2018 Management Seminare (Durchführungen in Deutschland), St. Gallen International Business School
Unsere Zeit erfordert immer höher qualifizierte Führungspersönlichkeiten, Fachspezialisten und Nachwuchskräfte, die in ihren Verantwortungsbereichen Exzellentes leisten. Dazu benötigen Sie ab einem gewissen Wirkungsradius umfassendes Führungs- und Managementwissen. Wissen allein reicht allerdings nicht: Entscheidend sind Vermittlungs- und Umsetzungskraft.
Hierzu leistet die St. Galler Business School seit über 25 Jahren als privatwirtschaftlich getragene, unabhängige und neutrale Institution ihren Beitrag. Im deutschen Sprachraum gehört die St. Galler Business School zu den grössten und renommiertesten Management-Seminaranbieterinnen und trainiert und schult pro Jahr über 3000 Führungspersönlichkeiten aus Wirtschaft und Verwaltung.
Um unsere Seminare und Programme in Deutschland einem noch grösseren Kreis zugänglich zu machen, finden Sie in dieser Broschüre - und unter sgbs.ch/international - nun als Novum zahlreiche Seminare, welche direkt in Deutschland stattfinden.
Unsere Zeit erfordert immer höher qualifizierte Führungspersönlichkeiten, Fachspezialisten und Nachwuchskräfte, die in ihren Verantwortungsbereichen Exzellentes leisten. Dazu benötigen Sie ab einem gewissen Wirkungsradius umfassendes Führungs- und Managementwissen. Wissen allein reicht allerdings nicht: Entscheidend sind Vermittlungs- und Umsetzungskraft.
Hierzu leistet die St. Galler Business School seit über 25 Jahren als privatwirtschaftlich getragene, unabhängige und neutrale Institution ihren Beitrag. Im deutschen Sprachraum gehört die St. Galler Business School zu den grössten und renommiertesten Management-Seminaranbieterinnen und trainiert und schult pro Jahr über 3000 Führungspersönlichkeiten aus Wirtschaft und Verwaltung.
Um unsere Seminare und Programme in Deutschland einem noch grösseren Kreis zugänglich zu machen, finden Sie in dieser Broschüre - und unter sgbs.ch/international - nun als Novum zahlreiche Seminare, welche direkt in Deutschland stattfinden.
INTERNATIONAL JUNIOR MANAGEMENT PROGRAM Strategy, marketing, leadership, controlling. 3 + 3 + 3 + 3 days. Englischsprachige Programme CONCEPT Younger managerial staff are nowadays in particular demand. One of their most important tasks lies in their function as a link between what Top Management wishes and prescribes, and which aspects of this are pertinent to and implemented at the operational levels. Their role is thus that of a «transmission belt», which should generate results from strategies and projects. The greater the shift, the speedier strategic changes become necessary, and, consequently, the more important this role becomes. The people «at the bottom» have to understand what those «at the top» have thought out and decided on. Staff satisfaction, confidence and the working towards common goals depend essentially on how well young managers succeed In carrying out this role. The learning in this international intensive program is based on the subject-related input of outstanding lecturers as well as personal participation and the working through of real-life cases. TOPICS The role of a manager Embedding into the organisation potential for influence and shaping leadership which is resultorientated despite material constraints – What does this mean? Acting as a link between top management and the operational level Developing strategic concepts Corporate strategy, visions, guidelines, our global standing: internationalisation, growth and profitability strategies developing new business strategies Strategic principles for competing in the digital age capability-driven strategies, human potential orientated strategies From strategy to corporate results The influence of financial considerations on targets and anticipated results using available freedom of movement in the optimisation of corporate results taking different cultures into consideration increasing profit: How to proceed? STRUCTURE & TOPICS** The program consists of 4 moduls (Main Topics) each, lasting 3 days (generally Friday–Sunday). Topic 1: Strategy, Marketing, Digital Business Topic 2: Leadership, Personal Management Topic 3: Controlling, Financial Management Topic 4: Integrated Implementation: Management Game, Business Simulation ** Please note: The seminar parts (moduls) can be taken in any order. PARTICIPANTS The «International Junior Management Program» is designed for younger managerial staff at middle levels wishing to prepare themselves for a more challenging management role. The path to marketing success thanks to Marketing Customer Relationship Management Rules an Principles of modern Marketing Practical examples of and for good Marketing Actively steering marketing success. Customer satisfaction, customer Care, distribution Only those who recognise the value of customer relationships make the effort not to lose them or rather to preserve them Only those who know what effects customer satisfaction has actively steer this Those who realise that it is generally more profitable to generate more business with existing customers rather than – at great cost – to win over new customers really involve themselves in customer bonding 76
Raising e ffciency thanks to leadership Badly led teams and staffwork inefficiently – though they could – and would generally wish to – perform better. Working efficiently and going about things in a resultoriented fashion are things one learns best “on the job" through the role model behaviour of the boss. Managers must recognise this role model function: Self-management, Effcient working techniques, Chair- ing meetings, steering projects, Recognising personal strengths Leading staff: Motivation as the task of the manager It is easy to create frustration amongst staff, motivating them is more difficult; making use of the available self-motivation the right way. What is it that great “motivators" do in order to create a climate of enthusiasm and joy in the collective achievement of targets? Recognising one’s own management style Rules for a motivating style of behaviour towards others – virtual teams Ways towards social competence Rules within profit management Interrelationships between turnover, cost contributions (DB), costs, profit, cash fl ow and return Increasing profits: the levers for this Finance and Accountancy Planning, budgeting, calculation, and market price Calculation of costs and performance Liquidity, profitability Controlling – Implementation What information is necessary in order to be able to steer one’s own sphere of responsibility? How should one read management and controlling reports? How can one make use of management instruments such as Balanced Scorecard or Navigator? UPGRADE PATH St.Galler Business School SGBS International Skilful communication Those who know the rules of communication have an easier job to influence others and change their behaviour Dispel conflict situations or face up to rather than shy away from un-pleasant issues. SGBS International Junior Zertifikat St. Gallen® Zertifikatsprogramm Studienbeginne: 9. Januar 2017 10. April 2017 10. Juli 2017 9. Oktober 201 7 Die Zertifikatsprogramme t der St. Galler Business School – Basierend auf dem bewährten St. Galler Management-Konzept – Praxisnahe Aus- & Weiterbildung mit Upgrade-Möglichkeit The learning in this international intensive program is based on the subject-related input of outstanding lecturers as well as personal participation and the working through of real-life cases. 2018-20 2 Master er-Diplo ome St. Gallen Seminar Dates - 4 parts: 4 x 3 days Nr. 25118 Part 1: Mar 09 - 11, 2018 St. Gallen, CH Part 2: July 06 - 08, 2018 Flims, CH Part 3: Sept 28 - 30, 2018 Lucerne, CH Part 4: Dec 03 - 05, 2018 Appenzell, CH 25218 Part 1: Sept 07 - 09, 2018 St. Gallen, CH Part 2: Dec 07 - 09, 2018 Appenzell, CH Part 3: Mar 22 - 24, 2019 St. Gallen, CH Part 4: July 01 - 03, 2019 Cracow, PL Fee: CHF 7.900.– plus VAT. The seminar parts can be taken in any order Junior Program Registration: Registration form on page 83 or on the internet at www.sgbs.ch/25 Invoice on request in Euro. 77
- Seite 25 und 26: MANAGEMENT DER FAMILIEN UNTERNEHMUN
- Seite 27 und 28: MBA-, B.A.- & Diplomprogramme Studi
- Seite 29 und 30: UPGRADES YOUR PERSPECTIVE. U Y PE O
- Seite 31 und 32: WACHSTUM DANK DIGITALISIERUNG UND I
- Seite 33 und 34: DIGITALE PRODUKTE UND PLATTFORMEN W
- Seite 35 und 36: RENTABLE MARKTPOSITIONEN AUFBAUEN S
- Seite 37 und 38: NEUE GESCHÄFTE UND START UP’S Wi
- Seite 39 und 40: INNOVATION UND WACHSTUMSFINANZIERUN
- Seite 41 und 42: Leadership, Führung
- Seite 43 und 44: RESULTATORIENTIERTE FÜHRUNG Führu
- Seite 45 und 46: CHANGE MANAGEMENT & UNTERNEHMENSKUL
- Seite 47 und 48: Persönlichkeit, Auftreten, Kommuni
- Seite 49 und 50: PERSÖNLICHE LEADERKOMPETENZ Resili
- Seite 51 und 52: PERSÖNLICHES KOMPETENZMANAGEMENT D
- Seite 53 und 54: MEDIENTRAINING Kommunikation in der
- Seite 55 und 56: FINANZPROGRAMM FÜR EXECUTIVES Erge
- Seite 57 und 58: STRATEGISCHES FINANZMANAGEMENT Klug
- Seite 59 und 60: FINANZIELLE RESULTATE OPTIMIEREN Di
- Seite 61 und 62: CONTROLLING FÜR FÜHRUNGSKRÄFTE D
- Seite 63 und 64: Marketing. Verkauf. Vertrieb.
- Seite 65 und 66: WETTBEWERBSSTRATEGIEN Im Wettstreit
- Seite 67 und 68: MARKETING, MARKENSTRATEGIE, MARKENF
- Seite 69 und 70: KUNDENPOTENZIAL-MANAGEMENT Potenzia
- Seite 71 und 72: INTERNATIONAL SENIOR MANAGEMENT PRO
- Seite 73 und 74: LEADERSHIP-WEEK BOSTON Interactive
- Seite 75: ASIA-WEEK: DOING BUSINESS IN ASIA S
- Seite 79 und 80: STRATEGIC & MARKETING MANAGEMENT FO
- Seite 81 und 82: FINANCIAL MANAGEMENT FOR TALENTS Ta
- Seite 83 und 84: ANMELDEKARTE Internetanmeldung: www
Rais<strong>in</strong>g e ffciency thanks to leadership<br />
Badly led teams and staffwork <strong>in</strong>efficiently –<br />
though they could – and would generally<br />
wish to – perform better. Work<strong>in</strong>g efficiently<br />
and go<strong>in</strong>g about th<strong>in</strong>gs <strong>in</strong> a resultoriented<br />
fashion are th<strong>in</strong>gs one learns best “on the<br />
job" through the role model behaviour of<br />
the boss.<br />
Managers must recognise this role model<br />
function: Self-management, Effcient work<strong>in</strong>g<br />
techniques, Chair- <strong>in</strong>g meet<strong>in</strong>gs, steer<strong>in</strong>g<br />
projects, Recognis<strong>in</strong>g personal strengths<br />
Lead<strong>in</strong>g staff: Motivation as the task of the<br />
manager<br />
It is easy to create frustration amongst staff,<br />
motivat<strong>in</strong>g them is more difficult; mak<strong>in</strong>g<br />
use of the available self-motivation the right<br />
way. What is it that great “motivators" do <strong>in</strong><br />
order to create a climate of enthusiasm and<br />
joy <strong>in</strong> the collective achievement of targets?<br />
Recognis<strong>in</strong>g one’s own management style<br />
Rules for a motivat<strong>in</strong>g style of behaviour<br />
towards others – virtual teams<br />
Ways towards social competence<br />
Rules with<strong>in</strong> profit management<br />
Interrelationships between turnover, cost<br />
contributions (DB), costs, profit, cash fl ow<br />
and return<br />
Increas<strong>in</strong>g profits: the levers for this<br />
F<strong>in</strong>ance and Accountancy<br />
Plann<strong>in</strong>g, budget<strong>in</strong>g, calculation, and market<br />
price<br />
Calculation of costs and performance<br />
Liquidity, profitability<br />
Controll<strong>in</strong>g – Implementation<br />
What <strong>in</strong>formation is necessary <strong>in</strong> order to be<br />
able to steer one’s own sphere of responsibility?<br />
How should one read management and controll<strong>in</strong>g<br />
reports?<br />
How can one make use of management<br />
<strong>in</strong>struments such as Balanced Scorecard or<br />
Navigator?<br />
UPGRADE PATH<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
SGBS <strong>International</strong><br />
Skilful communication<br />
Those who know the rules of communication<br />
have an easier job to <strong>in</strong>fluence others<br />
and change their behaviour<br />
Dispel conflict situations or face up to rather<br />
than shy away from un-pleasant issues.<br />
SGBS <strong>International</strong> Junior<br />
Zertifikat <strong>St</strong>. <strong>Gallen</strong>®<br />
Zertifikatsprogramm<br />
<strong>St</strong>udienbeg<strong>in</strong>ne:<br />
9. Januar 2017<br />
10. April 2017<br />
10. Juli 2017<br />
9. Oktober 201<br />
7<br />
Die Zertifikatsprogramme<br />
t<br />
der <strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong><br />
– Basierend auf dem bewährten<br />
<strong>St</strong>. Galler <strong>Management</strong>-Konzept<br />
– Praxisnahe Aus- & Weiterbildung<br />
mit Upgrade-Möglichkeit<br />
The learn<strong>in</strong>g <strong>in</strong> this <strong>in</strong>ternational<br />
<strong>in</strong>tensive program is based on the<br />
subject-related <strong>in</strong>put of outstand<strong>in</strong>g<br />
lecturers as well as personal participation<br />
and the work<strong>in</strong>g through of real-life cases.<br />
<strong>2018</strong>-20<br />
2<br />
Master<br />
er-Diplo<br />
ome<br />
<strong>St</strong>. <strong>Gallen</strong><br />
Sem<strong>in</strong>ar Dates - 4 parts: 4 x 3 days<br />
Nr.<br />
25118 Part 1: Mar 09 - 11, <strong>2018</strong> <strong>St</strong>. <strong>Gallen</strong>, CH Part 2: July 06 - 08, <strong>2018</strong> Flims, CH<br />
Part 3: Sept 28 - 30, <strong>2018</strong> Lucerne, CH Part 4: Dec 03 - 05, <strong>2018</strong> Appenzell, CH<br />
25218 Part 1: Sept 07 - 09, <strong>2018</strong> <strong>St</strong>. <strong>Gallen</strong>, CH Part 2: Dec 07 - 09, <strong>2018</strong> Appenzell, CH<br />
Part 3: Mar 22 - 24, 2019 <strong>St</strong>. <strong>Gallen</strong>, CH Part 4: July 01 - 03, 2019 Cracow, PL<br />
Fee: CHF 7.900.– plus VAT.<br />
The sem<strong>in</strong>ar parts can<br />
be taken <strong>in</strong> any order<br />
Junior Program<br />
Registration: Registration form on page 83 or on the <strong>in</strong>ternet at www.sgbs.ch/25<br />
Invoice on request <strong>in</strong> Euro.<br />
77
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