Diploma in Executive Management

ILM Level 7

Aims

This course, which leads to an accredited qualification, aims to give practising and potential senior managers the foundation for their formal development by assisting delegates to obtain both the knowledge and skills required at a senior management level. The course considers policy and procedures and how they translate to operational management. Participants will derive most benefit from the programme if they have some prior experience of management – usually at a middle management level, and must have previously studied aspects of management, although a formal management qualification is not essential.

Programme Structure

DAY	TOPIC	SUMMARISED CONTENT
1	Induction + Introduction to the course	Study skills Research Methods – practical application Referencing techniques ILM Introduction Course overview and delegate introductions	Tuesday 4th May 2010
2/3	Developing the Executive Manager	Improve own managerial practice Collect & analyse feedback from appraisal/performance management systems Critically evaluate own management performance, use this to identify own strengths and areas for improvement Development of management theory (e.g. HR, contingency systems, quality improvement & excellence etc) Authority, power and responsibility Techniques for collecting feedback on performance Case studies of management performance	Tuesday 25th May 2010 Tuesday 15th June 2010
4/5/6	Developing and Implementing Corporate Policy & Strategy	Reviewing the Organisational Performance Vision, values and stakeholders Organisational reviews and decision making Developing and implementing corporate policies and strategies – identifying and evaluating strategic options. Systems and procedures for monitoring and controlling policy and strategy implementation.	Tuesday 6th July 2010 Tuesday 27th July 2010 Tuesday 7th September 2010
7/8	Ensuring long term financial stability	Examining the financial goals of the organisation and assessing financial performance Financial worth and future options for financial stability – liquidity, solvency and viability Management budgetary and cost control procedures and their contribution to short, medium and long term goals Investments and/or divestments, acquisitions and or disposals and other considerations Evaluate appropriate sources of finance and their advantages and disadvantages	Tuesday 28th September 2010 Tuesday 19th October 2010
9/10	Developing excellence in operations	Investigate existing and potential customers, service users, sponsors, competitors etc., and analysing trends in behaviour or performance. Capability analysis to meet current and future needs Examine and identify models of operational excellence, innovation and best practice Influencing and persuasiveness skills Means of identifying potential customers Current and future levels of demand – time series, regression analysis, life cycle, market research etc.	Tuesday 9th November 2010 Tuesday 30th November 2010
11/12	Promoting organisational Commitment to Customer Satisfaction	Identifying standards for best practice and performance of sector leaders in satisfying customers Customer segmentation and market penetration Monitoring customer satisfaction techniques and Critically review the organisation’s ability to meet and exceed customer expectations both internal and external customers. Threshold resources and understanding strengths and weaknesses in the customer experience Customer records, confidentiality, data protection issues Negotiation skills to agree requirements Customer service standards and analysing and identifying suitable customer complaint procedures.	Tuesday 21st December 2010 Tuesday 11th Jan 2011
13	Team Activity Day + tutorial	Team development activities – high energy combined with cerebral challenges Leadership, planning, use of time, budgets etc., combined into case study to demonstrate key themes on the course Myers Briggs team map Tutorial time	Tuesday 1st February 2011
14/15	Making Informed Decisions	Techniques for information gathering and analysis to inform management decisions. Significance of uncertainty and insufficiency and the use of heuristics Optimising decision making strategies using statistical analysis and quantitative and qualitative data – probability, time series categorising, annotating, summarising etc. Identifying strengths and weaknesses in methods of decision making and own style of decision making Context in which alternative decision making methods may be used.	Tuesday 22nd February 2011 Tuesday 15th March 2011
16/17/18	Strategic Management of Human Resources	Effective HR resource planning and employment strategies (part time flexible working, subcontracting etc Recruitment and selection in practice Legal requirements in respect of recruitment, selection, discipline, redundancy, retirement, dismissal, succession planning and redeployment. Welfare and counselling Developing a learning organisation and a culture which supports this Developing and encouraging a training needs policy, system and process. Government policies and incentives for training and development Modes and methods of training including funding streams Best practice in HRM/HRD policy and practice The role of communications in implementing strategies	Tuesday 5th April 2011 Tuesday 26th April 2011 Tuesday 17th May 2011
19/20	Leading Change in Organisations	Review and identify causes, strategies and effects of change on the organisation including internal and external pressures Tools, models and concepts in assessing organisational change capability The human aspects of change and how to shape relationships, attitudes, values and culture towards positive results Alternative leadership models to support strategic change Evaluating the change process Continuous, breakthrough, incremental and process engineering change Creativity and innovation Techniques and processes to help to overcome barriers to change.	Tuesday 7th June 2011 Tuesday 21st June 2011
21	Tutorial	Help and support will be available for delegates to discuss progress to date on their assessed components	Tuesday 12th July 2011
22	Presentations Day	Course review and individual reflective presentation	Tuesday 6th September 2011

VENUE : Challenge Consulting, Nottinghamm

COST : £2500 + VAT per delegate fully inclusive