Service Operations Management: Module 1     High Performance Team Management

Service Operations Management: Module 1     High Performance Team Management

This Level 7 programme is offered in conjunction with TU Dublin and develops the skills, knowledge and techniques required to become a successful Team Leader or Mid-Level Manager in modern service and knowledge-work organisations. Each 5 credit, 3-day module can be taken independently or as a 3-module set (recommended) and are uniquely targeted at developing front-line and mid-level managers to manage and improve the effectiveness and efficiency of service and knowledge-work organisations . Module 1 covers how to optimally lead and empower a work team, Module 2 covers leading and empowering inter-team/multi-team collaboration and Module 3 covers the tools, methods and technologies that support and sustain continuous improvement in complex organisations.

Private Course
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Responsible Alex McDonnell
Last Update 27/04/2021
Completion Time 1 day 12 minutes
Members 1
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  • Session 1.1: The Organisation as a System
    • What's different about service organisations
    • Managing the organisation as a "whole system"
    • What is a High Performance Work Team?
    • What is the Role of a Team Leader/Manager in a High Performance Team
    • What is the Role of Mid-Level Manager in a High Performance Organisation
    • Complicated v Complex : Why the Difference Matters
    • Public v Private Sector: Is there a difference
    • Exercise / Poll
  • Session 1.2: Mission, Vision, Strategy & Goals
    • Stakeholders: What do they expect?
    • Mission & Vision
    • Values & Behaviours
    • Strategy
    • Goals
    • Bringing it together: Strategy Deployment
    • Exercise / Poll
  • Session 1.3: Organisational Performance
    • Effectiveness v Efficiency in Services
    • Measuring Productivity in Services: Output v Outcomes
    • Role of Quality in Assessing Productivity in Services
    • Exercise / Poll
  • Session 2.1: Capturing The Customer Experience (Cx)
    • Voice of the Organisation
    • Voice of the Customer
    • Setting the Cx Goals
    • Linking Strategy to Goals and Priorities
    • Exercise / Poll
  • Session 2.2: Mapping The Customer Experience
    • The Role Customers Play in Service Organisations
    • Gap model of customer experience measurement
    • Voice of the Process: Journey / Value Stream Mapping
    • Articulating the Vision
    • Exercise / Poll
  • Session 3.2: Articulating to Customers and Market
    • Accuracy and Consistency
    • How do we communicate?
    • One way or Two Way Communication?
    • Exercise / Poll
  • Session 3.3: Articulating to Partners / Supply Chain
    • Accuracy and Consistency
    • How do we communicate?
    • One way or Two Way Communication?
    • Exercise / Poll
  • The Economic System
    • The Underlying Economics of Organisations
    • Time Driven Activity Based Costing
    • The Importance of Cashflow
    • Quiz / Poll
  • Session 3.1: Articulating Internally
    • Recruitment
    • Induction / On-Boarding
    • Performance Assessment
    • Exercise / Poll
  • Session 4.1: The Social System
    • Aligning our Behaviors and Actions
    • Rewarding Behaviours and Actions
    • Psychology Safety
    • Exercise / Poll
  • Session 4.2: The Process System
    • Designing processes that work
    • Implementing processes that work
    • Improving processes to work better
    • Exercise / Poll
  • Session 4.3: The Technology System
    • Management as a Technology
    • Enabling people through technology
    • Enabling customers through technology
    • Enabling processes through technology
    • Exercise / Poll
  • Session 5.1: Establishing Control
    • Demand and Capacity Management
    • Effective Planning
    • Exercise / Poll
  • Session 5.2: Establishing Effectiveness
    • Developing levers of control
    • Steering and nudging
    • Exercise / Poll
  • Session 5.3 Establishing Agility
    • Flexible Skilled workforce
    • Planning and Forecasting
    • Exercise / Poll
  • Session 5.4: Establishing Efficiency
    • Resource utilisation
    • Eliminating Waste
    • Exercise / Poll
  • Session 5.5: Automation
    • Eliminating Non-Value
    • Automation to add value
    • Exercise / Poll
  • Sesion 5.6: Digitalisation
    • Customer Experience
    • Employee Experience
    • Partner Experience
    • Exercise / Poll
  • Sesion 6.1: Monitoring Organisational Performance
    • Measuring the right things
    • Avoiding the illusions of accuracy
    • Bottom-up versus top-down metrics
    • Exercise / Poll
  • Session 6.2: Learning from Feedback
    • Capturing our Learnings
    • Reviewing our Learnings
    • Converting our Learnings to Insights
    • Exercise / Poll
  • Session 6.3: Improving Performance
    • Developing a structured methodology
    • Improvement as part of the day job
    • Improving versus changing
    • Exercise / Poll
  • Session 6.4: Adapting
    • Adapting versus Improving
    • Structures to support adaptation
    • Exercise / Poll
  • Session 6.5: Innovating
    • What is Innovation?
    • Innovating Day by Day
    • Frontline Workers As Innovation Scouts
    • Exercise / Poll

Alex McDonnell

The programme designer and leader is Alex McDonnell. Alex has over 30 years experience of leading transformational change and operational excellence programmes across a wide variety of organisations in both the private and public sectors.

Alex holds a BA in Management from the Irish Management Institute , an MBA & MSc In Lean Enterprise Excellence from the University of Limerick and a certification in Business/Systems Thinking  from MIT.   

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