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CUSTOMER SERVICE I

‘Have a nice day’ mentalities and false smiles are not what we consider to be effective customer service.

The approach taken here is on treating customers and potential clients on the basis of how you would like to be treated yourself. The way forward is about taking a professional approach, which is tempered with a genuine empathy for people with their diverse needs and wants.

CUSTOMER SERVICE II

Customer Service II builds on Customer Service I. The approach taken here is based on putting yourself into the shoes of actual and potential customers.

The focus is on understanding the nature of customer/client expectations from the product or service and how customers/clients have bought into the Marketing ‘offerings’ of the organisation.

This Customer or Marketing orientation is seen as the key towards providing effective services / efficient products.

CONTINUOUS QUALITY I

Continuous Quality is linked closely to Customer Care and Customer Service is.

An examination of the nature of a quality experience at the individual, team and organisation levels is the approach taken here towards understanding the importance of Continuous Quality.

Starting off with Quality Control we move on to the diverse approaches to maintaining and delivering quality on an on-going basis.

CONTINUOUS QUALITY II

Continuous Quality II covers Quality Assurance, Total Quality Management and other quality techniques. These processes are inextricably linked to a state of mind – a perspective that sees the needs and wants of the customer as paramount, hence the provision of excellent products and services.

Quality is seen as being linked to the notion of the fully fledged Marketing Organisation.

SELF-AWARENESS

Self-Awareness looks at how you could empower yourself. It forms the basis of any process of self-improvement.

In part, this involves the idea of ‘knowing yourself’ – your skills, experience, abilities and shortcomings. It means building on your strengths and trying to overcome your weaknesses, and taking full responsibility for your self-development.

SELF-LEARNING

Self-learning builds on self-awareness; this is all about learning how you learn as part of your self-development.

To develop yourself your preferences for learning and your individual style must be allied to personal strategies and resources.

Once these principles and processes become more transparent, transferability of your learning can be applied to new situations and scenarios.

SELF-MANAGEMENT

Most of us have managers directing and controlling our work activity.

This, however, should not negate the critical idea of managing ourselves, our time and our efforts within the resources available to us.

Self-Management harnesses Self-Awareness, Learning and Self-Development as an integral part of empowering oneself/people.

COMMUNICATIONS

Effective communications are the oil of organisational machinery. Individuals, teams and organisations ‘flow’ better with a sound understanding of and the application of relevant communications.

Here, the focus is on you and on how you communicate. Behavioural communications, including transactional analysis, behavioural shaping and interactive analysis all assist in developing your approach to effective personal communications.

THINKING and DECISION-MAKING

Rational and logical thinking processes are the bedrock of sound decision-making. Of course, emotion, access to resources and information, degrees of risk and political games in organisations can all lead to a ‘clouding’ of this rationality. So it is important to take into account these constraints.

Rationality is essential to self-empowerment as it forms the core to a range of decisions and problem-solving.

MANAGEMENT and MANAGING

Management is not easy. The potential for error, working in chaotic and/or uncertain environments, changing circumstances, dealing with priorities as well as sharing some decision-making with for example trade unions and other interested parties can all make for complexity.

Here you will cover different managerial perspectives and approaches. You will see the manager as a trainer (of others) as well as a developer (of self) who can adopt and/or adapt to organisational complexity.

ENVIRONMENTAL and ORGANISATIONAL CONTEXTS

Unfortunately few of us start with a blank sheet of paper.

Senior managers tend to have a good understanding of the organisation and its interaction with the external environment.

We believe that this understanding must percolate down through the hierarchy creating an awareness of the ‘realpolitik’ of the organisation, its structure and culture as well as the needs of its diverse stakeholders. This information should assist your understanding and prioritisation.

Conflict management, the learning organisation and high performance organisations complete this course.

KEY ELEMENTS OF MANAGING

Managing is a very practical subject – or it should be. So, rather than deal with abstractions of what management is all about, we take a functional approach linked to specific examples.

This means:

Function Example
Planning Change
Organising Performance
Decisions Absenteeism
Co-ordinating Jobs
Communications Negotiation

CONTROLLING and MOTIVATING

Controlling and motivating may appear to be a strange combination as control tends to be task-based and motivation more people-oriented.

Yet both elements are concerned with enhancing performance and we see them as the reverse sides of the same coin, which can work when effectively balanced.

GROUP WORKING and TEAM WORKING

Within organisations groups can occur both in a formal setting e.g. a specific department or section and in an informal one where colleagues e.g. with a shared interest in sport, come together outside of the formal group.

Here we integrate the formal and informal and move from group-work to effective teamwork.

LEADING and LEADERSHIP

To paraphrase Napoleon’s observation in a military context: men are led by fear and self-interest. In a non-military context this can be compared to the ‘stick’ and ‘carrot’ approach to leadership.

In many ways we have come a long way since his French Imperial dreams; however, some of his observations regarding leadership still resonate today. We touch upon these while examining a range of approaches from traits, to your style and your leadership behaviour in given scenarios.