Course Objectives

By the end of this course, participants will be able to:

• Define the three roles of the supervisor and the competencies associated with effective performance.
• Applying the basic supervisory functions to the team’s success
• Using effective communication skills to enhance confidence and cooperation
• Apply effective guidance/counseling techniques that help the development and growth of the team.
• Apply effective methods of time management in order to improve the level of team productivity.
• Developing distinguished management and leadership skills in order to build high-performance work teams

Target Audience

This course is designed for

• first-level supervisors and new supervisors who want to increase their effectiveness in managing others. and the leaders of the teams and candidates for these positions.

Course Outline

Day 1 : global applications and concepts of total quality management and excellence for supervisors

• The historical development of total quality management
• Total quality management requirements.
• The stages of the application of total quality management
• Total Quality Management and International Quality Management System-ISO
• Actual steps for administrative development in accordance with the application of total quality
• Quality curricula and strategies of global competing programs
• Steps to create a supportive organizational culture for the application of comprehensive quality thought
• Total Quality Management and its relationship to activating administrative competence
• Promote applications and concepts of quality and excellence as best management practices
• Organizational efficiency to formulate smart plans
• Mechanisms for managing human factors during the implementation and change process within the organization.
• Practical cases and applications

Day 2 :Oriental practices in building excellence for business

• Managing the standards of excellence
• Effective leadership and high standards of excellence
• Future leadership and strategic planning
• The three leadership models of Excellence Management
• Leadership skills supporting the process of excellence
• The role of leaders in promoting a culture of excellence in human resources
• Administrative and leadership practices, as well as creating an environment that fosters creativity
• The entrance and leadership of others
• Self-management and the leadership of others
• Ability to deal with and influence others
• The skill of body language and its role in influencing others.
• NLP and managing others
• Effective motivation strategies
• Quality standards and excellence in managing others
• Practical cases and applications
• The supervisor as an effective communicator
• Motivation through mutual communication
• Take advantage of the strength of the positive positions in your team.
• Establishing a climate that dominates confidence and cooperation
• Gain the habits of the active listener.
• Using physical language to make a greater effect
• Documenting the relationship with the team
• Sending professional and accurate e-mails
• establishing guidelines and enforcing positive discipline

Day3 : Levantine leadership and the management of institutional change to achieve excellence in performance

• Modern management and the concept of change management
• Reasons for heading to Management Change (the nature of institutional change causes and challenges)
• Types of institutional change and change factors
• The impact of innovative leaders on administrative adaptation with cases of institutional change
• Innovative leadership and managing a culture of change in the organization
• How to measure post-change effects on individuals, organizations, and administration
• The role of innovative leadership and individuals during and after the change process
• Change management strategies
• The eight steps of the Kotter model
• ADKAR Change Model
• Innovative strategic leadership and keeping change in the culture of the institution.
• Practical cases and applications

Day 4 : Distinguished management, leadership, and building high-performance work teams

• Indicators of the need to build work teams
• The Advantages of Managing and Building Work Teams
• The characteristics of effective work teams
• Stages of developing the work team
• The Advantages of Delegation
• Why does the mandate fail?
• How to distribute jobs and roles to team members
• How are the team members evaluated?
• How to encourage team members
• The skill of dealing with change
• The skill of dealing with conflicts and disputes
• Communication skills for team members

Day 5: Influence and emotional intelligence in leading others

• Sources of the strength of the manager and the leader in influencing the members of the work team
• Matrix of types of followers and sources of forces that the leader can follow in influencing them
• Emotional intelligence and its importance for the leader of the work team.
• The emotional intelligence skills of the leader and their role in inspiring and influencing others to complete business.
• How does the leader use emotional intelligence in achieving empowerment, job satisfaction, and organizational loyalty to the work team?
• Practical cases and applications.