Masters of Management Programme
In researching the CEOs and management teams of organisations with high growth indicators (revenue growth, profit growth, return on sales and return on assets), and comparing them with those organisations with low growth or declining indicators, Evalex has been able to isolate the generic competencies, thought processes, behavioural patterns, personality traits, managerial styles, management processes and practices of highly successful top level business leaders and managers. At a sufficient level of abstraction, these business leaders and their organisations have a lot in common, irrespective of country of operation or type of industry.
This valuable information has been put into a management development programme, called the Masters of Management Programme (MMP).
The objective of this programme is to expose delegates to the management practices that these “masters of management” – successful business leaders and managers – use to deal with the critical management issues of:
- Problem solving and decision making (leadership in problematic and challenging situations: covers dimensions such as problem analysis and fact finding, reasoning ability and judgement)
- General management (leadership in a business, portfolio or function: covers dimensions such as initiative, managerial insight and understanding, judgement, delegation, decisiveness, planning and organising)
- Project management (leadership in projects: covers dimensions such as organisation, utilisation of staff, understanding and judgement)
- Staff management (leadership in one-on-one interactive situations: covers dimensions such as motivational behaviour, task structuring, customer sensitivity, emotional intelligence and charisma)
- Meeting management (leadership in group interactive situations: covers dimensions such as influence, directional behaviour, reasoning ability, insight into business issues)
- Managerial and strategic thought processes (intellectual leadership of the thought processes within an organisation: covers dimensions such as systems thinking)
In addition, the profile of their typical personality characteristics, managerial styles, interests and values are discussed.
During the programme:
- Delegates are given relevant theoretical inputs on each of the above topics, based on the research to date
- By practical means, delegates develop a thorough and comprehensive conceptual framework and understanding according to which they will be able to evaluate and negotiate managerial situations
- Delegates are then asked to participate in and study a number of management simulations and case studies to establish their current level of functioning
- They are then given the opportunity to develop the desired thought processes, competencies and management practices through further management simulations and case study exercises
This programme is unique, in that it does not put across out-dated management concepts that are removed from reality and only exist in textbooks. It puts across the latest and freshest observations of executives functioning within a business context, which is highly relevant to today and based on the reality of what executives are actually doing (practical), not what they should be doing (theoretical).
Obviously, certain trends are observed that do indicate direction in terms of what we could do better or should do differently. These are considered and discussed.
Due to its intense nature and the quality time awarded to each delegate, only eight managers can participate in each programme. The MMP is a seven-day programme, scheduled either on seven consecutive days, or on three/four consecutive days per month over a two month period, or two consecutive days per month over a three month period and then day seven in the fourth month.
The MMP is aimed at key middle to senior managers or high potential junior managers requiring exposure to a special development opportunity.
Once the programme is scheduled it is imperative that all those nominated attend every day of the training. This is due to the fact that each manager’s development is dependent on an intense interactive process. Non-attendance could adversely affect group dynamics