This course is designed to complement other courses in the program by focusing on the realities and challenges faced by executives/managers in association or nonprofit management. It is also designed to be a stand-alone course for staff currently working in business associations or nonprofits who need a course specifically tailored to leading these organizations. The course will draw on relevant management and association literature and cases where available. This will provide key concepts and a framework that will enable participants to assess management situations and develop effective strategies for managing associations.
IE Executive Education programs equip managers, entrepreneurs, and leaders with the latest tools, best practices, and skills through interactive and practical sessions. Our programs are designed to enable executives to excel amidst the many and varied challenges they face both today and in the future.
“Leadership Education Needs for Not-for-Profit Executives in Western Melbourne to Meet the Challenges of Effective Sector Development” being conducted as part of a Masters of Education Minor Thesis at Victoria University by: Naomi Dempsey under the supervision of Dr Kirsten Sadler.
I certify that the objectives of the study, together with any risks and safeguards associated with the procedures listed hereunder to be carried out in the research, have been fully explained to me and that I freely consent to participation in an interview and roundtable discussion. I agree that interviews may be recorded using an audio dictaphone.
Outside of the general facts underlying the bribery scheme by the company itself, the SEC’s complaint high- lighted allegations concerning the falsification of the com- pany’s books and records and the failure of company senior executives to adequately supervise company employees respon- sible for making and keeping books and records and maintain- ing a system of internal controls. 49 The complaint alleged that in December 2000, an operations manager for the Brazilian subsidiary told two controllers about the difficulties the subsid- iary was having in importing unregistered products and about the cash payments that had been made to the customs bro- kers. 50 One of the controllers claimed to have passed along this information to a senior manager at the company, but the company did not investigate the matter further or take any corrective action. 51 The complaint further alleged that in No- vember 2001, the Brazilian subsidiary hired a new controller who allegedly discovered approximately 80 cash payments, in- cluding the relevant payments made to the customs brokers, for which there was no supporting documentation. 52 The complaint then noted that “despite a lack of supporting docu- mentation” for the cash payments, the company accounted for the payments in their 2001 financial statements as legitimate
Thus the program is designed to avoid the usual pitfall of mentoring programs arranged for women.
Although women are mentored they are not promo- ted. The problem is that men’s mentors tend to be higher placed, are more likely to be CEOs and senior executives, and are more likely to get them promo- ted than women’s. In the study”Why men still get more promotions than women” published by Har- vard Business Review, it was noticed having a men- tor in 2008 in a population of more than 4,000 MBA graduates, was predictive of getting a promotion in 2010, but only for the men. Woman’s mentors we- re helping them learn more about themselves, be- come more self aware, develop themselves further and even get lateral moves, but men’s mentors were working on the their mentees to be promoted. 48 To- day it is often said that it is essential to have a spon- sor, not so much to have a mentor in order to be promoted.
Business Management and Administration
Want to build a pathway to becoming the CEO of a major corporation, an effective entrepreneur or a star executive? This academy will pre- pare you for these challenges through courses that will help you devel- op business savvy and leadership skills:
Mobility enabled executive dashboards can prove to be an extremely helpful tool for the executives. Mobile dashboards address all the aforementioned challenges in a seamless way. Being handy, mobile devices enables availability of right knowledge about the state of the business operations anywhere, anytime and stay connected with the business via wireless networks.
During two days of meetings, we will consider project selection and portfolio management, planning and
organization, scope and requirements determination, control, network analysis, and Monte Carlo simulation for project risk analysis. Topics covered will include resource allocation, project monitoring and project contracting, the goal of which is to prepare participants for the planning and execution of large-scale projects. The instructors will lead discussions on the continuum of project management frameworks from traditional to agile and the many interactions in between; the challenges of managing projects as an entrepreneur; and the challenges associated with managing global, multinational projects, including how to manage an entire portfolio. Finally, we will raise your awareness of behavioral decision-making biases that come to play in project settings. Using vibrant, interactive, case-based discussions, we will address these topics from a strategic and decision-oriented perspective using a broad set of industry domains, such as construction, website and software development, new product development, pharmaceuticals and event planning.
This document is not prescriptive. It does not provide instruction on exactly how to complete tasks in each area of focus but presents options for consideration. There is never just one solution to the challenges faced by an association or NFP and the landscape is always shifting. Leaders of associations must weigh various factors including their budget, their internal capacity, and their strategic objectives before selecting their priorities and the most appropriate solution given their unique situation. In some organizations, a team member or entire department may be dedicated to one of the competencies listed in this document while in others, the CEO is the only staff resource. The best approach for one organization may not translate to another.
» Expand your knowledge and drive your own development
» Enjoy the flexibility of a cloud-based program combined with IMD’s real world, real learning approach
» Benefit from personalized feedback at every step of the program » Work on an individual action learning project and apply what you learn each week to your current business challenges
When investigating the types of career challenges faced by the participants, our study uncovered similar challenges to those faced by men, in progressing through executive ranks.
They were concerned with growing their businesses, improving efficiencies and managing performance. In addition, they faced the same difficulties in making the transitions between managerial and executive leadership experienced by their male colleagues. As they progressed through the ranks, they needed to change the way they spent their time, learnt new skills and dealt with both internal and external stakeholders.
Management and Technology Trends for IT Executives
Barry Derksen and Jerry Luftman
The significance of the impact of IT for organizations around the world, especially in light of a very slow recovery from the global financial crisis and the introduction of significant new technologies, has amplified the need to provide a better understanding of the specific geographic similarities and differences in IT managerial and technical trends. Identifying these influential factors is one thing; this paper also looks at the challenges in addressing them, taking into account both local responsiveness and global pressures. By comparing and contrasting IT trends from different continents, this paper presents important local and international considerations, including management concerns and influential technologies. In addition, five mega-trends have been identified that will help prepare IT and non-IT leaders for the challenges that await them. The IT trends also serve as a barometer as the respective continents address their difficult economic environments. The paper also provides a perspective on IT considerations for the future.
• The Association Executive Committee (AEC) formally meets four times a year.
• Mass AE Talk is an email listserv where Association Executives share ideas and solicit input on a wide range of topics on an as- needed basis.
• Association Executives are connected through closed group social media groups.
Work-Life Supports + Work
Environments Positively Contribute to Organizational Outcomes
Companies are offering these options because they believe that work-life supports, including alternative work- ing and the work environment, matter to organizational outcomes. Overall, senior executives in this study reported that providing work-life supports contributes to employee engagement, productivity, cost savings, attraction and retention. In particular, senior executives believe that providing work- life supports sends a strong message to their employees that the company cares about them. One executive from a multinational media company believes that employees “will always go the extra mile” when they believe the com- pany cares about them. Another senior executive said, “If you offer work-life supports, you increase engagement and retention, keeping costs down because
Whaling is a phishing attack directed at senior executives in an attempt to gain
access to high-value information like sensitive customer data or proprietary business information. A successful attack can be devastating because it involves high-level access to an organization’s network systems.