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Management and Leadership Excellence and Implementation of Modern Techniques to Raise Efficiency and Achieve Goals

Date: 7 August 2017 - 18 August 2017
Course ID: 936/2017
Duration: 12 Days
Fee US $: 5500 US$
Venue: Istanbul / Turkey
Category: Leadership, Management, Strategy, HR and Soft Skills

Introduction:

Introduction:

Within today's complex environment, "more of the same" simply is not enough for a leader. Administrators must step up to the challenge by creating powerful, positive relationships and healthy organizational climates that foster optimism, innovation, and the teamwork needed to achieve challenging goals. The best leaders that create resonance are highly attuned to themselves and to the greater world, both the local and the broader national and global communities.



Resonant leaders are emotionally intelligent; they can manage themselves and guide others adeptly in ambiguous and trying circumstances. Leaders who engage people's hearts and minds to build a shared sense of purpose to achieve result. They are open minded non-defensive, and deeply committed to learning about themselves and adjusting their behaviors, willing to adapt customary (and comfortable) ways of leading.

Objectives:

Course Objectives:

At the end of this course Participants will be able to:

 Aware of the different theories covering effective leadership styles and to develop their own leadership style to their full potential

 Understand Emotional Intelligence

 Learn about Innovation Reasons and Process

 Understand the Eight Stages of the Change Process, including:

o Establishing a sense of urgency

o Creating the guiding coalition

o Developing a vision and strategy

 Understand the rational for using EQ

 Have an awareness of the EQ Technique



Week Two:



Training Objectives



After completing this course, participants should be able to:

• Communicate using Lean and Six Sigma concepts.

• Think about the organization as a collection of processes, with inputs that determine the output.

• Relate Six Sigma concepts to the overall business mission and objectives.

• Use the concept of a Sigma Level to evaluate the capability of a process or organization.

• Understand and apply the five step DMAIC model as a framework to organize process improvement activity.

• Employ a wide range of process improvement techniques.

• Recognize the organizational factors that are necessary groundwork for a successful Lean Six Sigma effort.

• Employ Lean Six Sigma skills to lead a successful process improvement project delivering meaningful results to the organization.

Who should attend:

The training course is dedicated for all leaders, managers and employees who have potentials to get promoted in all careers in both private or governmental organizations, and local or multinational enterprises.

Daily Outlines:

Week one



Day One

• INTRODUCTION

1. Difference between managers and leaders

2. How does a manager know he is managing?

3. Secrets of Leadership Success

4. New Unit manager as a unit leader

• Unite manager role.

• Leadership vs. management.

• What managers must do?

• Leadership style.

• Leadership behavior.

• Leadership model.

• Employee readiness.

• Ability.

• Willingness.

• Levels of readiness.

• Matching style and readiness.

• Leadership is process of integrating.

• Delegation.

• When you should delegate tasks?

• Be sure employee knows.

• Why managers avoid delegation.



UNDERSTANDING CHANGE FROM THE GESTALT PERSPECTIVE

• THE CHANGE CONTINUUM

o The Traditional Approach

o The Dynamic Approach

o The Pragmatic Approach



• TWO ASPECTS OF THE CHANGE PROCESS

• EIGHT ASSUMPTIONS

• THE CHANGE LEADER

• FOUR BASIC STYLES OF CHANGE LEADERSHIP

o Autocratic

o Participative

o Supportive

o Laissez Faire



Day (2)

STEPS IN CHANGING ONE’S OWN BEHAVIOR

• Three Element Induce Behavioral Change:

1. Exploring.

2. Getting New Perspectives.

3. Acting.



• behavioral-change program,:

1. Learning core interpersonal skills.

2. Getting feedback on one’s skills.

3. Learning group-specific skills.

4. Practicing interpersonal assertiveness.

5. Discovering patterns.

6. Getting feedback on patterns.

7. Recognizing payoffs.

8. Seeing different possibilities.

9. Experimenting with new behavior.

10. Evaluating oneself and receiving feedback.

11. Transferring what one has learned.

Day (3)

OVERCOMING MIND TRAPS: SELF-CHANGE

• RECOGNIZING MIND TRAPS AND DECIDING TO CHANGE

o two kinds of mind traps

1. Compensatory.

2. Familiarity mind traps

o Compensatory Traps

o Familiarity Traps



Day (4)

• PRACTICING NEW ATTITUDES AND BEHAVIORS: ENDURING AN IDENTITY CRISIS

o The Nature of the New Attitudes and Behaviors

o Compassionate Self-Observation Versus Self-Consciousness

o Visualization

o Behaviors That Satisfy Personal Needs and Generate Self-Respect

o Enthusiasm



• THE OUTCOME: ACCEPTANCE OF THE NEW SELF

• IMPLICATIONS FOR THE HRD PROFESSIONAL

o The Familiarity Principle in Organizations

o Individual Change in an Organizational Setting

o The Self-Change Creed

o Organizational Benefit from Individual Change



Day (5)

THE EMOTIONAL CYCLE OF CHANGE

o Key Assumption

o SEQUENCE OF EMOTIONAL PHASES

o Phase l: Uninformed Optimism

o Phase II: Informed Pessimism

 Public withdrawal

 Private withdrawal

o Phase III: Hopeful Realism

o Phase IV: Informed Optimism

o Phase V: Rewarding Completion



EQ corner stones

1. Emotional Fitness

2. Emotional Depth

3. Emotional Alchemy



1st Cornerstone: Emotional Literacy

[1] Emotional Honesty

[2] Emotional energy

[3] Emotional Feedback

[4] Practical Intuition



2nd Cornerstone: Emotional Fitness

[5] Authentic Presence

[6] Trust Radius

[7] Constructive Discontent

[8] Resilience and Renewal



3rd Cornerstone: Emotional Depth

[9] Unique Potential and Purpose

[10] Commitment, Accountability and Conscience

[11] Applied Integrity

[12] Influence without authority



3rd Cornerstone: Emotional Alchemy

[13] Intuitive flow

[14] Reflective Time – Shifting

[15] Opportunity sensing

[16] Creating future



• Misconceptions of EQ

• SUMMARY

• REFERENCES AND READINGS



Week two:

Day 1:

• Overview of Six Sigma

• Lean system concept

• DMAIC roadmap

• DMAIC – DEFINE Phase

• Process metrics and process mapping

• Voice of the customer

• Project selection and project financials

• Project charter

• Project planning and management tools

• Value chain and continuous flow concept



Day 2:

• Pull systems vs. push systems

• Identification and elimination of waste

• Concepts and pillars of Lean systems

• Just-In-Time systems

• Value chain analysis

• Kaizen events planning and management

• Visual workplace

• Seven types of waste

• 5S implementation and Sustaining

• DMAIC – MEASURE Phase

• Input – output relationships

• Descriptive statistics

• Graphical data representation

• Measurement methods and tools

• Gage capability analysis

• Process capability indices

• Process performance indices



Day 3:

• DMAIC – ANALYZE Phase

• Variation in performance

• Dependent and independent variables

• Control and noise variables

• Concept, types and uses of models

• Correlation analysis

• Linear regression and Nonlinear regression

• Hypothesis testing

• Estimation of parameters

• Data fitting



Day 4:

• DMAIC – IMPROVE Phase

• Statistical tolerance

• Basics of ANOVA

• Concept and approaches to optimization

• Quality Function Deployment (QFD)

• Failure Mode Effects And Analysis (FMEA)

• Lean tools: Kanban, Supply chain, Visual factory, Poka-Yoke



Day 5:

• DMAIC – CONTROL Phase

• Control tools

• Variable control charts

• Attribute control charts

• Interpretation of control charts

• Process monitoring

• Process documentation

• Project transfer to process owners

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