Strategic Performance Assessment & Management Efficiency

Code : 1/86

Why Attend This Training Course?

Wherever two or more people come together, there is the possibility of conflict. This course will give participants a six-step process that they can use to manage stress to be able to modify and resolve conflicts of any size. Participants will also learn crucial conflict resolution skills, including dealing with anger and using the Agreement Frame.

What Is The Training Course Methodology?

This training course methodology depends on enabling participants to interact and exchange experiences, explore their competencies and achieve their career aspirations, using forward-thinking training arts, such as theoretical lectures and/or open discussion to exchange opinions and experiences, scenarios, innovative thinking brainstorming. Participants will receive an agenda including training material as a reference, in addition to some extra notes and booklets. 

Who Should Attend This Training Course?

This training course is addressed to the head top members of the board of directors, managers and chief executives, besides leaders, heads of departments, planners, decision makers, and learning and development.

What Is The Training Course Objectives?

  • Acquire the essential skills of assessing the competitive position of an organization by applying performance management tools
  • Be familiar with designing measurement indicators
  • Ability to apply the most modern methodologies
  • Adopt the most important new models to evaluate strategic performance indicators

What Is The Training Course Curriculum?

Strategic Performance Management: A General Overview
  • Concept and importance of performance management
  • Stages of performance management
  • Platforms for performance management
  • Methodologies for assessing performance
  • SWOT analysis and market trends
  • Areas of performance measurement
  • Relationship of the individual performance of institutional performance
  • Linking the development of the institutional development to individuals
  • Linking institutional management applications by objectives
  • Ways and methods of performance evaluation of applications – KPI’s
  • Questions and answers
Design Performance Measurement Indicators
  • Use of performance indicators to measure integrated systems
  • Levels of performance measurement indicators
  • Steps designed to measure performance indicators
  • Good indicator specifications
  • The balance scorecard
  • Practical applications in the design of performance measurement indicators
  • Case study (I)
Competitive Position of the Organization and Performance Appraisal Systems
  • Assess the competitive position of the organization (The level of the external environment)
  • Assess the competitive position of the organization (The level of the internal environment)
  • Assess the competitive position of the organization (The level associated with the environment)
  • Optimal use of the capabilities of key personnel as a foundation for the application of total quality management approach
  • PEST analysis
  • Case study (II)
Application of Advanced Management Concepts of Total Quality
  • Strategic planning and its applications
  • Re-engineering process
  • Strategic management
  • Define the responsibilities and the relationship between jobs as a basis for payment of workers
  • Phases and steps of the application of total quality concepts of the organization for workers
  • Evaluate the performance as a way to push the workers to participate performance appraisal
  • The methods and techniques used in the continuous improvement of operations
  • Work teams and how to build and work in groups
Modern Models to Assess Strategic Performance Measurement Indicators
  • Sample dashboard
  • Model balanced scorecard
  • Model performance evaluation by activities
  • The administrative committee on accounting standards and their importance in the six-sigma model
  • Practical application
Building Modern Administrative Methodologies Theories
  • Modern management methodologies to solve administrative problems and making decisions
  • Shift from decision-making to the industry
  • Innovative and creative skills and managerial solutions and methodology of six sigma
  • Management strategy to achieve high-quality improvements
  • Cast study (III)
Use Scorecard to Achieve the Performance and Success of Strategy (Balanced Scorecard)
  • Uses and applications of the balanced scorecard to measure strategic objectives
  • Balanced scorecard work through the business strategy planning and strategic documentation
  • Re-measurement system architecture and performance review (benchmarking)
  • Strategic performance monitoring and work appropriate measurements using strategy maps
  • Applications of the balanced scorecard and re-design of measurement systems
  • Wrapping up

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