05 days mini MBA

technology
consulting

Mini MBA - Tunisia

CONTENTS
Introduction

MotivationandPerformance

ManagementStylesandperformance

StrategicManagement

EfficientServicedelivery gettingbestvalue

CaseStudypresentations

CourseCompletionCertificates

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Who are we????

BCT is a cutting-edge, one of the Top 10 Corporate Training Companies
based in UK. We deliver innovative, responsive, flexible training solutions to
Large Size Organizations and Government Bodies who value third-party
Training across the Globe.

We have built a strong, well-recognized market-leading brand based on

understanding what our clients need in order to be successful. Our Clients
fully understand that they can depend upon our unparalleled customized
Courses and our unequalled delivery standards.

In addition to our portfolio of open training courses

courses, BCTs
BCT s experience and
expertise is also regularly sought by Ministries, Departments and Agencies
(MDAs) to develop customised, in-house programmes for public sector
officers.

Our main specialization is in designing courses tailored to meet the specific

needs of the organization, designed to get results within specific time frame
and budget.

OUR FOUNDERS

Andy Thorpe is the Chairman, Board of Governors of

Berkshire College & Berkshire Corporate Training .
He brings with him extensive training experience
gained through a variety of senior management roles,
academic positions, training and development for
diversified industrial and business environments.

Shaun Williams is the CEO and one of the Founder of

Berkshire
k h College
ll & Berkshire
k h Corporate Training .
His passion and ability is to assist leaders to fully
recognize who they are today, moving them forward to
where they want to be tomorrow- they can and will
take charge of their life through the creative principles,
strategies, tools and the continuous support Shaun
offers.

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Improving performance in a global

marketplace
Our Aim
To enable you to effectively review; and significantly improve; the main elements of a
business;
Your Objectives
By the end of the course you will be able to:
11. Analyse and describe the main parts of an organisation using proven management
models and tools;
2. Consider and develop improvement activities for an organisation based on a sound
assessment of its needs;
3. Outline effective management techniques and systems to create high performance
from a workforce;

The Issues 1

Shareholder value
Leadership
Strategic Management

Efficiency
Marketing and Selling Effectiveness

Management styles
Motivation and performance
Organisational change
Quality or price

Stakeholder management
Personal change

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The Course Model

Leadership

Strategic Management Marketing

and Selling
Management styles
Quality Shareholde
Organisational change or
price r
Motivation and performance value
Stakeholder
Personal change management

Effectiveness Efficiency

The Course Days

The Organisation as a system

Elements of a business organisation

People in organisations

Managing effectively

Success in a global marketplace

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Setting The Scene To Get most out of your

course

No man/woman may hear a thing for which he/she has not the preparation for
hearing. The preparation consists of many things; among them sincerity of

purpose, humility of heart, a

full recognition of the truth
that no man/woman knows everything.
everything
-Napoleon Hill(1965) The Master Key To Riches

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Warm Up Exercise

The mind is like a glass

That is continually
being filled with
Numerous needs/wants
Which in turn inspires our
Motives to act:

WHAT INSPIRES YOUR MOTIVE

TO ACT e.g. money

Learning Outcome

Outline the motivation process

Contrast theory X and theory Y
Differentiate motivators from hygiene factors
Describe Maslows need hierarchy
Characteristics high achievers prefer in a job
The types of goals that increase performance

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Chester Barnard suggested that

management needs to understand
what motivates employees and act
to encourage such motivation:
otherwise, many employees will
tend to act in a negative way,
contrary
t tto th
the aims
i off th
the
organisation.

If these needs are met

You will have a

Contented, productive workforce

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Adding value depends on motivating others

Understanding range of theories enables critical reflection
and informed choice of approach
Enables you to question assumptions behind practice,
whether they suit the situation and whether alternatives may
work better
Models also enable you to reflect on what motivates you
and to consider the career implications

Individual and Organisational Needs

Individual Organisational

Physical well-being High productivity

Job satisfaction Low absenteeism
Personal development Co-operation
A hi
Achievement Industrial harmony
Respect from workgroup Constructive disagreements
Low labour turnover

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McGregor Theory X and Theory Y

Theory X & Theory Y are not types
of people but two extreme sets
of managerial assumptions
about what makes workers tick,
at opposite ends of a continuum

Theory X

Theory X asserts that the average human

being has an inherent dislike of work and
will avoid it if he/she can. People must
therefore be coerced, controlled,
Directed, bribed or threatened
with punishment in order to get
them to expend adequate effort
towards the achievement of
organisational goals.

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Theory X- cont/

This is quite acceptable to the worker, who prefers to be directed, wishes to

avoid responsibility, has relatively little ambition and wants security above all.

Theory Y

Theory Y asserts that the expenditure of physical and mental effort in work is
as natural as play or rest. The average human being does not inherently,
dislike work, which can be a source of
satisfaction. People can
exercise self-direction and
self-control to achieve
objectives to which
they are committed.

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Theory Y cont/

Commitment to objectives is a result of rewards associated

with the achievement.
The average human being learns,
under proper conditions, not only to
accept but to seek responsibility.
The capacity to exercise a
Relatively high degree of
imagination, ingenuity and
creativity in the solution of
organisational problems is
widespread.

Plural personality types: Which one are you?

Negative Positive
The sort of person who The person who thinks in
thinks and moves and lives dynamic, affirmative
in an atmosphere of doubt, terms of wealth, sound
fear worry etc
fear, etc. This health personal
health,
negative self expects failure achievement, creative
and is seldom disappointed. vision and service to
others.

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Content Theory
Booking Courses is the last phase of the training program. In this
phase the Training Manager will explain how to book the courses
phase, courses.
The first four steps of this phase are similar to booking
appointments phase, they are:

What needs do people seek

to satisfy at work?
Maslow
as o aandd Alderfer
de e
Maslow identified a
Hierarchy of needs As one
level becomes partially satisfied,
the next becomes
stronger

ERGTheory
Alderfer tested Maslows
theory empirically
Combined into three,
and no evidence of a
hierarchy strength
varies between people

Both hard to test

empirically

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Herzbergs Contribution

Linked ideas on motivation to practical issues of work design

Extrinsic factors (hygiene) have less effect on motivation than intrinsic
(motivators)
Dealing with extrinsic factors may reduce dissatisfaction
dissatisfaction, but have no effect on
satisfaction

Video Presentation

http://www.youtube.com/watch?v=o87s-2YtG4Y

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Hygiene Factors Motivators

Represents the bare minimum set of Represent factors that enrich an
conditions that organizations need to employees job and therefore
ensure are in place for their employees, cause her motivation levels to
such as: increase:

Company policy Achievement

Supervision R
Recognition
iti
Relationship with boss Job
Work conditions Responsibilities
Salary Career progression
Relationship with peers Growth

Comparison Between Maslow and Hertzberg Model of Motivation

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Process theories goal-

setting theory

Locke (1968) goals affect motivation

Challenging but achievable goals motivate
Specific goals motivate more than vague ones
Specific
Participation in setting goals is motivating
Knowing results of past performance is
necessary to motivation

Managing and Motivating

Adding value to resources depends on human activity commitment to act in a

certain way
That depends on choice motivation arises within a person and cannot be
imposed
Management problem is to understand what conditions will energize, channel
and sustain required behavior

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Conclusion

Models and theories about

Content of motivation
Process of motivation
Empowerment
p
enable you to evaluate critically current practices
Enable you to question the assumptions
(e.g. X or Y) about people behind current management practice
Whether they fit the situation and whether alternatives may work better

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