The Fast Track MBA
| Course Code: | 2034 |
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| Dates: | On a date of your choice |
| Venue: | TBA |
| Course Fees: | Available on application |
| CPD Credits: | - |
This is an in-house only course.
The Fast Track MBA Programme Course Outline
Click here for programme background
How this course works: the pick and mix modules
This Fast Track MBA course is designed to meet the specific needs of the sponsoring organisation. It is module based; companies should choose between those offered in a pick and mix approach. Typically Stage One will deliver one two-day module per month over six months, to give a good grounding and provide a working understanding of the concepts. Each module will have one full day devoted to applying the concepts learned to the industry as a whole and the sponsoring organisation in particular. To become conversant with all of the major tools and techniques of an MBA, if required, you may create a Stage Two programme, choosing as many specific topics as relevant to your company's working needs.
There are two compulsory modules: Strategic Thinking and the overview of The Financial Services Industry. With those exceptions, each module is a stand alone course and can be taken in any order. The concept is to create a picture as in a jigsaw, not to layer bricks as in a wall.
Training Approach
This is a fast-paced, high-learning course designed to deliver real business skills. Facilitated learning format. You will learn by active participation during the seminar through the use of the training materials, seminar manual, group exercises, practice and action planning. Numbers should be limited, so that every delegate may receive personal attention.
For further information please contact us on 01327 858 292. The course will include relevant, industry-specific, training consultants. Our tutors have all had real business experience, they are not just academics passing on the theory and they can relate to the issues you face.
Overview of Modules offered:
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Module 1
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THE FINANCIAL SERVICES INDUSTRY
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Market Sectors
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The Principles for Businesses and
Approved Persons
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Role of the Treasury and the
Influence of the European Union
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The Conduct of Business Rules |
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Achieving Authorisation
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Communications from the FSA |
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The Supervision Approach
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The Financial Risk Outlook |
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Enforcement Actions
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Future Challenges and Changes |
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Module 2
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STRATEGIC THINKING
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| Macro- and Micro-Economics |
Integration and Expansion Strategies |
| The Trading Environment |
Competitive Strategies |
| Industry Analysis |
Culture, Ethics & Ethos |
| Business Opportunities and Threats |
Creating Corporate Alignment |
| SWOT Analysis |
Visioning |
| Impact On My Organisation |
Creating a Corporate Strategy - Our Future Direction |
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Module 3
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MARKETING
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| The 7 Steps of Marketing Strategy Development |
The Marketing Mix |
| The Buying Process |
Positioning and Our USP |
| Market Segmentation |
Advertising & Promotions |
| Differentiation vs Cost Leadership |
Marketing Economics |
| Product Life Cycle |
Customer Relationship Management |
| Understanding Margins & Pricing Strategies |
Where Do We Want To Be? |
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Module 4
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FINANCE FOR NON-FINANCIAL MANAGERS
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| The Nature of the Firm |
Different Models of Growth |
| Understanding Financial Statements |
Supply and Demand |
| Ratio Analysis |
Opportunity Cost |
| Management Accounting |
Elasticity |
| Forecasting & Budgeting |
Marginal Utility |
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Module 5
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TALENT MANAGEMENT, SUCCESSION PLANNING AND HUMAN RESOURCES
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| The Strategic Management of Staff |
The Role of Motivation, Empowerment, Delegation |
| Planning for Organisation Goals |
Performance Appraisals |
| The Learning Organisation |
The Nine Box Talent Matrix |
| Succession Planning |
Effective Monitoring and Control |
| Talent Management |
Reward Systems |
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Module 6
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LEADERSHIP
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| Principles of Leadership |
Leader Traits & Skills |
| Leaders vs. Managers |
Discovering the Voice of Authority |
| 5 Leadership Behaviours |
Leadership Communication |
| Situational Leadership |
Transformational Leadership |
| Developing Leadership Competence |
Defining the Essence of Your Leadership |
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Module 7
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THEORY AND PRACTICE OF CHANGE MANAGEMENT
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| What is Change? |
Importance of Culture |
| Generic Change Strategies |
Creating Culture Change |
| ‘Whole Systems’ Thinking |
Cultural Transformation Toolkit |
| Organisational Change |
From Rules to Principles-Based Regulation |
| Human Response to Change |
Implementing a Change Programme |
| Change Management |
The Way Forward |
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Module 8
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ORGANISATIONAL BEHAVIOUR
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Basics of Organisational Behaviour
Related to Management
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Human Challenges in the Work Place
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Organisational Models and Structures
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Stress and Well-Being at Work
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Influence Processes in Organisations:
Power, Politics, Leadership.
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Contemporary Theories of Motivation
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Managing Transitions: Organisational Culture
and Change
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Organisational Control and Reward Systems
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Workgroup Dynamics and Group-based
Problem Solving.
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Job Design and Employee Reactions to Work
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| Module 9 |
| OPERATIONS MANAGEMENT |
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Introduction to Operations Research
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Systems and Controls
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General Management Principles
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Operational Risk Management
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The Management System
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The Role of Compliance
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Process and Structures
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Thinking LEAN
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Understanding Business Improvement Techniques
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Creating Continous Improvement
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| Module 10 |
| PROJECT MANAGEMENT |
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Role of the Project Manager
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Calculating Loading Requirements
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Planning and Defining the Process
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Planning Resources for Multiple Projects
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Feasibility, Estimating Time and Cost
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Applying the Theory
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Contingency and How to Build It In
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Problems – Why practice is not often like theory
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Dependencies, Network Analysis and the Critical Path
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Financial Monitoring
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| Module 11 |
| YOU AS A LEADER |
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Getting to Know Yourself
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How Do You Respond to Change?
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Assessing Your Strengths
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Your Decision-Making Syle & Problem Solving
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Recognising Your Weaknesses
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Teams and Your Place Within Them
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Identifying Your Management Style
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Conflict Resolution Tecniques
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Assertiveness
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Discovering the Voice of Authority
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Delegation
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How to Get Results Through People
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| Module12 |
| LEADERSHIP, TEAM-BUILDING AND COACHING |
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Characteristics of a Good Leader
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Teams and Teams Roles
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Leadership vs Management
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The Role of a Coach
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Power and Leadership
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Motivation, Delegation and Empowerment
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The Big Three Management Styles
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Creating High Performance Teams
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Human Behaviour Theories
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Key Problems of Working with Virtual Teams
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What is Team Leadership?
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Managing Virtual Teams Effectively
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| Module 13 |
| ORGANISATIONAL LEARNING AND KNOWLEDGE MANAGEMENT |
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Managing Knowledge for Competitive Advantage
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Defining Intellectual Capital
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Organisational Structures
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Knowledge Management
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Creating a Learning Organisation
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Hot to Build Communities of Practice
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Organisational Learning Frameworks
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Creating a Culture of Knowledge Sharing
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Identifying Core Competencies
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Tools for Creating Organisational Memory
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Strategies for Building Core Competence
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Strategic Story Telling
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| Module 14 |
| INTERNATIONAL MANAGEMENT |
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Globalisation Forces at Work
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Adapting Management Style for Cultural Differences
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International, Multinational, Transnational or Global?
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Creating Cultural Synergy and Multi-Cultural Teams
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Developing Cultural Competence
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'One-Size' Doesn't Fit All
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Dimensions of Culture
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Communicating Across Cultures
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Cultural Differences in Work Related Values
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Effectively Managing Across Cultures
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Module 15
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KEY MANAGEMENT CONCEPTS AND SKILLS
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According to Company Needs: Up to 4 of these topics over two days
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| Customer Relationship Management |
Customer-Centric Strategies |
| Demand Chain Management |
Process Control |
| The Balance Scorecard |
TQM: LEAN Thinking |
| EFQM: The European Excellence Model |
Six Sigma |
| The Learning Organisation |
Benchmarking |
| Building Core Competence Strategies |
Dilemma Reconciliation |
| Knowledge Management |
Conflict Resoution |
| Managing Diversity |
Presenting to Persuade |
| Enterprise Management Systems |
Communicating, Influence and Persuasion |
| The Experience Econcmy |
How To Put Your Point Across in Just a Minute |
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Booking
If you are interested in booking this course, or if you have any questions, please call call us on 01327 858307.
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