Detailed programme - Mastering Interim Management

Module 1: Management Control in a Changing Environment

Tuesday 25 September 2012

Organisations must meet the objectives that have been put forward. As a result, the interim manager must make sure that the people and systems within the organisation are managed, guided, motivated and inspired in order to attain these objectives. These targets constitute points of departure and are as such not subject to discussion. Above all, the interim manager needs to ensure goal congruence between the individual objectives of the managers, the objectives of the various company units and those of the organisation or conglomerate. To put it differently, through an adapted management control system the interim manager needs to make sure that all members of the organisation can realise their personal objectives by contributing as much as possible to the realisation of the general objectives of the organisation. During this module we focus on the different organisational issues that interim managers are confronted with when implementing new strategies.

Module 2: Operational Excellence

Tuesday 18 October 2012

Module 3: People Management and Human Resource Management

Thursday 9 November 2012

Each interim manager needs to develop his/her own arsenal of HRM tools. The changes in the labour context have major implications with regard to the organisational structure and the manager's own performance. Within the organisational context, the need for increased flexibility and willingness to change is increasingly being felt. Traditional jobs have made way for project jobs and increasing teamworking. Contemporary managers need to possess a number of 'people management' skills in order to be able to keep on motivating and inspiring their staff. Indeed, an interim manager must quickly acquire an insight into the management potential she/he is going to be working with.

Module 4: Change Management

Tuesday 27 & Wednesday 28 November 2012

In this session we have a number of key objectives:

To examine how change is best managed and show the differences between great change management and poor change management.
To understand how managers can have a more positive impact on people’s performance and commitment through the change process.
Know how to increase individual accountability and responsibility in change.

As a result, today’s volatile markets require a much more responsive supply chain. The ability to move quickly and to change rapidly are now pre-requisite for success for most companies.

Paradoxically at the same time that these pressures from the marketplace have grown in intensity many businesses are finding that, through globalisation of their supply chains, their lead-times are lengthening.

Module 5: Executive Decision Making

Thursday 13 December 2012 & Friday 14 December 2012

Each interim manager must possess powerful and effective decision-making skills. Managing in a conflict environment requires the ability and the nerve to decide. Management is taking irreversible decisions based on incomplete information. This continuous decision-making process is the throbbing heart of an organisation.This module highlights the way in which this decision-making process develops. It is not the content that is examined, but the way in which the decision is reached. Sometimes this is concomitant with ‘politics’, ‘power games’, ‘person interests’, etc. During the courses participants are placed in corporate situations in which they are required to make decisions at the highest level. Afterwards, the underlying processes are analysed and discussed.