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            曙海教育集團
            全國報名免費熱線:4008699035 微信:shuhaipeixun
            或15921673576(微信同號) QQ:1299983702
            首頁 課程表 在線聊 報名 講師 品牌 QQ聊 活動 就業
             
            Statistical Thinking for Decision Makers培訓
             
               班級人數--熱線:4008699035 手機:15921673576( 微信同號)
                  增加互動環節, 保障培訓效果,堅持小班授課,每個班級的人數限3到5人,超過限定人數,安排到下一期進行學習。
               授課地點及時間
            上課地點:【上海】:同濟大學(滬西)/新城金郡商務樓(11號線白銀路站) 【深圳分部】:電影大廈(地鐵一號線大劇院站)/深圳大學成教院 【北京分部】:北京中山學院/福鑫大樓 【南京分部】:金港大廈(和燕路) 【武漢分部】:佳源大廈(高新二路) 【成都分部】:領館區1號(中和大道) 【廣州分部】:廣糧大廈 【西安分部】:協同大廈 【沈陽分部】:沈陽理工大學/六宅臻品 【鄭州分部】:鄭州大學/錦華大廈 【石家莊分部】:河北科技大學/瑞景大廈
            開班時間(連續班/晚班/周末班):2020年3月16日
               課時
                 ◆資深工程師授課
                    
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                  ☆ 1、如有部分內容理解不透或消化不好,可免費在以后培訓班中重聽;
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            課程大綱
             

            Session 1: Strategic Thinking
            The meaning of ‘Strategic’
            Three Core areas of Corporate Strategy
            Process, Content Context
            Process linking the three core areas
            Session 2: The Challenges of Leadership
            Management & leadership
            Leadership theories
            Expectations of leaders and their staff
            Identifying leadership traits
            What makes a good leader
            Inspiration, impact and charisma in leadership versus the “loner”
            Transformational leadership
            Case Study/Exercise

            Session 3: Establishing a Vision
            ‘Mission’ Vs ‘Vision’
            Why strategic plans fail and how to avoid failure
            Agreeing a Robust Vision
            The Need for Clarity and Measurability
            Getting Buy-in to the Vision
            Case Study/Exercise

            Session 4: Becoming Strategic
            ‘Strategic planning & thinking
            Developing techniques to think strategically
            Communication
            Identifying critical skills needed to succeed
            Case study/Exercise

            Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.

            Session 5: Analysing the Current Business Environment and Influences
            External Environments
            The General Environment
            What are the Key Influences Impacting
            Business Product/Service Cycles
            Customer Analysis
            Case Study/Exercise

            Session 6: Analysis of Resources
            Analysing the Orga?nisation

            The holistic approach
            Silo Issues
            Cross Organisational Assessment
            Assessment:
            Financial, Human Resources, Operations, Systems, Style
            Case Study/Exercise

            Session 7: Motivation & Change Management
            Motivational theory
            Practical motivation
            Money as a motivator
            Change agents
            Resistance to change
            The DREC curve
            Approaches to change management
            Case Study/Exercise

            Session 8: Establishing the Strategy
            Turning ‘Vision into Reality’
            Creation of Strategic Movement
            Developing Strategic Options
            Strategy Implications
            Identifying the Stakeholders
            Cross Organisational Buy-in
            Potential conflict areas
            Countering Objections
            Case Study/Exercise

            Session 9: Projects and Measures of Success
            New Projects Vs Business as Usual
            The need for KPM’s
            Measurement approaches
            Using the Scorecard Approach
            Key business drivers and traceability
            Hard & Soft Measures
            Establishing a metrics framework
            Project Tracking
            Risk reporting
            Case Study/Exercise

            Session 10: The Implementation Process
            Resource allocation, strategic planning and control
            Planning tools
            Objectives
            Tasks
            Communications
            Resource Allocation
            Resource characteristics
            Building the team
            Projects Vs ‘Business as Usual’
            Case Study/Exercise

            Session 11: Managing the Strategic Change including Conflict Management
            The need for conflict – is it healthy
            Conflict as a problem
            The causes of conflict
            Managing, mitigating and/or avoiding conflict
            The impact of the change and managing the effects
            Selling the benefits of change to the organisation
            Minimising the downside
            Keeping the plan on track
            Case Study/Exercise

            Session 12: Assessing Your Team
            Preparatory work
            Personnel files
            Work Records
            Other colleagues
            Meetings
            Discussion groups & Forums
            Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss.

            Session 13: Dealing With people
            Management styles
            Behavioural styles
            Bank cultural style
            Bank and management policy style
            Your personal style
            Meetings
            One to one encounters
            Overcoming resistance
            Dealing with your own bosses
            Selling issues and challenges to your team
            Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this?

            Session 14: Communication Skills
            Different styles
            Corporate/Management style
            Oral, written, electronic
            Encouraging two way communication
            Encouraging esprit de corps
            Using “Top down” directives
            Dealing with resistance
            Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?

            Session 15: Management styles
            Textbook definitions
            Your preferred style
            Your institutions style, your boss’s Style
            What works best for your department
            What works best for the team
            Case Study/Exercise: Do you think the collegiate style of management favoured by most management gurus is the best?

            Session 16: The Role of a Manager
            The move from Team member to Supervisor
            The role in ensuring my Team achieves Team goals
            Ensuring the Team continuously improves
            Managing the whole role – time management & effective goal setting
            Leadership ‘Presence’ – looking like the Leader
            The Influence of Supervisor Behaviour – on the Team, on each Team Member
            The focus of the effective Supervisor
            Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?

            Session 17: Managing Problems
            Dealing informally, semi formally and formally
            Methods of problem solving
            Enlisting help and guidance
            Resolution
            Referral
            Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief?

            Session 18: Motivation
            Basic motivating factors
            Creating the right environment
            Carrot/stick approach
            Nurturing
            Patronage
            Case Study/Exercise: How would you persuade your team to work on a weekend without extra reward?

            Session 19: Delegation
            The art of delegation
            When to delegate
            Supervising
            Avoiding overkill
            Monitoring
            What is trade finance
            Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?

            Session 20: Conflict & Resolution
            Main causes
            Resolution methods
            Involving management
            Dealing with challenges to your authority
            Formal procedures
            Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority?

            Session 21: Staff appraisals
            Importance
            Objective
            Remuneration considerations
            Appraisal
            Encouragement and guidance
            Dealing with weaknesses
            Case Study: You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.

             
             
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