Strategy |
Developing the Strategic Middle Manager: The First Step Toward Organizational Renewal Dr. James M. Pappas — Associate Professor and Head of the Management Department in the Spears School of Business at Oklahoma State University
This seminar is designed to discuss new roles and opportunities of middle managers within complex organizations and re-cast their focus toward involvement and performance as critical participants in the strategy-making process. By doing so, middle managers will be shown how to use behaviors to influence upper management decisions, champion new ideas, help implement deliberate strategies, and add value to their organization. You also will explore how firms can harness new ideas from the middle of the organization to renew their core capa- bilities. A detailed explanation of how managers can use social connections and trust toward renewal will be explored. This seminar is appropriate for traditional middle managers as well as mid-level employees who have connections with both supervisors and subordinates. This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants who attend this seminar will earn 0.6 continuing education units (CEUs) upon completion of this seminar. In today’s hypercompetitive marketplace, firms have moved away from the traditional goals of centralization and control and moved toward an emphasis on innovation and customer responsiveness. New developments in the business community (i.e., offshoring, outsourcing), suggest that this trend will be a mainstay for years to come. Though the requirements for long-term competitiveness are evolving, the role of middle managers within complex organizations has not kept pace.
» KORN FERRY COMPETENCIES
Communicates effectively | Being resilient | Demonstrates self-awareness | Situational adaptability | Strategic mindset | Builds effective teams | Drives vision and purpose | Optimizes work processes
SEMINAR OUTLINE
I.
The changing middle manager A. New roles and new demands B. Leveraging knowledge and skills
II. Strategy from the middle A. Influencing managers with new ideas and initiatives B. Advancing proposals that add corporate value C. Facilitating adaptability and change D. Implementing new strategies
III. Becoming a strategic middle manager
A. Re-thinking the strategy-making process B. Diagnostic test for strategic consensus C. Self-test of strategic activities and involvement
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