Training Course List

Strategic and Sustainable Management of Organisations and People

Introduction

The 2nd Executive Leadership Development Programme was launched in end Feb, 2017. It is designed to prepare new leaders of the sector to communicate effectively with different stakeholders to exert influence for the good of society and become the engine of the development of the sector.

Affiliate participants are welcome for individual workshops.

Objective

During this one and a half day workshop, core challenges facing all organisations will be studied, whether they are for-profit or not-for-profit. It offers an opportunity for participants to learn about best practice in commercial organisations and to discuss the relevance to their own agencies.

Content

1. The behaviour of the CEO and senior managers and the impact of that behaviour on the organisation (the work styles questionnaire)

2. The role of values and their alignment with objectives (McKinsey’s 7S; Leading by Leveraging Culture)

3. Cross-functional conflict (Lawrence and Lorsch)

4. Talent management and difficult ‘stars’ (The Unmanageable Star Performer)

*Time:

6 March 2017: 09:30 - 17:00 (6 hrs)
7 March 2017: 09:30 - 12:30 (3 hrs)

Details

Course Code	:	ELDP2017-C02
Date(s)	:	6 & 7 /3/2017
Time	:	0930 - 1700 (9 Hours)
Venue	:	Duke of Windsor Social Service Building, 15 Hennessy Road, Wanchai, HK
Target Participants	:	NGO leaders and senior executives (currently employed at senior managerial position of a HKCSS agency member with at least 5 years working experiences in the NGO sector)
Class Size	:	10
Language	:	English
Fee	:	HKD 0.00
		HKD 2,000.00 (For HKCSS Agency Member Staff Only)
Early Bird Fee	:	HKD 2,000.00 (Payment on or before 27/02/2017 for HKCSS Agency Member Staff Only)
Enquiries	:	2876 2470 or [email protected]
Speaker(s)	:	Dr. Goodall , Keith Senior Teaching Faculty Judge Business School, Cambridge University Professor Goodall has provided training and consulting services for the Prime Minister’s Office, Dubai and for Russian Ministers and Vice-Ministers at the Presidential Academy in Moscow. He has contributed to a multi-module programme of leadership development for UNICEF. He has also worked with senior managers at Russian Railways and with international companies including GE, Sanofi, Johnson and Johnson, KPMG, Deloitte, Bayer-Schering, Emirates Bank, Maersk, AP Moller Terminals, NTT Docomo, Powergen, Rohde & Schwarz, Siemens, BASF, Rhône-Poulenc, Honeywell, L'Oreal, Lufthansa German Airlines, Deutsche Bank, Hewlett Packard, Maersk, Nestle and the Italian national energy company, ENI. The Chinese companies he has worked with include SAIC, Bank of China and China Life Insurance. He is currently working with Sany on their senior leader development programme. He has also carried out training, research and consultancy work in a number of other countries including Colombia, Australia, Zambia, Malawi, Nigeria, France, Germany, Italy, Switzerland and Mozambique. He has worked with the telecommunications company MTS in Moscow on leading culture change and with the Oil Services company TSC in Beijing on analysing organisational change.