COMPREHENSIVE. Senior Management. Development Programme. Visit us at.

Transcription

1 2018 COMPREHENSIVE Senior Management Development Programme Visit us at

2 About this programme: A new generation of organizational concepts and technologies is upon us. Senior managers need to develop their resilience and make a paradigm shift in terms of new management and strategic leadership thinking. The comprehensive Senior Management Development Programme (SMDP) equips participants with the required business, leadership and change management acumen needed to cope with the changing business and organisational landscape. Participants will acquire the ability to sense and respond to the challenges faced in a modern day business environment Programme Details: CAPE TOWN 1 SB 1: March SB 2: 7-11 May SB 3: June of the 6th of August CAPE TOWN 2 SB 1: May SB 2: 9-13 July SB 3: August of the 8th of October JOHANNESBURG 1 SB 1: 9-13 April SB 2: 28 May - 1 June SB 3: July of the 3rd of September JOHANNESBURG 2 SB 1: 2-6 July SB 2: August SB 3: 8-12 October of the 19th of November I want to enrol for this programme now CAPE TOWN 3 SB 1: June SB 2: August SB 3: 1-5 October of the 19th of November DURBAN SB 1: April SB 2: 4-8 June SB 3: July of the 3rd of September Who should attend this programme: Senior managers, from any industry or institution, who are responsible for managing managers and eager to benchmark and further their potential. R R incl VAT OUT OF OFFICE 3 Study blocks of 5 days each 15 days Duration: 6 months PLEASE NOTE: Fees include programme material, lunch and refreshments, and are payable before the commencement of the programme. Programme fees, faculty and dates are subject to change. Individual assignments: 5 Group assignment: 1 Click here for the cancellation policy Certificate Award Ceremony

3 Value proposition This programme equips participants with a design mind set and explores strategic concepts around innovation, sustainability, collaboration, project work, organisational change and business agility; participants will demonstrate foresight in navigating a rapidly shifting landscape of organisational forms and skill requirements and develop insights into strategies for engaging a diversified workforce. The programme will also allow participants to build invaluable networks with other managers who face the same challenges; and be able to think and act collaboratively in order to translate strategies into actions. NETWORKS ORGANISATIONALCHANGE COLLABORATION responsible TALENTPROJECTS SENIOR MANAGEMENT SUSTAINABLE COMPETITIVENESS MANAGING MANAGERS LEADERSHIP SMDP STRATEGY economics PEOPLE VISION VALUE NAVIGATECHANGE INNOVATION finance paradigm SHIFT What are the admission requirements? No formal tertiary qualifications are required. Participants should have English language competence at NQF level 4 or equivalent, as well as managerial experience. A foundational knowledge of the programme topics, as well as an understanding of the subject matter presented in USB-ED s Management Development Programme (MDP) or equivalent, is also required. Participants who have not acquired basic knowledge of finance should attend USB-ED s Programme in Financial Management for Non-financial Managers prior to attending the SMDP. Five years of experience in a middle to senior management role is recommended. What will you receive upon completion? Upon successful completion of the programme (which requires attendance of all classroom-based study blocks as well as passing of all assignments), you will receive a certificate from Stellenbosch University. On completion of the programme, participants become USB-ED alumni. Credits towards qualifications View articulation summary

4 Programme Framework Building human capital Understanding the key elements of a performance management system and discussing the role of leaders in creating a high performance organisation, and explaining the implications hereof for human resource management, organisation performance and talent retention Designing leading edge strategies Identifying and recognising external and internal factors impacting strategy; developing a strategy, completing action plans and illustrating the integrative nature of strategy by means of practical examples Enhancing innovation and design thinking Evaluating the concept of innovation and innovation management; implementing appropriate innovation tools; formulating recommendations on improving the innovation capability of an organisation Financial management Evaluating companies based on their financial statements; identifying factors affecting the sustainability of economic entities; assessing the financial viability of a firm and reporting on it; understanding the components, objectives and interrelationships of financial statements; managing the working capital and cash flow of a business Leadership in a complex world Identifying and formulating leadership challenges; explaining leadership styles and roles and linking these to levels of work; examining the competence of new leaders; describing the role of values and the competing values framework; interpreting the leadership required to obtain organisational greatness Marketing for excellence Examining the bigger picture perspective of the role of marketing in the management process; integrating strategic marketing concepts and principles in the organisational environment; formulating strategic marketing objectives and alternative longterm strategies Managing projects for strategic advantage Understanding basic project management theory; evaluating project management decisionmaking; understanding and designing a Critical Path Diagram and a Gantt Chart for the purpose of project control and monitoring *In order to ensure that we provide content that is dynamic and relevant, we are in the process of refreshing our content for the 2018 year. Operational effectiveness and value chain management Applying value chain analysis to re-focus a company s current value chain towards customer satisfaction; evaluating your organisation by using a business canvas model; modifying and developing the appropriate customer and supplier relationship to its full potential; interpreting and assessing the various elements of risk throughout the value chain Sustainable competitiveness: a futuristic approach Understanding why a systemic approach to organisational competitiveness has become the key business challenge of the 21st century; examining the responsibility of the company in dealing with systemic issues; evaluating the business case for sustainability in relation to your own sector; choosing and applying suitable frameworks and tools to link sustainability to daily operations and management functions Understanding markets: economics for managers Examining the meaning of economics and economic systems; interpreting the challenges of globalisation and international economic integration and determining their influence on future performance; understanding the macroeconomic forces; understanding the impact of economic policy decisions on the managerial function

5 Anticipated Faculty Mr Martin Butler (MBA). AREAS OF EXPERTISE: information systems management; innovative management; project management; systems thinking Mr Giel Naude (MBA). AREAS OF EXPERTISE: financial management; entrepreneurship Dr Samuel Njenga (PhD). AREAS OF EXPERTISE: systems thinking; leadership change Ms Vanessa Otto-Mentz (MBA). AREAS OF EXPERTISE: strategy; change; coactive coaching Mr MC Botha (MBA). AREAS OF EXPERTISE: project management; business management of projects and local government service implementation Dr Sarah Riordan (PhD). AREAS OF EXPERTISE: career psychology; career management; human capital management; organisational development Mr Clive Howe (teaching qualification). AREAS OF EXPERTISE: strategy and strategic execution; leadership; performance management; personal development Prof Andre Roux (PhD). AREAS OF EXPERTISE:economics; futures thinking; environmental scanning; defence economics Ms Anne-marie le Roux (MBA). AREAS OF EXPERTISE: new business development and growth; strategy, marketing, innovation and sustainability Prof Mias de Klerk (PhD). AREAS OF EXPERTISE:work motivation; work commitment; work engagement; emotions in organisations Mr Thys Pretorius (MPhil). AREAS OF EXPERTISE: change and transformation; strategy; leadership; organisation development Ms Belinda Wagner (MBA). AREAS OF EXPERTISE: marketing principles; direct marketing; branding; marketing strategy Ms Tasneem Motala (MBA). AREAS OF EXPERTISE: operations management; supply chain management; statistical process control Dr Lisa Kinnear (PhD). AREAS OF EXPERTISE: organisational development; leadership; change management; performance management; team dynamics Dr Carla Enslin (PhD). AREAS OF EXPERTISE: brand strategy; leadership and management; disruption; communications Ms Sonja Swart (MPhil). AREAS OF EXPERTISE: change management, transformation communication; emotional intelligence, leadership intelligence, Leadership; personal mastery

6 Man t en Lea de rsh ip nk Strategy st hi ics Eth m rch Resea Sy ste em M ct a e in oj Pr g age men t M HR Governance ent m age an Marketing Fina n n atio i t o eg cial M N y Busine ss n eu rit eg Int Inn pr en anag eme nt rsh ip ng i Coach Th is gn En tre ing ova tio ink De g na Senior Management Development Programme Enrol Now USB Executive Development (Pty) Ltd, is the private executive development company of Stellenbosch University. USB-ED has won the PMR.africa Diamond Arrow Award in three countries: Botswana, Namibia and South Africa. The USB s international standing and reputation is confirmed by the triple crown international accreditations, EQUIS, AMBA and AACSB. CONTACT US Contact Us +27 (0) info@usb-ed.com USB Executive Development