively steering marketing success.
5. Customer satisfaction, customer Care, distribution
Only those who recognise the value of customer relationships make the effort not to lose them or rather to preserve them. Only those who know what effects customer satisfaction has actively steer this. Those who realise that it is generally more profitable to generate more business with existing customers rather than – at great cost– to win over new customers really involve themselves in exploiting potential to the full, added value and customer bonding.
6. Raising efficiency thanks to leadership
Badly led teams and staff work inefficiently – though they could - and would generally wish to - perform better. Working efficiently and going about things in a result-oriented fashion are things one learns best “on the job” through the role model behaviour of the boss. Managers must recognise this role model function:
- Efficient working techniques
- Chairing meetings, steering projects
- Recognising personal strengths
7. Leading staff: Motivation as the task of the manager
It is easy to create frustration amongst staff, motivating them is more difficult; making use of the available self-motivation the right way. What is it that great“motivators” do in order to create a climate of enthusiasm and joy in the collective achievement of targets? Which staff management tools are available?
- Recognising one’s own management style
- Rules for a motivating style of behaviour towards others – virtual teams
- Ways towards social competence
8. Skilful communication
Those who know the rules of communication have an easier job to influence others and change their behaviour, to bring about course corrections and improvements, dispel conflict situations or face up to rather than shy away from unpleasant issues.
9. Rules within profit management
- Interrelationships between turnover, cost contributions (DB), costs, profit, cash flow and return
- Increasing profits: the levers for this
10. Finance and Accountancy
- Interrelationships: The basic rules
- Planning, budgeting, calculation, and market price
- Calculation of costs and performance
- Calculation of liquidity, profitability, Efficiency
What information is necessary in order to be able to steer one’s own sphere of responsibility? How should one read management and controlling reports? How can one make use of management instruments such as Balanced Scorecard or Navigator?
12. Contributing to implementation
The dedication of management is decisive for the success in the implementation of strategies and concepts which are decided from above and have to be realised by those below.
Within the framework of an integrated case study, you will put what you have learned into practical use.