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A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion. It only adds on to the tensions and makes life hell. It actually leaves you drained and spoils your reputation. Every individual should try his level best to avoid conflict at the first place rather than resolving it later. Precautions must be taken at the right time to avoid a conflict.
COURSE CONTENT
Section1: Basic conflict management skills and knowledge
1. Managers know Thyself: The skills and behaviours of great conflict managers 2. Theory to practice: The root causes and cures of conflict 3. The power of negotiation: Essential concepts and skills 4. The alternative dispute resolution process continuum 5. Enhancing diversity, inclusion and intercultural communication skills for twenty first century organization
Section 2: The Prevention and resolution of internal organizational conflicts
6. Organisational culture: The cornerstone of success 7. Reducing employee conflict: Performance reviews, turnover, motivation and working with unions. 8. Leadership: Creating collaborative teams and organisations 9. Organizational dispute system design 10. The Ombudsman at work. Coaching, Facilitating, training and shaping organisations
Section3: The prevention and Resolution of external organizational conflicts
11. Principles and systems for superior customer service and customer recapture 12. Public Policy decision making and collaboration 13. Facilitating meetings and large group 14. Decision making processes
Problem-solving skills help you determine the occurrence of an issue and allows you to resolve that issue most effectively. It’s one of the critical skills that employers seek in job applicants. Problem-solving starts with identifying the problem, coming up with solutions, implementing those solutions, and evaluating their effectiveness. Indeed, this is one of the most sought-after skills both by employer and employee.
WHO NEEDS THE COURSE?
Marketing and Sales Professional
Business Owners
Anyone who holds a managerial role in the company
COURSE BENEFITS
Use suitable problem-solving and decision-making processes
Detect common obstacles to efficient problem-solving and decision-making
Use assessment, creation, and positive inquiry to address organizational problems
Emotional intelligence is a skill that refers to one’s ability to understand, process, and express one’s feelings while also recognizing and being able to engage with the feelings of others.
COURSE OUTLINE
Introduction to EI
• What is EI? • What constitutes the EI framework? • What is the difference between IQ & EQ • What are EI competencies? • “Emotional Intelligence Quiz” to know how you are faring on the emotional intelligence
SELF-AWARENESS
• What is emotion? • Why are we emotional? • How does “Emotional Hijacking” take place? • How does the brain process emotions? • How does the brain perceive the world?
SELF-MANAGEMENT
• How to take advantage of the power of optimism? • How to manage your anger effectively? • How to control your worry?
SELF-MOTIVATION
• How to motivate yourself? • How to avoid apathy? • How to be creative?
Empathy
• How to have empathic communication with others? • What is the physiology of empathic communication?
SOCIAL AWARENESS
• How to have effective group interactions? • How to listen positively? • What are the “Negative Listening Types”? • How to raise your social awareness through listening
RELATIONSHIP MANAGEMENT
• What are the “Six Human Needs”? • How to recognise others’ needs & desires? • How to categorise people based on their needs to make useful conclusions on follow up actions?
COURSE OUTCOME
•Identify the main EI competencies and know how each area can contribute to your personality and interaction with others • Recognize and understand your moods and emotions and their effect on others • Manage and regulate your emotions to make sure they don’t disrupt your behavior. • Control and guide your emotions so you can achieve more, boost yourself and vastly increase your productivity • Establish rapport with others and improve the effectiveness of your communication • Understand others’ feelings when interacting with them and become a trusted person in their network • Understand others needs systematically and respond accordingly to get maximum results in your interactions with them
Risk is an integral part of financial decisions. Financial risk management is increasingly important and financial analysts must be prepared to assess the level of risk in the marketplace.
COURSE CONTENT
Basic concepts of modelling,
Measuring and managing financial risks within the regulatory framework.
Market risk (value-at-risk and expected loss),
Credit risk (single name, portfolio, ratings and market-based models, and credit derivatives), Liquidity risk and operational risk.
The course relies heavily on practically based computer laboratory exercises with emphasis on simulations, real-life examples and case studies.
LEARNING OUTCOMES:
Describe and apply the basic elements underpinning financial risk management
Describe the various risk exposures as well as explain and comprehend latest the risk management techniques.
Describe and comprehend the implementation of market and credit risk mitigation/management measures for a financial institution.
Your CV tells potential employers who you are, what you have done in life, and provides them with information about your education and work experience. You need to determine what information would be most important to potential employers with whom you are seeking work. The main goal of a CV is to provide potential employers with information that is relevant to the job you are applying.
•Bio Data, CV and Profile • Tips on how to design your CV • Length, layout and format • Personal information • Key qualifications • Education • Work experience and vocational history • Courses, workshops, certifications & appointments • Languages • IT skills • Experience with projects • Leisure interests and hobbies • Diplomas, certificates of completion and letters of reference • References
Most employers want references from previous employers or from other people who know you. A former employer or reference person should be able to confirm the information stated on your CV and on the job application. You can choose to name References on the CV itself, on the application form, or state that you will provide references if needed and upon request. You can also provide a list of references or reference letters during the job interview. Reference persons may include previous/present employers, colleagues, trade union representatives, members of an organization of which you are a member, teachers, and people who have trained you. You should not use friends as references unless you have no other choice.
You should always ask whether that person is willing to provide a reference for you. You can also ask what they plan to say about you. Be somewhat critical about whom you list as a reference. It is essential to select reference persons who are familiar with your work history and who intend to say something positive about you.
•List reference persons by name; include their job title and telephone number. • You should always provide at least two references. • Employers are most interested in references from recent jobs or positions. • The employer usually contacts references after the job interview is completed. • You should always inform the reference persons that you have completed the interview, and inform them about the job or position you are applying for so they are prepared when the potential employer calls.
TIPS ON JOB SEARCH
•Be selective with your search. • Maintain a strong digital presence. • Customize your application. • Learn a new skill. • Network regularly. • Participate in job fairs. • Visit company websites. • Leverage your current relationships. • Use a head-hunter. • Join a professional organization. • Bypass human resources. • Look offline.
VOLATILITY: We live in a world that’s constantly changing, becoming more unstable each day, where changes big and small are becoming more unpredictable – and they’re getting more and more dramatic and happening faster and faster. As events unfold in completely unexpected ways, it’s becoming impossible to determine cause and effect.
UNCERTAINTY: It’s becoming more difficult to anticipate events or predict how they’ll unfold; historical forecasts and past experiences are losing their relevance and are rarely applicable as a basis for predicting the shape of things to come. It’s becoming nearly impossible to plan for investment, development, and growth as it becomes increasingly uncertain where the route is heading.
COMPLEXITY:Our modern world is more complex than ever. What are the reasons? What are the effects? – Problems and their repercussions are more multi-layered, harder to understand. The different layers intermingle, making it impossible to get an overview of how things are related. Decisions are reduced to a tangled mesh of reaction and counter-reaction – and choosing the single correct path is almost impossible.
AMBIGUITY: “One size fits all” and “best practice” have been relegated to yesterday – in today’s world it’s rare for things to be completely clear or precisely determinable. Not everything is black and white – grey is also an option. The demands on modern organisations and management are more contradictory and paradoxical than ever, challenging our personal value systems to the core. In a world where the “what” takes a back seat to the “why?” and the “how?”, making decisions requires courage, awareness, and a willingness to make mistakes.
WHAT DOES VUCA MEAN FOR YOUR LEADERSHIP AND YOUR STRATEGIES?
VISION: Paint a picture of the future you want. Together; as a compass and for orientation; in order to confer meaning and spark motivation – and to forge internal and external identity and effectiveness.
UNDERSTANDING: Understand interconnections; make them transparent. Reflect on the context. Think and plan meta-strategically. Start from the result and work backwards. Harmonise skills. Embrace and exploit behaviours and reactions. Convert anxiety and resistance into productive energy.
CLARITY: Simplicity. Focus on what counts and what it’s really about. Trust, transparent connections and processes. Apply energy and force exactly where they will be most effective.
ADAPTABILITY / AGILITY: Flexibility. Agility. Scrutinise hierarchical management techniques. Promote a consistent culture for making decisions and accounting for mistakes. Interact transparently with objections. Facilitate innovation & build up resilience.
A manager can make or break a team, why leadership skills are so important to managers. But not all managers have leadership skills, as leadership and management are two different things.
Leaders have a unique ability to inspire a vision and motivate others towards it; sometimes to go beyond what’s required of them. Whereas managers focus on tasks and managing work to aachieve organizational goals. But when you have someone that can do both effectively, you’re more likely to have engaged, committed, and productive employees.
These two days session will take you all the necessary aspects of leadership and management which will increase the productivity of the team and yourself.
COURSE COVERAGE
•How to lead and manage people • How to get organized • How to improve your planning skills • How to delegate works and responsibilities • Self-Development tips • How to set and achieve goals • How to better manage yourself
•How to conduct successful meetings • How to handle stress • How to make right decisions • How to deal with difficult employees • How to be a good team leader at work • How to motivate employees to their best
WHY YourOwn
•Online and On-site classes • 12 hours of practical sessions ( 2 day session for Corporates) • Experienced and Professional speakers • Practice sessions in the class • Personalised doubt clearing sessions with the Trainer • Case studies • Identify weak areas per topic that require additional practice twith the help of performance metrics and reports • Free webinars/seminars/workshops • Free career Counselling • Free Interview technique classes and CV writing Tips • Free demo sessions • KHDA approved certificates
Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results.
COURSE COVERAGE
• An overview of the Performance Management • Getting started with Performance management • Planning performance – what is expected? • Monitoring performance – How are we doing? • Analysing performance – What performance gap exists? • Improving performance – How can we make it better? • Maintaining performance – How can we keep performance on track? • Implementing Performance management • Tools
Stress management at work place is very important for the staff performance. They have to cope with deadlines, long hours and change in their work schedule. The nature of employment has now changed, and the idea of a job for life has been replaced by an emphasis on performance.
COURSE OUTLINE
Understanding Stress
• What is stress? • Fight or flight? • How we think about stress • Stress – The underlying mechanisms • Stress and your health
Understanding Pressure
• Understanding the relationship between stress and pressure • Linking pressure with performance – productive and unproductive levels of • The crucial differences between pressure and stress, and how those differences can manifest • How we inadvertently put pressure on ourselves— and others • Common pressure traps and how they make us “choke” • What pressure does to our brains— and how it affects our thinking
Combating Stress
• Assessing longer term stress • Examining your working style and looking for ways to improve • Understanding your unique stress position – Stress SWOT Analysis • Applying tools to your Life • Identifying the most important sources of stress • Working out how to manage each source of stress
Making Decisions Under Pressure
• Emotional dimension and pressures of decision making • Complexity • Multiple objectives • Personal and peer pressure • Self-belief or self-doubt
Time management is the process of planning and exercising conscious control of the time spent on specific activities to work smarter than harder. It is a juggling act of various things that help you increase efficiency and strike a better work-life balance.
Improving your time management at work allows you to enhance your performance and achieve your desired goals with less effort and more effective strategies. However, failing to manage time or poor time management skills at work can result in:
•Missed deadlines and appointments • Procrastination and lack of focus • Lack of professionalism • Inefficient workflow and low work quality • Unwanted stress • Poor professional reputation • Strained workplace relationships • Financial penalties • Work and life imbalance
OUR TIME MANAGEMENT WORKSHOP WILL HELP YOU TO :
• Deliver work on time • Provide a better quality of work • More productivity and efficiency • Less procrastination • Less stress and anxiety • Improved quality of life • More opportunities and career growth
