The nature and importance of leadership, classical theories, modern theories, leadership and management and the skills of a leader.
The need for objective setting, profit and other objectives, social and ethical responsibilities, corporate objectives and personal objectives, quantitative and qualitative target setting, identifying performance standards and accountability and methods to measure achievement of objectives.
Causes of conflict, managing conflict, dealing with grievance and disciplinary matters, appropriate procedures, process understanding, the role of management, communication of the outcome of the disciplinary process and appeals.
The key theories of motivation, classical theories, modern theories, content and process theories of motivation, motivating staff, reward schemes and the importance of constructive feedback.
High Performance Teams
The need for teams, team-building, the composition of successful teams, the differences between teams and groups, the development of teams, rewarding a team and evaluating team performance.
The need for communication, communication models, the importance to the manager of effective communication, the effect of poor communication, communication patterns and the process of consultation.
Managing Organizational Change
List of major external forces of change for organizations, organizational sources of resistance to change, individual sources of resistance to change, managing resistance to change, Lewin’s model of planned organizational change and the expanded change process model and role of change sponsers, change agents and change targets.
Introduce the concept of service excellence, describe the four components of service, enumerate the key factors in delivering superior service to customers, list the key requirements for empowering frontline employees, identify the four stages of empowerment and highlight global best practices in service excellence.
Total Quality Management
Defining quality and introducing TQM, customers and suppliers as dimensions of quality, commitment and culture as essential components of TQM, building blocks of TQM: People, Performance, Systems & Process, introducing the quality gurus – Deming, Juran & Crosby, and their management philosophies.
The Malcolm Baldrige Quality Award
History of the Malcolm Baldrige National Quality Award and the role it has played in the U.S. Business Community, describe the Baldrige Award’s purpose and the core values and concepts that structure the award criteria, summarize the Baldrige Awards, leadership; strategic planning; customer and market focus; information and analysis; human recourse focus; process management; business results criteria and explain how Ritz-Carlton meets them, and Explain Ritz-Carlton leadership system.