Mini-MBA (Mini Master in Business Administration)

Mini-MBA (Mini Master in Business Administration)


Date: (5-18/Feb) (16-29/April) (13-26/Aug) (10-23/Dec)

Location: Kuala Lumpur – Cairo – Istanbul – Dubai

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Course Overview


In today’s highly competitive environment, it is crucial to have a thorough understanding of the multi-dimensional issues faced in managing a business or department effectively. The “14-Day MBA” will focus on issues and dilemmas faced in today’s changing world. The course is designed to stretch delegates, in order to equip them with the knowledge and confidence to lead and manage in a fast moving and complex business environment. The seminar is a unique distillation of the skills that you need to be successful in business.


Program Objectives:

  • To enable delegates to understand how human resource management is critical to success in increasingly competitive markets
  • To learn the most effective approaches to gaining and sustaining personal effectiveness against a rapidly changing business environment
  • To learn how to build effective teams and develop high levels of individual and team performance
  • To present the power of strategic thinking and business planning in creating an environment and culture of profitable growth and positive change
  • To understand the linkage and significance of aligning the strategic and operational levels of managing a business
  • To enable delegates to cope with the changing determinants of sustainable high-level organizational and individual performance


Who Should Attend?

This course will mainly benefit to purchasing managers, senior buyers, project managers, civil engineers, construction managers, contractors, sub-contractors, site engineers, senior management, and government agencies, architects, construction professionals, and anyone responsible for purchasing at a senior level who seeks to enhance their skills further.


Program Outline:


Understanding Your Role

  • Leader or manager?
  • Self-perception
  • Beyond the job description: finding out what your organisation requires of you
  • Balancing conflicting stakeholder demands
  • Understanding the nature of change
  • A model for implementing change


Personal Effectiveness, Time Management and Delegation

  • Understanding yourself and your organisational environment
  • Outcome orientation
  • Setting personal and team objectives
  • Managing performance
  • Finding and using time effectively
  • A model for effective delegation


Communication, Influence & Conflict Management

  • Channels of communication
  • Effective listening skills
  • Emotions and rapport
  • Persuasion and negotiation: the keys to personal influence
  • Managing conflict assertively


Team Building, People Management and Motivation

  • How high-performing teams work?
  • Identifying team roles
  • Teams in practice: teambuilding exercise
  • Motivation and reward
  • Building and sharing a vision
  • Different approaches to leadership


Enhancing Team Performance through Coaching and Development

  • How people learn?
  • Coaching for personal and team growth
  • Feedback skills
  • Development planning
  • Next steps


Strategic Thinking and Making Things Happen

  • The essence of strategy – core concept and definition of terms
  • What an effective strategic plan looks like
  • How we think
    • Analytical thinking
    • Creative thinking
  • Leadership and management, comparing the strategic and operational levels
  • Strategic and operational goals – the significance and difference
  • Two key roles
    • Visionary – the role of the Chief Executive Officer
    • Chief implementer – the role of the Chief Operating Officer
  • Building a strategy/business planning team
  • Mini-case 1: tutor presentation and group discussion


Strategic Planning – The Detail of Powerful Business Analysis

  • Review of Day One – questions and answers
  • Concept of the “business model”: the integrated supply-demand chain
  • Vision and mission – case examples, class discussion and guidelines
  • Practical group exercise on Vision and Mission Statements
  • Analysis of the business environment (1) – the SPECCTRE technique
  • Analysis of the business environment (2) – the 5-forces technique
  • Cost-based strategies versus differentiation-based strategies
  • Mini-case 2: group work and presentation/discussion


Strategic Choice and Linkage to Marketing and Sales Planning

  • Review of Day Two – questions and answers
  • How to evaluate market structures, trends and prospects
  • SWOT analysis and the strategy matrix
  • Strategic choice – how to make strategy selection decisions
  • Linkage to marketing plans and sales plans
  • Marketing plan – identifying and capturing value rather than just volume
  • Sales plan – how to choose and fulfill market opportunities
  • Mini-case 3: group work and presentation/discussion


Linkage of Strategy to Financial and Operational Planning

  • Review of Day Three – questions and answers
  • Strategic versus operational aspects of finance – the strategic role of the CFO
  • Globalisation of the financial markets
  • Minimising risk and uncertainty
  • Cost analysis, time compression and shortening life-cycles
  • Capital-labour substitution, cost structures and significance of break-even
  • Alignment of operational efficiency with financial efficiency
  • Mini-case 4: group work and presentation/discussion

DAY 10

Bringing It All Together

  • Review of Day Four – questions and answers
  • The relevance and contribution of strategy maps and balanced scorecards
  • Key Performance Indicators and performance measurement at the strategic level
  • The significance of “Dynamic Alignment” in supply chain structures
  • Managing implementation – effective execution of strategy
  • “Death of distance” and the short towards the business model
  • Final thoughts – the business model and the future of strategic management
  • Overview of the whole course


DAY 11

Displaying Authentic Leadership Behaviours

  • Emotions & emotional intelligence
  • Building rapport
  • Affective contagion
  • Developing others as leaders
  • Influence, authority & power

DAY 12

Developing Your Leadership Skills

  • Creating a shared vision
  • Communication skills
  • Conflict management
  • Personality and its ramifications
  • Setting productive goals
  • Thinking outside the box

DAY 13

Coaching for Peak Performance

  • Coaching fundamentals
  • Motivation & learning
  • Feedback
  • Empowering individuals & teams
  • Creating a supportive environment
  • Building high-performance teams

DAY 14


  • Dealing with ethical dilemmas
  • Ethics and leadership
  • Guide to ethical decision-making
  • Corporate integrity check-up
  • Corporate social responsibility