You are visitor number since August 20th 2011.

MAKE YOUR COMPANY WORLD CLASS-- CLICK HERE!!!!

WE KNOW HOW TO DO THAT!!!

IMPLEMENT THE LEAN PHILOSOPHY IN YOUR ENTERPRISE-CLICK HERE!!

INTRODUCTION

Once there were two company presidents who competed in the same industry.  These two presidents decided to go on a camping trip to discuss a possible merger.  They hiked deep into the woods.  Suddenly, they came upon a grizzly bear.  Instantly, the first president put on his jogging shoes.  The second president said, "Hey, you can't outrun that bear."   The first president responded, "Maybe I can't outrun that bear, but I surely can outrun you!"  This story captures the notion of Strategic Management, which is to achieve and maintain competitive advantage.

LEARNING OBJECTIVES

1.                  Understanding Strategic Management concepts.

2.                  Applying Strategic Management concepts.

3.                  Formulating strategies.

4.                  Identifying distinctive competence of a firm.

5.                  Building organizational capabilities.

6.                  Understanding the strategic roles and responsibilities of senior management staff.

 TARGET AUDIENCE

·        Senior Officers, Engineers and Managers.

·        General Managers and Directors.

·        All Those Who Want To Develop Strategic Skills.

METHODOLOGY

·        Seminars,

·        Case Studies

·        Group Discussion.

COURSE CONTENTS

DAY ONE

1.      What is Strategic Management?

2.      Develop vision and mission statements.

·        Why have vision and mission statements?

·        Characteristics of a mission statement.

·        Components of a mission statement.

·        Writing and evaluating mission statements.

3.      The Strategic Management Perspective in real life.

·        Functions and Responsibilities of senior managers

·        Skills of a senior manager

·        Case Study

4.      Crafting of strategies

·        Explicit strategy

·        Sound strategy

·        Strategic view of market opportunity

·        Strategic view of capabilities

·        Case Study

5.      Building Strategy

·        The process of strategy development

·        Case Study

DAY TWO

6.      Building Organizational Capabilities

·        Identifying distinctive competency

·        Ensuring fit of an organization

·        Maintaining outward orientation

·        Avoiding Complacency

·        The necessity of shared purpose

·        Case Study

7.      Transforming an Organization

·        Ingredients of successful planned change

·        Continual renewal

·        Case Study

8.      Building Relationship

·        Upward

·        Customers and suppliers

·        Across the organization