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| Dubai - UAE , || 20191013 13 - 24 Oct 2019||$7,500|| Register|
An organization’s success and leadership depend upon effectively preparing and developing high impact managers. High Impact Managers understand the Pareto Principle (80/20) in that 20% of their efforts will generate 80% of the results AND 80% of their time needs to be focused on developing leaders at all levels on their team. To be successful, organizations need to help managers transition their daily activities from being frenzied, stressful, complex, unrelenting exhausting, unfruitful, and demoralizing to developing their capacity to become optimistic, confident, relaxed, and focused on meeting strategic and operational objectives. Delegates will, in their role as a manager or leader, be able to understand the need to prepare and develop high impact managers who can Put Principles into Practice.
Part of the reason why fraud can go undetected and unreported for lengths of time is the fact that it can occur in so many different forms. Usually, though, fraud will fall into three categories: asset misappropriation (stealing or misusing company resources and/or cash), financial statement fraud (misrepresenting information on company financial reports), and corruption (using one’s own or the company’s influence for personal benefit).
Fraud awareness and corruption training educate members of staff about the threat of fraud and the ways in which it can damage organizations. We provide examples of different sorts of fraud (e.g. bribery, false accounting, insurance fraud, and so on) and discuss how to identify them and the specific warning signs and prevention methods for each.
The 10-day Advanced Management & Workplace Control Masterclass consists of two modules which can be taken as a 10 Day Training course, or an individual, 5 Day courses
Module 1 – Preparing & Developing High Impact Managers
Module 2 – Fraud & Corruption in the Workplace Detection, Management & Control
The 10-day Advanced Management & Workplace Control Masterclass is based on accomplishing the following objectives:
- How to achieve exceptional results without working so hard.
- How to focus on the issues that really matter and ignore those that don’t.
- How to ask the right questions and find the right connections.
- How to find meaningful achievement by defining the core of the firm and yourself.
- How to value thought above action to create winning strategies.
- Meeting strategic, operational, and tactical goals
- Learning how to be effective vs. being busy
- Diagnosing and solving issues through people
- Discerning the few key activities which will produce the BEST Results
- Investigating causes vs. symptoms
- Connecting with others and acting as a bridge to getting things done
- Mentoring the few to Maximize the many
- Simplifying and Prioritising the Tasks
- Critical thinking and analysis
- Seeking meaning for greater Achievement
- What is fraud and corruption
- What types of fraud and corruption risks can exist in your organization
- Why tackling fraud and corruption is important
- Fraud red flags – the early warning signs of potential fraud
- The characteristics of typical fraud perpetrator and characteristics to watch
- The role of effective internal controls in reducing fraud and corruption
- Establish your organization’s commitment to effective fraud and corruption control
- Improve people’s awareness of fraud and corruption risks and highlights the importance of internal controls
- Improve the overall effectiveness of your fraud and corruption management framework
The 10-day Advanced Management & Workplace Control Masterclass is suitable for a wide range of audience, especially:
- All professionals & leaders who desire an in-depth knowledge of best practices in preparing and developing high impact managers
- Anyone who is interested in developing their capacity as a High Impact Manager
- Anyone who has the responsibility for enhancing management development and training in today’s rapidly changing global business environment
- Anyone who is responsible for fraud and corruption prevention, detection and response.
- Finance and insurance professionals who need knowledge of the wider approach to business risk management.
Our highly practical experiential learning method is results-oriented; based on an adult learning concept. Designed as an intensive training, and knowledge sharing exercise, where group work and role play facilitates learning. Through a set of lectures and practical exercises, delegates will be introduced to the advanced knowledge of Management Development & Workplace Controlling. Participants will learn through active participation, discussions, video materials. Practical cases and examples illustrate the variety of current practices and build management capabilities for delegates.
Pre & Post course assessments will be used to measure the effectiveness of this training and measure the skill and ability of participants.
DAY 1 - The Character and Foundations a High Impact Manager can BE
- Our Current Challenges
- The 4Cs of Effective Leadership: Understand BE, KNOW, DO, HAVE
- Personal Effectiveness
- Best Practices for Strategic Alignment
- Leading at a Higher Level
- Be an Investigating Manager
- Feedback PIP Exercise #1
DAY 2 -Connection is Key: Knowing what the High Impact Manager can KNOW
- Two principles for connecting with your people: Integration and Identification
- Two Ways to Manage
- Using the Secret Weapon
- How to become a “Super-connector”
- Coaching for Effectiveness
- Mentoring for Growth – understand how to mentor from the greatest mentors
- Leverage for extraordinary results
- Feedback PIP Exercise #2
DAY 3 - Competence is Key: Doing what the High Impact Manager can DO
- Making creativity work for you
- Open up the creative side of your people
- Liberate them to achieve their full potential
- Identify the few outstanding personal “spikes”
- Encourage these skills to benefit the team
- Learn 8 Ways to Become a Time Rich Manager
- Understand ways to rein in policies, procedures, and systems which complicate operations
- The best business strategy is always simple, serve the core customers, and deepen relationships at all levels
- Feedback PIP Exercise #3
DAY 4 - Commitment to Improve is Key: Having what the High Impact Manager can HAVE
- The Manager seeking meaning
- Learn how to evaluate, measure, and recalculate
- Determine if activities are leading to productivity
- Transitions in preparing and developing High Impact Managers
- Two Dimensions of Management
- Scenarios of Leaders vs. Managers
- Five Core Competencies
- Feedback PIP Exercise #4
DAY 5 -The High Impact Manager as a Strategic Accomplisher
- Essential Characteristics of the Strategic Manager
- Value thought over action
- Drive out conformity
- Drive out the status quo
- Master the art of thinking
- Innovation over perfection
- Extreme Ambition
- Eight Steps to accomplish Meaningful Results personally and professionally
- The High Impact Manager and the 80/20 Organisation
- Feedback PIP Exercise #5
DAY 6 -Fraud and Corruption Control Framework
- Strong management commitment
- Resources dedicated to defining, implementing and overseeing fraud and corrupt prevention initiatives
- Availability of various ethics and integrity-related publications for staff
- Various policies and procedures that provide clear guidance to staff on matters such as fraud and corruption control and conflicts of interest/gifts, benefits, and hospitality
- Identification and management of fraud and corruption risks via a comprehensive risk assessment and risk treatment plans
- Pre-employment screening
- Implementing a Fraud and Corruption Control Framework to prevent fraud
DAY 7 - Detecting Fraud and Corruption
- An organization-wide fraud detection strategy incorporating continuous monitoring and data mining analytics
- Provision of multiple avenues for individuals to report suspected fraud and corruption
- A risk-focused Internal Audit function, which also undertakes fraud audits
- Availability of internal Public Interest Disclosure officers and documented procedures, with staff, encouraged to make protected disclosures involving suspected improper conduct
- Periodic reviews by qualified external service providers to review high-risk corporate system data and identify any potentially fraudulent or corrupt behavior
DAY 8 -Responding to Fraud and Corruption
- A comprehensive complaint management system which includes a central portal for reporting instances of suspected fraud and corruption
- Availability of dedicated, experienced (internal and externally sourced) resources for investigating suspected fraud and corruption who operate in accordance with defined investigation standards
- An independent disciplinary system for dealing with staff who have been found to have committed fraud or acted corruptly
- Reporting and analysis of fraud and corruption cases to senior management with an identification of any emerging trends
- KPIs for measuring the incidence of fraud and corruption
- Maintaining relationships with key external oversight and regulatory bodies in relation to the reporting and investigation of fraud and corruption matters
- Legal processes and insurance to recover losses in the event of financial loss
DAY 9 -Stopping Fraud and Corruption
- What’s the best approach for stopping fraud and corruption?
- What’s wrong with just trusting people?
- Why isn’t it enough to just sanction someone once such behavior is identified?
- What can I do to deter fraudulent and corrupt behavior?
- What is “doing the right thing”?
DAY 10 -Internal Controls
- Segregation of duties, to prevent one person from undertaking an entire transaction alone
- Clearly established lines of delegated authority and responsibility
- Position descriptions that clearly represent the jobs people actually do
- Compulsory clearance of overdue accumulated leave particularly for those in key positions of trust
- Job rotation (wherever possible) for those in key positions of trust
- Staff awareness, education, and training to ensure all staff are aware of and can recognize the signs of possible fraudulent or corrupt behavior
- Adequate protective measures for safeguarding, assets, processes, and data
- Documentation retained and managed in accordance with records management policy
- A work environment where people feel comfortable in raising concerns and are not penalized for doing so
- Ongoing management oversight/monitoring of work functions to verify that controls are operating effectively e.g. reconciliations, confirmations, exception reports
- Eight tips for great time management and stopping time stealers
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