Course Outlines

Target Group:

CEOs, HODs, Country Managers, Chief of Party, Managers, Project Managers/Coordinators, Administrators, HR Managers, Coordinators, Admin Coordinators, Advocacy and Communication Managers

Objectives:

• Define Leadership and explain its foundation in power, vision, and service
• Identify key leader behaviors that impact effectiveness
• Identify major contingencies that impact Leadership effectiveness
• Understand the challenges of personal leadership development

Outline:

• Definitions and nature of leadership
• Traits of an effective leader
• Theories of Leadership
• Styles of Leadership
• Leadership and power
• Leadership and Vision
• Leadership and Service
• Leadership and followership
• Leadership behaviors
• Contingency Approaches to leadership
• Fielder’s Contingency model
• Hersey-Blanchard situational leadership model
• House’s Path-Goal leadership theory
• Leader-Member exchange theory
• Leader participation model
• Leadership Competencies
• Blake and Mouton’s Leadership grid
• Personal leadership development
• Charismatic and transformational leadership
• Emotional intelligence and leadership
• Gender and leadership
• Moral leadership
• Peter Drucker’s ‘good-old fashioned’ leadership
• Leadership and communication
• Strategic thinking in leadership

Target Group:

CEOs, HODs, Project Managers/Coordinators, Quality Managers, Marketing Managers, Quality Engineers, Public Relations/Communication Managers

Objectives:

• Define quality and understand the dimensions of quality
• Understand the importance of Quality Management to organizations
• Understand how to incorporate Quality in the strategic plans
• Appreciate the contributions of quality Gurus
• Learn and apply quality problem detection tools
• Learn and apply quality improvement models
• Understand the unique nature of services and how to enhance the quality of service delivery

Outline:

• Definitions of quality, dimensions of quality, and importance of Quality Management
• Contributions of Edward Deming, Joseph Juran, Philip Crosby, and Ishakawa
• Quality costs, models of problem detection/root cause analysis
• Quality Management Systems - Quality Control, Quality Assurance, and TQM
• Obstacles to implementing TQM in Organizations
• Quality improvement models: Kaizen, Lean Six Sigma, Poka Yoke, and other models
• Quality of services, characteristics of service, and how to enhance the quality of services
• ISO, History, and Standards
• Quality and competitive Advantage, Strategic quality planning

Target Group:

CEOs, Country Managers, Chief of Party, Finance Coordinators/Managers, Administrative Coordinators, Finance Officers, Project Managers

Objectives:

• Understand the principles of financial Management for NGOs
• Understand the objectives of financial Management
• Understand the scope of financial Management
• Understand the needs of various stakeholders
• Learn how to do financial forecasting/budgeting for NGOs
• Understand how to manage financial risks
• Appreciate the building blocks to sound financial management

Outline:

• Definition and nature of financial management for NGOs, characteristics of NGOs
• Role of financial Management, role of finance Manager, different stakeholder needs - the community, the government, the donors, the beneficiaries
• Financial forecasting for NGOs, nature, objectives, and tools
• Risks in Financial Management, internal risks, external risks, financial and non-financial risks, risk Management strategies
• Building blocks to sound financial Management, essentials of a good financial Management System
• Working Capital Management, objectives, Models for managing Cash, models for managing Inventories

Target Group:

CEOs, Board Members, Country Managers, Chief of Party, Senior Leadership Team Members

Objectives:

• Understand the nature and importance of strategic management
• Understand how to set visions, missions, objectives, and goals
• Understand the nature of the internal and external environment
• Understand how to use SWOT matrix in strategic planning
• Understand the models used in strategic planning
• Formulate, implement, and review a strategy
• Apply the balanced scorecard in strategy implementation

Outline:

• Definitions of strategy, Mintzberg’s Ps of Strategy, importance of Strategy, Strategic planning, benefits of strategic planning, and bottlenecks to strategic planning
• Environmental scanning, Micro-environment, Macro-environment, PESTEL Model, SWOT Analysis
• Strategic planning process
• Strategy formulation, vision, mission, objectives, Strategy, Activities, and outcomes
• Strategy Implementation, resources, Strategy implementation Actions, Potential Implementation Problems
• Strategy Evaluation and Control, Nature of Evaluation, evaluation Process, Measurement of performance, Techniques of strategy Evaluation
• Risks in Strategic planning
• Models used in Strategic Management: BCG Matrix, Pricing Matrix, PESTEL, SWOT matrix, Balanced Scorecard, General Electric Model, Ansoff’s Matrix for Growth

Target Group:

Project Managers, Training Facilitators, Business Coaches, Finance Coordinators, Program Managers

Outline:

• Ways of Generating new business ideas
• Creativity and innovation
• Characteristics of a good business opportunity
• Factors considered in Starting a business
• Developing business plans
• Sourcing for finance for new business ventures
• Preparing basic financial statements
• Personal finance, savings, investments, and retirement planning
• Developing personal budgets

Target Group:

CEOs, Country Managers, Directors, Senior Leadership Team, Division Managers, Chief of Parties, HODs, Project Managers/Coordinators

Outline:

• Definitions of change and change management
• Various Types of Change and Their Drivers
• Change manager characteristics
• The Change Process
• Change Associated with People
• Undertaking Change Leads
• Decision Making and Motivation
• Understanding Performing Teams
• Overcoming resistance to change
• Organizational Leadership
• Process & Structures In Organizations
• Conducting a risk assessment
• Effective Leadership and Creative Problem Solving
• Culture, Change, and Organizational Values
• Understanding Change Management
• Implementing Organizational Changes

Target Group:

Board Members, CEOs, HODs, Country Managers, Directors, Chief of Parties, and Senior Leadership Team

Outline:

• Definitions of Risk
• Definitions of ERM
• Importance of ERM
• ERM framework
• Risk management process
• ERM strategy and Value
• Responsibility for risk Management
• Internal Environment
• External environment
• Objective setting
• Determining risk appetite
• Risk Identification
• Risk assessment
• Risk Response
• Risk control
• Risk Monitoring
• Communication results
• Management oversight and periodic review
• Internal auditors and value addition