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The shortest answer is doing the thing.
Ernest Hemingway

Wachstum ist ein Prozess schöpferischer Zerstörung.
Joseph Alois Schumpeter

Society doesn't have values. People have values.
Milton Friedman

Krise ist ein produktiver Zustand. Man muss ihm nur den Beigeschmack der Katastrophe nehmen.
Max Frisch

Nur das Denken, das wir leben, hat einen Wert.
Hermann Hesse
Home  ›  Seminars  ›  Junior Management Programs  ›  St. Gallen Management Program

St. Gallen Management Program

Comprehensive program in 3 parts for juniors and staff members. The course covers the main topics of the modern business administration theory.

Topics: integrated thinking in management, strategic management, marketing, leadership, finance management and controlling.
Participants
Managers with responsibility for results. Heads of business units, profit centers, or product managers
Business unit managers, heads of staff functions, as well as managers without direct result responsibility holding important leadership positions
Junior managers designated for a higher position
Staff members and project managers planning to acquire comprehensive business administration knowledge in a bigger context to better serve their coordinating position.

CONCEPT

The St.Gallen Management Program is an intensive course for managers, juniors and staff members.
In three four-day units participants comprehensively study the spectrum of modern business administration. Course contents are delivered in compact format with actual practical examples, covering proven knowledge as well as new approaches.

TOPICS

Part 1:
Der erste Teil des Seminars befasst sich mit den zentralen Themen ganzheitlicher und marktorientierter Unternehmensführung:
Basic concepts and prospects of strategic management
Systematic thinking and acting in management
Top management’s dependence of organizational maturity
Comprehensive Thinking in Management
Companies in their environments
Key success factors
Corporate policy and corporate culture
Nature and significance of corporate policies
Corporate identity
Corporate culture
Vision and core values
Strategic Management
Philosophy, tools and methodology of strategic management
Procedures to develop corporate strategies, business unit strategies and functional strategies
Balanced scorecards as a strategic controlling tool
Organization and Management Structures
Procedures for the design of organizational structures
Segmentation and design of business units
Prerequisites for structures and procedures fostering efficiency
High performance organizations
Marketing
From customer orientation to actively influencing customer satisfaction
Buildling blocks of a marketing concept
Techniques to improve market performance
Part 2
Human Resources Management
Employees as primary success factor
Elements of modern human resources management
Strategic personnel management
Increasing Efficiency with Personnel Development
The factors affecting employee performance
High employee satisfaction through great performance
Strategy formulation: Design of trendsetting strategies on corporate, managerial and functional level
Communication
Communication in leadership
Interviews, goal setting reviews, performance reviews, qualifications, compensation reviews
Dialogues to achieve behavioral change of employees
Leadership Styles
Methodologies of effective leadership
Individual work techniques on the bench
Benefits of optimized decision making processes
Management by objectives, development and implementation
Optimizing personal leadership skills
Part 3
Financial Leadership
The financial business concept
Managerial accounting
Management of financial key factors such as liquidity, profitability, and leverage
Cost accounting
Management of P & L Statements
Leadership tools for financial management
Management with performance figures
Steuerung der finanzwirtschaftlichen Schlüsselfaktoren Liquidität, Rentabilität, Finanzierung
Kostenrechnung
Planning and Budgeting
Planning and budgeting in dynamic organizations
Handling plan deviations
Modern Finance Management
Planung und Budgetierung im dynamischen Unternehmen
Strategic goal systems: How to translate strategic goals and guard rails into actual goals.
Modern Finance Management
Analysis of financial statements and evaluation of performance numbers
Finance planning
Finance tools
Investments and feasibility studies
DATA
further executions
DATA
further executions
DATEN deutsch
DATEN deutsch
Execution 1015-E (English 2x4days)
1st part
20.01.2020 – 23.01.2020
2nd part
30.03.2020 – 02.04.2020
2nd part
29.06.2020 – 02.07.2020
Register
Execution 1015-E (English 2x4days)
1st part
09.03.2020 – 12.03.2020
2nd part
04.05.2020 – 07.05.2020
2nd part
21.09.2020 – 24.09.2020
Frankfurt, DE
Register
Execution 1015-E (English 2x4days)
1st part
04.05.2020 – 07.05.2020
2nd part
06.07.2020 – 09.07.2020
2nd part
24.08.2020 – 27.08.2020
Register
Execution 1015-E (English 2x4days)
1st part
04.05.2020 – 07.05.2020
2nd part
14.09.2020 – 17.09.2020
2nd part
09.11.2020 – 12.11.2020
Register
Execution 1015-E (English 2x4days)
1st part
14.09.2020 – 17.09.2020
2nd part
12.10.2020 – 15.10.2020
2nd part
09.11.2020 – 12.11.2020
Register
zurück
DATA
DATA
Execution 2010-E (English)
1st part
03.02.2020 – 07.02.2020
Berlin, DE
2nd part
04.05.2020 – 07.05.2020
3rd part
15.06.2020 – 18.06.2020
Register
Execution 2020-E (English)
1st part
03.02.2020 – 07.02.2020
Berlin, DE
2nd part
04.05.2020 – 07.05.2020
3rd part
19.10.2020 – 22.10.2020
Register
Execution 2030-E (English)
1st part
14.09.2020 – 18.09.2020
2nd part
28.09.2020 – 01.10.2020
3rd part
19.10.2020 – 22.10.2020
Register
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Further information about this seminar
TEILNEHMERSTIMMEN
Inspirierende und konzentrierte Wissensvermittlung. Gut geeignete Fälle für die Praxis. Unterlagen, die eine Fülle von Lernanregungen enthalten.
Christoph Fay, St. Galler Geschäftsführer- und CEO-Programm 2008
Deutsche Lufthansa
Sollte jeder früh genug in der Karriere besuchen!!
Dr. Robert Gnann
LANXESS Deutschland GmbH
Seminar ist praxisnah. Motivation ist garantiert.
Pascal Sutter
ETAVIS Broger AG