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Columbia University- Columbia Business School (2006-2011)

CERTIFICATE IN BUSINESS EXCELLENCE (CIBE)

  • HIGH IMPACT LEADERSHIP PROGRAM – 12/2006
  • COLUMBIA ESSENTIALS OF MANAGEMENT – 11/2011

TITUL CIBE

applied mesiness eat more chicken

3 SETMANES DE MILLORA PROFESSIONAL EXECUTIVA EXCEL·LENTS !!!

“COLUMBIA ESSENTIALS OF MANAGEMENT”. DIRECTOR: PROFESSOR GRANT ACKERMANN

Columbia Executive Education 7  Columbia Executive Education 5

General Topics and Activities Leadership and Management in the 21st Century. Participants explore the difference between leadership and management and what is required to both lead and manage successful organizations in the contemporary business environment.

Leadership and Teams. Elements of emotional and social intelligence are considered as participants learn more about the challenges and opportunities of working in teams, both during the program and when they return to their organizations.

Creating Breakthrough Strategies. Participants explore the dynamics of strategy and leadership as they develop their capacity to analyze market and competitive forces and create winning propositions for their organizations.

Marketing and Advertising. Participants explore various frameworks and concepts in marketing and consider how advertising plays an integral role in an organization’s overall brand management.

Finance and Accounting. Recognizing that sound financial analysis is critical to the success of any enterprise, participants develop their capacities to use financial data to assess business performance and ensure sufficient cash to meet the organization’s needs.

Leadership Communications. Participants work with communications coaches to develop their presence as a leader and capacity to deliver powerful personal leadership messages.

Integrated Global Supply Chain Management. Recognizing that all organizations now are in some way a part of the global business environment, participants learn about global supply chain management and its critical role in the development of successful business strategies.

Culture and Global Teams. To ensure the successful integration of a global workforce, participants explore the dynamics of leading and managing teams across borders and across cultures.

Organization Alignment. Leaders often have to reconfigure and align their organizations to deliver on the promise of new directions and strategies. Participants consider how various dimensions of an organization must fit together for the organization to be effective.

Leading Change. In the contemporary business environment, the only thing constant is change. Participants consider the dynamics of change and how to lead individuals and organizations through a constructive and effective change process.

Specialty Topics Messiness. Finding that too much organization may actually be inefficient, Professor Eric Abrahamson draws on concepts in his new book, A Perfect Mess, to show participants the value of (just enough) disorder.

Strategic Intuition. Using concepts presented in his new book, Strategic Intuition, Professor Bill Duggan helps participants understand the intuitive side of strategy and how they can develop their own capacities to see new solutions to old problems.

The Changing Distribution of Global Power. Professor Ray Horton surveys the business and political landscape over the next 25 years and explores with participants power shifts and their implications for individuals, business, and society.

The Art and Science of Leadership and Motivation. How do great leaders stay motivated even in the most difficult of times? Professor Hitendra Wadhwa looks at both empirical research and real life examples from around the world to illustrate the art and science of motivational leadership.

Experiential Marketing. Professor Bernd Schmitt, considered the founder of the Experiential Marketing school, presents material that shows participants how to use all of the five senses in marketing campaigns.

Fairness. Drawing on concepts outlined in his recent Harvard Business Review article, “Why It’s So Hard to be Fair,” Professor Joel Brockner explores with participants why being “fair” is so important and, at times, so hard to do.

Personal Development Activities Leadership Feedback. Before arriving at the program, participants complete a 360-degree feedback instrument. During the program, participants review their 360 report with experienced coaches who can help identify existing strengths and opportunities for improvement.

Learning Styles. Participants begin the program by looking at how preferences for various learning styles impact the learning process. By evaluating their own preferences and those of their colleagues, participants begin to develop a cohesive and effective learning community.

Leadership Credo. The leadership credo exercise provides participants with an opportunity to inventory their personal beliefs about leadership and assess what will make their organization a success.

Executive Well Being. Exercise, recreation and health education sessions led by Howie Berg, Executive Education’s fitness coach, provide participants with opportunities to develop not only their intellectual capacities but also their physical well-being.

Integrated Learning Opportunities Personal Cases. During the two week program, participants work in teams on personal cases that provide an opportunity to apply and integrate their knowledge of strategy, leadership, marketing, operations, and finance. Plenary discussions and team presentations during the program showcase thought leadership in action. After receiving feedback about their case from peers and faculty, each participant develops a Personal Action Plan to implement these ideas when they return to their organization.

Individual Development Plans. During the second week of the program, after receiving their 360 feedback, each participant creates a personalized plan that will serve as a guide for his or her continued learning and development.

Tomorrow, Today. This capstone session at the end of the program explores what the world will look like in the not-so-distant future. Drawing on all of their learnings from the program, participants consider ideas and opportunities that can be accessed right now.

“HIGH IMPACT LEADERSHIP”. DIRECTOR: DR. JOEL BROCKNER

This program includes a 360- degree survey that collects feedback from the participant, their peers, direct reports and supervisors. Participants are provided a number of cases, readings and study questions prior to the program.

Over six days, High Impact Leadership provides an opportunity for participants to explore and understand their leadership capabilities: strengths, weaknesses, and concrete ways to improve. The curriculum includes readings, lectures, and discussions on a wide range of topics, including the makings of a great leader, emotional intelligence, organizational effectiveness and group dynamics, the value of self awareness and self management, and successful change management.

Participants emerge from the program with a clear sense of their own leadership style and a concrete direction for becoming a more inspirational, influential leader.

Sample Session Titles: A Model of Organizational Performance and Change Managerial Decision Making Understanding Your Change Management Practices Leadership Styles Group Dynamics Dimensions of Culture and Leader/Manager Behavior Self-Management and Leadership Executive Personality and Leadership.

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