Mini MBA Workshop (13-Day MBA)

Workshop dates:

Johannesburg: 15-17 August and 14-16 September 2016
Durbanville, Cape Town: 22-24 August and 19-21 September 2016

Course Fee: 

Course fee: R35,000.00 (R39,900.00 incl. VAT) per delegate for 13-Day Programme spread over 4 months.
(Minimum of 6 people required for the public sessions).

Group Bookings of 3-5 delegates less 15%: R29,750.00 (R33,915.00 incl. VAT) per delegate if registered and paid between 14 and 29 April 2016 – T&C’s apply.

DURATION:

(Spread over 4 Sessions of 3 Days each + one additional day)

INTRODUCTION

This course is aimed to give delegates the tools they need to get ahead in business and in life and is partially based on two books: The 10 Day MBA by Steven Silbiger and The Mobile MBA by Jo Owen (all delegates will get a copy of each book at the course). This course will provide all the knowledge you need to fast track your career.

Course modules are based on some of the contents of the above books and have latest facts, figures and trends, as well as information on ethics in business post-Enron and personal finance, business writing, leadership, coaching, property investment and financial planning, although not all is covered in this programme.

This programme is not aimed at executive level and is not a qualification or accredited degree programme nor is it affiliated with any Business School / University or any higher education institution.

OBJECTIVES

The objective of this course is to assist all ambitious managers, personal assistants, administrators or supervisors to fast track their careers. This workshop will provide a useful foundation to the participant in the key principles of business administration and management such as strategy, marketing, team building, finance, leadership, key account management, as well as effective negotiation skills, emotional intelligence, effective communication, stress and wellness, time management at a higher level and conflict handling.

Participants will gain insight into the formulation of business strategy, discover how the components of business fit together; better understand the broader competitive forces acting on organisations, and examine the critical task of motivating and leading people.

An important focus point will be:
  • on people in the organisation
    • to initiate and drive performance through the development of effective leadership skills
    • to equip delegates to improve their operational and strategic performance and
    • assist them to build and manage highly motivated teams.

Much attention will also be focused on the key influencing and interpersonal issues required for success in today’s business environment, an aspect that is often neglected in other management and leadership programmes.

The course, as a whole, is designed to be used as a useful tool for all business people who are or wish to run successful businesses in all sectors of the economy, be it in the private or public sector. This course offers an array of tools, methods and techniques to help you think like a business leader and / or entrepreneur.

METHOD OF FACILITATION
  • The topics will be addressed in four three day sessions over four months (first session are 4 days).
  • Various facilitators who are experts in their respective fields will be utilised for the various topics.
  • Small assignments might have to be completed in-between workshops. Some will be group assignments.
  • Videos will form part of certain modules.
Workshop Value Add

Delegates are expected to complete various pre-assessment questionnaires on personality profiling, team dynamics, stress and conflict as part of this programme which will be evaluated and discussed in detail during the duration of the course. This is not charged for and are valued at over R2,000-00 per person.

*** Delegates will have the option to complete certain assignments linked to unit standards mentioned above which could encounter additional costs if they would like to go the official assessment route. Enquiries in this regard can be directed to Ronell on events@norcaz.biz

This programme is not aimed at executive level and is not a qualification or accredited degree programme nor is it affiliated with any Business School / University or any higher education institution.

The programme is NQF aligned to SAQA unit standards 57712 and 61595 for which Norcaz Academy is accredited

PROGRAMME OUTLINE
DAYS 1-4 (Johannesburg:  5-8 July / Cape Town:  11-14 July)

 

 

  • SHEBA
  • STRATEGY
  • ORGANISATIONAL STRUCTURE & DESIGN
  • FINANCIAL MANAGEMENT
  • ETHICS, CORPORATE GOVERNANCE AND CPA
SHEBA
  • Introduction: Safety, Health, Environmental and Business Administration and Systems
STRATEGY
  • The 7S Model
  • The Value Chain
  • Integration and Expansion Strategies
  • Industry Analysis
  • Competitive Strategies
  • Signalling
  • Portfolio Strategies
  • Globalisation
  • Synergy
  • Incrementalism and more
ORGANISATIONAL STRUCTURE & DESIGN
  • Organisations as Machines: the machine metaphor
  • Organisations as Organisms: nature interventions
  • Organisations as Brains: self-organisation
  • Organisations as Culture: creating social reality
  • Organisations as Political systems: conflict and power
  • Organisational Transformation: logic of change
  • Organisational Domains: control and organisation design and the future
FINANCIAL MANAGEMENT
Finance

 

  • Business Structures
  • Beta Risk
  • Capital Asset Pricing Model and Investment
Valuations
  • Discounted Cash Flows, Capital Budgeting and Structure
  • Dividend Policy
  • Mergers and Acquisitions
Accounting
  • Accounting rules and concepts
  • Financial statements and ratio analysis
  • Managerial accounting
ETHICS, GOVERNANCE AND CPA
  • Corporate Governance: based on King III and the New Companies Act
  • Consumer Protection Act (CPA)
  • Stakeholder Analysis
  • Going Green and Gaining Sustainability
DAYS 5-7 (Johannesburg:  15-17 August / Cape Town:  22-24 August)
  • EMOTIONAL INTELLIGENCE (EQ): STRATEGIES FOR SUCCESS
  • COMMUNICATION: CONFLICT, PROBLEM-SOLVING AND DECISION-MAKING
  • WELLNESS: FATIGUE, ANGER AND STRESS MANAGEMENT AND
  • TIME MANAGEMENT
EMOTIONAL INTELLIGENCE

Four main dimensions of EQ: self-awareness, self-management, social awareness and relationship management.

Organisational Impact of EQ
  • Improve teamwork and team – building skills through greater EQ
  • Enhance cooperation through better relationship building skills
  • Develop an emotionally intelligent work environment
  • Understand and work better with different personality styles
COMMUNICATION
  • CONFLICT MANAGEMENT
  • PROBLEM-SOLVING AND
  • DECISION-MAKING PROCESS
WELLNESS:  FATIGUE, ANGER AND STRESS MANAGEMENT
Fatigue:  Understanding and Managing Fatigue

The effective management of fatigue and applying alertness and proactively identifying fatigue root causes, lead to advanced safety, performance and staff wellbeing. Fatigue is a real unacceptable cost, and safety and performance risk and exists in most of our organisations and not only leads to accidents, but also has an immense impact on employee productivity.

Anger Management

An integral view of anger management, aggression and rage showing how psychology, biology, communication, cultural factors and lifestyle are all important.

  • Physiological basis of anger and its evolutionary roots
  • Triggers and stressors of anger and the thought patterns that produce anger
  • Anger in social and organisational context
  • Techniques to express anger
  • The ability to reframe and manage anger-inducing thought processes
  • Variety of lifestyle factors and commitments to managing anger
  • Improved ability to manage workloads, improved listening and communication skills
Stress Management
  • What is stress? Good stress vs bad stress
  • Understanding the nervous system and the effects of stress on the body
  • Why do we experience anxiety, stress and fears?
  • Perceived stress and the physical reaction
  • Understand what lifestyle elements you can change to reduce stress
  • How to reduce and better cope with stress situations
TIME MANAGEMENT AT SENIOR LEVEL

At a senior level your strengths and capabilities are numerous. If you are not good at managing your time, you won’t succeed. From better delegation to intimately understanding your product and business, there are ways of adjusting your schedule that will assist you to focus on higher-level priorities.

Five best time management habits you should practice

DAYS 8-10 (Johannesburg: 14-16 September / Cape Town:  19-21 September)
  • VALUES-BASED LEADERSHIP
  • TEAM DEVELOPMENT AND TEAM DYNAMICS
  • COACHING
  • CULTURE AND CHANGE
VALUES-BASED LEADERSHIP
  • What makes a leader?
  • Leadership throughout the history
  • Contemporary leaders: What makes them successful?
  • Are there specific traits and competencies of a successful leader? What if I don’t fit the Type?
  • The leader of tomorrow: What will he / she look like?
  • Determining my leadership strengths
  • Addressing my leadership derailers
  • Leveraging my strengths and overcoming my potential derailers to be the leader of tomorrow
TEAM DEVELOPMENT AND TEAM DYNAMICS:
  • The different types of followers and how to develop the type which is most effective.
  • The essential relationship between team followership and leadership.
  • Importance of team effectiveness.
  • Theory of teams and team dynamics.
  • Different types of teams.
  • Characteristics of high performance teams.
  • Techniques for managing team dynamics.
LEADING AND COACHING OTHERS
  • Performance Management
  • Advanced coaching techniques
  • Values and belief systems
  • Employee adherence
  • Average company score
  • Understanding the process of change
CORPORATE CULTURE AND CHANGE

Moving the Organisation Forward

  • Communicating the future at all levels
  • Making it happen: Developing communication strategies to link the strategy with an implementation plan
  • Leading vs. following; determining when following is actually the best leadership strategy
  • What is corporate culture?
  • Understanding values
  • How to determine culture shifts
  • Is my leadership team out of touch?
  • What to do when your team’s style isn’t shifting with the changing tide
  • Reaction to change
  • Chaos theory and how humans adapt to change
  • Leading others through difficult change
  • Paradigms and change
Understanding Work Force Loyalty
  • When resignations vortex out of control
  • Method for determining the tipping point for mass exits and preventing the tip
  • Reenergising a mistrusting and fatigued work force
DAYS 11-13 (Johannesburg:  12-14 October / Cape Town:  17-19 October)
  • STRATEGIC HR MANAGEMENT AND CHALLENGES
  • TALENT RETENTION
  • MARKETING OVERVIEW AND KEY ACCOUNT MANAGEMENT
  • OPERATIONS MANAGEMENT OVERVIEW
HR STRATEGY
  • Understand the HR Strategic planning model in line with the Human Resource approach
  • Determine where your organisation is in terms of approach to HR
  • Identify and apply key components of the HR strategic planning model and its application to your organisation.
HR Challenges
  • Understand the unique challenges HR face in the corporate world
  • Identify which challenges are likely to face your organisation
TALENT RETENTION
  • HR Management tools such as performance appraisals and understanding their role in recruitment, talent retention and career progression
    • Understanding the importance of correct recruitment for staff retention and talent management
MARKETING OVERVIEW AND KEY ACCOUNT MANAGEMENT
Marketing Overview

 

  • The 7 steps of Marketing Strategy Development
  • The buying process
  • Product life cycle
  • The marketing mix and the 4 Ps
  • Positioning
  • Distribution channels
  • Advertising and promotions
  • Pricing and marketing economics
Key Accounts Management
  • Identify and understand the criteria for key accounts.
  • Develop a creative, structured and value generating strategic account plan.
  • Manage business relationships to increase own business.
  • Understand how to develop a planned approach to increasing business.
  • Understand how behaviours affect clients.
  • Recognise own strengths, limitations, motivators and work motivators.
OPERATIONS MANAGEMENT OVERVIEW
  • Process types, management and measurement
  • Strategy design of flow of processes
  • Accurate forecasting for the operations process, demand and capacity management
  • Organising and managing people
  • Production and service planning
  • Quality management in the operations process, including quality of services.
  • Strategic planning for operations management challenges and lean thinking.
OUTCOMES
What delegates will benefit:

 

  • Get grounded in the essential elements of business in thirteen days.
  • Fast track to advance your knowledge base, make more informed decisions, develop successful strategies and achieve your personal and organisational goals.
  • You’ll learn how key components of various business units must be integrated and aligned to achieve short and long-term success.
  • With practical examples and case studies, this is the course to accelerate to the next level of excellence.

The course agenda may be updated / revised if and when required.

WHO SHOULD ATTEND?

All staff members who are interested to better understand the different disciplines on how business works. The course will assist people who want to move into more senior positions to bridge the gaps in their overall strategic business perspectives. It will assist delegates in their career advancement up the corporate ladder or if they are newly appointed in a more senior or challenging roles, it will provide them with a deeper understanding and insight into strategic business issues.

All Line / Senior Managers, Senior or Executive Personal Assistants, Heads of Departments and Divisions, Plant Managers, Regional Managers, Project Managers, Supervisors, Sales and Marketing Managers, Finance, Information Technology, Product Development, Engineering, Human Resource Managers, Corporate Development Managers, Operations Managers and anyone wanting to move into more senior positions and Senior Business Administrators.

       
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