Cambridge
Academy
In London

Course Objectives

By the end of this course, participants will be able to:

·        Define the three roles of the supervisor and the competencies associated with effective performance.

·        Applying the basic supervisory functions to the team's success

·        Using effective communication skills to enhance confidence and cooperation

·        Apply effective guidance/counseling techniques that help the development and growth of the team.

·        Apply effective methods of time management in order to improve the level of team productivity.

·        Developing distinguished management and leadership skills in order to build high-performance work teams

Target Audience

This course is designed for

·        first-level supervisors and new supervisors who want to increase their effectiveness in managing others. and the leaders of the teams and candidates for these positions.

Course Outlines

Day 1 : global applications and concepts of total quality management and excellence for supervisors:

·        The historical development of total quality management

·        Total quality management requirements.

·        The stages of the application of total quality management

·        Total Quality Management and International Quality Management System-ISO

·        Actual steps for administrative development in accordance with the application of total quality

·        Quality curricula and strategies of global competing programs

·        Steps to create a supportive organizational culture for the application of comprehensive quality thought

·        Total Quality Management and its relationship to activating administrative competence

·        Promote applications and concepts of quality and excellence as best management practices

·        Organizational efficiency to formulate smart plans

·        Mechanisms for managing human factors during the implementation and change process within the organization.

·        Practical cases and applications

Day 2 :Oriental practices in building excellence for business :

·        Managing the standards of excellence

·        Effective leadership and high standards of excellence

·        Future leadership and strategic planning

·        The three leadership models of Excellence Management

·        Leadership skills supporting the process of excellence

·        The role of leaders in promoting a culture of excellence in human resources

·        Administrative and leadership practices, as well as creating an environment that fosters creativity

·        The entrance and leadership of others

·        Self-management and the leadership of others

·        Ability to deal with and influence others

·        The skill of body language and its role in influencing others.

·        NLP and managing others

·        Effective motivation strategies

·        Quality standards and excellence in managing others

·        Practical cases and applications

·        The supervisor as an effective communicator

·        Motivation through mutual communication

·        Take advantage of the strength of the positive positions in your team.

·        Establishing a climate that dominates confidence and cooperation

·        Gain the habits of the active listener.

·        Using physical language to make a greater effect

·        Documenting the relationship with the team

·        Sending professional and accurate e-mails

·        establishing guidelines and enforcing positive discipline

Day3 : Levantine leadership and the management of institutional change to achieve excellence in performance:

·        Modern management and the concept of change management

·        Reasons for heading to Management Change (the nature of institutional change causes and challenges)

·        Types of institutional change and change factors

·        The impact of innovative leaders on administrative adaptation with cases of institutional change

·        Innovative leadership and managing a culture of change in the organization

·        How to measure post-change effects on individuals, organizations, and administration

·        The role of innovative leadership and individuals during and after the change process

·        Change management strategies

·        The eight steps of the Kotter model

·        ADKAR Change Model

·        Innovative strategic leadership and keeping change in the culture of the institution.

·        Practical cases and applications

Day 4 : Distinguished management, leadership, and building high-performance work teams :

·        Indicators of the need to build work teams

·        The Advantages of Managing and Building Work Teams

·        The characteristics of effective work teams

·        Stages of developing the work team

·        The Advantages of Delegation

·        Why does the mandate fail?

·        How to distribute jobs and roles to team members

·        How are the team members evaluated?

·        How to encourage team members

·        The skill of dealing with change

·        The skill of dealing with conflicts and disputes

·        Communication skills for team members

Day 5: Influence and emotional intelligence in leading others:

·        Sources of the strength of the manager and the leader in influencing the members of the work team

·        Matrix of types of followers and sources of forces that the leader can follow in influencing them

·        Emotional intelligence and its importance for the leader of the work team.

·        The emotional intelligence skills of the leader and their role in inspiring and influencing others to complete business. 

·        How does the leader use emotional intelligence in achieving empowerment, job satisfaction, and organizational loyalty to the work team?

·        Practical cases and applications.