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The Oxford 10-Day MBA

The Oxford 10-Day MBA

Code Date Venue Fees
MG030 15 - 26 May 2017 London - United Kingdom $11,000 Register
MG030 10 - 21 Jul 2017 New York - USA $13,900 Register
MG030 07 - 18 Aug 2017 Toronto - Canada $13,900 Register
MG030 11 - 22 Sep 2017 Prague - Czech Republic $11,000 Register
MG030 25 Sep - 06 Oct 2017 Amsterdam - The Netherlands $11,000 Register
MG030 30 Oct - 10 Nov 2017 London - United Kingdom $11,000 Register
MG030 11 - 22 Dec 2017 New York - USA $13,900 Register
MG030 08 - 19 Jan 2018 London - United Kingdom $11,000 Register

Introduction

In today’s highly competitive environment, it is crucial to have a thorough understanding of the multi-dimensional issues faced in managing a business or department effectively. The “10-Day MBA” will focus on issues and dilemmas faced in today’s changing world. The seminar is designed to stretch delegates, in order to equip them with the knowledge and confidence to lead and manage in a fast moving and complex business environment. The seminar is a unique distillation of the skills that you need to be successful in business.

The seminar is split into two modules:

MODULE I - Mastering People Management & Team Leadership

MODULE II - Strategic Thinking & Business Planning

Each module is structured and can be taken as a stand-alone course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a two-week seminar.

Objectives

The principal objectives of this course can be set out in the following way:

  • To enable delegates to understand how human resource management is critical to success in increasingly competitive markets
  • To learn the most effective approaches to gaining and sustaining personal effectiveness against a rapidly changing business environment
  • To learn how to build effective teams and develop high levels of individual and team performance
  • To present the power of strategic thinking and business planning in creating an environment and culture of profitable growth and positive change
  • To understand the linkage and significance of aligning the strategic and operational levels of managing a business
  • To enable delegates to cope with the changing determinants of sustainable high-level organizational and individual performance 

Training Methodology

This course will be delivered in an interactive and fast-paced manner, combining several learning mechanisms. There will be some formal exposition of tools and techniques in each of the two modules. In addition there will be plenty of opportunity for discussion of real-life examples and for work in small groups on case studies. It is also intended to use DVD presentations by acknowledged world-class authorities on the main subjects.

Organisational Impact

In sending delegates to this course, the sponsoring organizations can expect to gain the following benefits:

  • Greater staff awareness of the requirement for creative and innovative thinking in today’s organizations
  • Improved teamwork amongst delegates from different specializations within the organization
  • Opportunity for further internal dissemination of practical methods, tools and techniques that can help improve outputs from all resources used in a business (people, capital, technology and products)
  • Improved leadership and management at key levels of staff in an organization
  • Improved motivation of key staff to create superior performance in engaging competitors, customers and partners in an increasingly international environment
  • Improved understanding by staff of the impact of their specialist activity on the overall performance and potential of the organization 

Personal Impact

In attending this course, delegates can expect to gain the following benefits:

  • Greater confidence in discussing major development issues within their organization
  • A very much broader appreciation of the ways in which human, financial, commercial and technical issues interact in developing organizations
  • A sharper appreciation of the contribution that individual specializations make to creating and enhancing an organization’s competitive capability
  • A fuller understanding of the difference and interdependence between strategic and operational dimensions of management
  • Learning by case-studies of other organizations and through interaction with experienced managers from different organizations
  • Ability to make a direct contribution to creating tomorrow’s organization out of today’s organization 

Who Should Attend?

Many types of delegate can expect to benefit from this course. Delegates with the following backgrounds would be appropriate:

  • Commercial managers in large privately- or publicly-owned companies
  • Government officials concerned with policy for industrial and commercial development
  • Managers in financial institutions who are responsible for decisions on investment in supporting business development
  • Directors of medium-sized enterprises who need to broaden their experience and knowledge
  • Scientific and technical managers who wish to broaden their general managerial knowledge
  • Operational and human resource managers seeking to understand in more detail the human, organizational and strategic aspects of business development 

SEMINAR OUTLINE

Module I - Mastering People Management & Team Leadership

DAY 1

Understanding Your Role

  • Leader or manager?
  • Self-perception
  • Beyond the job description: finding out what your organisation requires of you
  • Balancing conflicting stakeholder demands
  • Understanding the nature of change
  • A model for implementing change

DAY 2

Personal Effectiveness, Time Management and Delegation

  • Understanding yourself and your organisational environment
  • Outcome orientation
  • Setting personal and team objectives
  • Managing performance
  • Finding and using time effectively
  • A model for effective delegation

DAY 3

Communication, Influence & Conflict Management

  • Channels of communication
  • Effective listening skills
  • Emotions and rapport
  • Persuasion and negotiation: the keys to personal influence
  • Managing conflict assertively

DAY 4

Team Building, People Management and Motivation

  • How high-performing teams work?
  • Identifying team roles
  • Teams in practice: teambuilding exercise
  • Motivation and reward
  • Building and sharing a vision
  • Different approaches to leadership

DAY 5

Enhancing Team Performance through Coaching and Development

  • How people learn?
  • Coaching for personal and team growth
  • Feedback skills
  • Development planning
  • Next steps

Module II - Strategic Thinking & Business Planning

DAY 6

Strategic Thinking and Making Things Happen

  • The essence of strategy – core concept and definition of terms
  • What an effective strategic plan looks like
  • How we think
    • Analytical thinking
    • Creative thinking
  • Leadership and management, comparing the strategic and operational levels
  • Strategic and operational goals – the significance and difference
  • Two key roles
    • Visionary - the role of the Chief Executive Officer
    • Chief implementer - the role of the Chief Operating Officer
  • Building a strategy/business planning team
  • Mini-case 1: tutor presentation and group discussion

DAY 7

Strategic Planning – The Detail of Powerful Business Analysis

  • Review of Day Six – questions and answers
  • Concept of the “business model”: the integrated supply-demand chain
  • Vision and mission – case examples, class discussion and guidelines
  • Practical group exercise on Vision and Mission Statements
  • Analysis of the business environment (1) – the SPECCTRE technique
  • Analysis of the business environment (2) - the 5-forces technique
  • Cost-based strategies versus differentiation-based strategies
  • Mini-case 2: group work and presentation/discussion

DAY 8

Strategic Choice and Linkage to Marketing and Sales Planning

  • Review of Day Seven – questions and answers
  • How to evaluate market structures, trends and prospects
  • SWOT analysis and the strategy matrix
  • Strategic choice – how to make strategy selection decisions
  • Linkage to marketing plans and sales plans
  • Marketing plan – identifying and capturing value rather than just volume
  • Sales plan – how to choose and fulfill market opportunities
  • Mini-case 3: group work and presentation/discussion

DAY 9

Linkage of Strategy to Financial and Operational Planning

  • Review of Day Eight – questions and answers
  • Strategic versus operational aspects of finance – the strategic role of the CFO
  • Globalisation of the financial markets
  • Minimising risk and uncertainty
  • Cost analysis, time compression and shortening life-cycles
  • Capital-labour substitution, cost structures and significance of break-even
  • Alignment of operational efficiency with financial efficiency
  • Mini-case 4: group work and presentation/discussion

DAY 10

Bringing It All Together

  • Review of Day Nine – questions and answers
  • The relevance and contribution of strategy maps and balanced scorecards
  • Key Performance Indicators and performance measurement at the strategic level
  • The significance of “Dynamic Alignment” in supply chain structures
  • Managing implementation – effective execution of strategy
  • “Death of distance” and the short towards the business model
  • Final thoughts – the business model and the future of strategic management
  • Overview of the whole course

Accreditation

  • Quality Logo



The Oxford 10-Day MBA


Upcoming Dates

Code Date Venue Fees
MG030 15 - 26 May 2017 London - United Kingdom $11,000
MG030 10 - 21 Jul 2017 New York - USA $13,900
MG030 07 - 18 Aug 2017 Toronto - Canada $13,900
MG030 11 - 22 Sep 2017 Prague - Czech Republic $11,000
MG030 25 Sep - 06 Oct 2017 Amsterdam - The Netherlands $11,000
MG030 30 Oct - 10 Nov 2017 London - United Kingdom $11,000
MG030 11 - 22 Dec 2017 New York - USA $13,900
MG030 08 - 19 Jan 2018 London - United Kingdom $11,000

Introduction

In today’s highly competitive environment, it is crucial to have a thorough understanding of the multi-dimensional issues faced in managing a business or department effectively. The “10-Day MBA” will focus on issues and dilemmas faced in today’s changing world. The seminar is designed to stretch delegates, in order to equip them with the knowledge and confidence to lead and manage in a fast moving and complex business environment. The seminar is a unique distillation of the skills that you need to be successful in business.

The seminar is split into two modules:

MODULE I - Mastering People Management & Team Leadership

MODULE II - Strategic Thinking & Business Planning

Each module is structured and can be taken as a stand-alone course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a two-week seminar.

Objectives

The principal objectives of this course can be set out in the following way:

  • To enable delegates to understand how human resource management is critical to success in increasingly competitive markets
  • To learn the most effective approaches to gaining and sustaining personal effectiveness against a rapidly changing business environment
  • To learn how to build effective teams and develop high levels of individual and team performance
  • To present the power of strategic thinking and business planning in creating an environment and culture of profitable growth and positive change
  • To understand the linkage and significance of aligning the strategic and operational levels of managing a business
  • To enable delegates to cope with the changing determinants of sustainable high-level organizational and individual performance 

Training Methodology

This course will be delivered in an interactive and fast-paced manner, combining several learning mechanisms. There will be some formal exposition of tools and techniques in each of the two modules. In addition there will be plenty of opportunity for discussion of real-life examples and for work in small groups on case studies. It is also intended to use DVD presentations by acknowledged world-class authorities on the main subjects.

Organisational Impact

In sending delegates to this course, the sponsoring organizations can expect to gain the following benefits:

  • Greater staff awareness of the requirement for creative and innovative thinking in today’s organizations
  • Improved teamwork amongst delegates from different specializations within the organization
  • Opportunity for further internal dissemination of practical methods, tools and techniques that can help improve outputs from all resources used in a business (people, capital, technology and products)
  • Improved leadership and management at key levels of staff in an organization
  • Improved motivation of key staff to create superior performance in engaging competitors, customers and partners in an increasingly international environment
  • Improved understanding by staff of the impact of their specialist activity on the overall performance and potential of the organization 

Personal Impact

In attending this course, delegates can expect to gain the following benefits:

  • Greater confidence in discussing major development issues within their organization
  • A very much broader appreciation of the ways in which human, financial, commercial and technical issues interact in developing organizations
  • A sharper appreciation of the contribution that individual specializations make to creating and enhancing an organization’s competitive capability
  • A fuller understanding of the difference and interdependence between strategic and operational dimensions of management
  • Learning by case-studies of other organizations and through interaction with experienced managers from different organizations
  • Ability to make a direct contribution to creating tomorrow’s organization out of today’s organization 

Who Should Attend?

Many types of delegate can expect to benefit from this course. Delegates with the following backgrounds would be appropriate:

  • Commercial managers in large privately- or publicly-owned companies
  • Government officials concerned with policy for industrial and commercial development
  • Managers in financial institutions who are responsible for decisions on investment in supporting business development
  • Directors of medium-sized enterprises who need to broaden their experience and knowledge
  • Scientific and technical managers who wish to broaden their general managerial knowledge
  • Operational and human resource managers seeking to understand in more detail the human, organizational and strategic aspects of business development 

SEMINAR OUTLINE

Module I - Mastering People Management & Team Leadership

DAY 1

Understanding Your Role

  • Leader or manager?
  • Self-perception
  • Beyond the job description: finding out what your organisation requires of you
  • Balancing conflicting stakeholder demands
  • Understanding the nature of change
  • A model for implementing change

DAY 2

Personal Effectiveness, Time Management and Delegation

  • Understanding yourself and your organisational environment
  • Outcome orientation
  • Setting personal and team objectives
  • Managing performance
  • Finding and using time effectively
  • A model for effective delegation

DAY 3

Communication, Influence & Conflict Management

  • Channels of communication
  • Effective listening skills
  • Emotions and rapport
  • Persuasion and negotiation: the keys to personal influence
  • Managing conflict assertively

DAY 4

Team Building, People Management and Motivation

  • How high-performing teams work?
  • Identifying team roles
  • Teams in practice: teambuilding exercise
  • Motivation and reward
  • Building and sharing a vision
  • Different approaches to leadership

DAY 5

Enhancing Team Performance through Coaching and Development

  • How people learn?
  • Coaching for personal and team growth
  • Feedback skills
  • Development planning
  • Next steps

Module II - Strategic Thinking & Business Planning

DAY 6

Strategic Thinking and Making Things Happen

  • The essence of strategy – core concept and definition of terms
  • What an effective strategic plan looks like
  • How we think
    • Analytical thinking
    • Creative thinking
  • Leadership and management, comparing the strategic and operational levels
  • Strategic and operational goals – the significance and difference
  • Two key roles
    • Visionary - the role of the Chief Executive Officer
    • Chief implementer - the role of the Chief Operating Officer
  • Building a strategy/business planning team
  • Mini-case 1: tutor presentation and group discussion

DAY 7

Strategic Planning – The Detail of Powerful Business Analysis

  • Review of Day Six – questions and answers
  • Concept of the “business model”: the integrated supply-demand chain
  • Vision and mission – case examples, class discussion and guidelines
  • Practical group exercise on Vision and Mission Statements
  • Analysis of the business environment (1) – the SPECCTRE technique
  • Analysis of the business environment (2) - the 5-forces technique
  • Cost-based strategies versus differentiation-based strategies
  • Mini-case 2: group work and presentation/discussion

DAY 8

Strategic Choice and Linkage to Marketing and Sales Planning

  • Review of Day Seven – questions and answers
  • How to evaluate market structures, trends and prospects
  • SWOT analysis and the strategy matrix
  • Strategic choice – how to make strategy selection decisions
  • Linkage to marketing plans and sales plans
  • Marketing plan – identifying and capturing value rather than just volume
  • Sales plan – how to choose and fulfill market opportunities
  • Mini-case 3: group work and presentation/discussion

DAY 9

Linkage of Strategy to Financial and Operational Planning

  • Review of Day Eight – questions and answers
  • Strategic versus operational aspects of finance – the strategic role of the CFO
  • Globalisation of the financial markets
  • Minimising risk and uncertainty
  • Cost analysis, time compression and shortening life-cycles
  • Capital-labour substitution, cost structures and significance of break-even
  • Alignment of operational efficiency with financial efficiency
  • Mini-case 4: group work and presentation/discussion

DAY 10

Bringing It All Together

  • Review of Day Nine – questions and answers
  • The relevance and contribution of strategy maps and balanced scorecards
  • Key Performance Indicators and performance measurement at the strategic level
  • The significance of “Dynamic Alignment” in supply chain structures
  • Managing implementation – effective execution of strategy
  • “Death of distance” and the short towards the business model
  • Final thoughts – the business model and the future of strategic management
  • Overview of the whole course

Quality Logo

GLOMACS is registered with NASBA as a sponsor of Continuing Professional Education (CPE) on the National Registry of CPE Sponsors. NASBA have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.

 

All Training Seminars delivered by GLOMACS by default are eligible for CPE Credit.



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