Postgraduate Diploma in Strategic Leadership of Performance & Productivity

Identify a number of critical thinking methodologies and procedures frequently employed in conventional corporate operations.

Elucidate the function of critical thinking in decision-making, employee communication, and strategic formulation.

Conduct a critical analysis of arguments advocating for business proposals and decisions, pinpointing the various forms of intentional and unintentional ‘cognitive errors’ undermine the argument’s legitimacy.

Conduct a critical analysis of a business argument, delineate its fundamental components, and assess its validity.

Elucidate potential rationales for the perspectives held by individuals and collectives.

Analyse how individual and collective perspectives may be altered and shaped and how possible conflicts can be mitigated or eliminated through effective managerial and leadership practices.

Elucidate the fundamentals of logic concerning formulating a compelling argument.

Conduct a critical analysis of the advantages of deductive and non-deductive reasoning in constructing a business case for a suggested course of action.

Clarify how critical thinking might facilitate performance enhancement.

Explain the importance of strategic planning within a competitive corporate landscape.

Explain the elements of a corporate plan and the interconnections or overlaps among them.

Conduct a critical business scenario analysis and suggest a methodology for identifying and assessing strategic alternatives with recognised strategic planning instruments.

Implement a change management framework in a specific context.

Develop a change process for a specific situation that acknowledges the inherent ‘human aspects’ involved in change initiatives and incorporates strategies to mitigate or reduce opposition to the change.

Explain the connection between strategic change and continual improvement, delineating the function of each in corporate advancement.

Explain methods by which learning can be promoted and enhanced to cultivate both individual and collective competencies that contribute to ongoing improvement initiatives.

Explain the characteristics of Kaizen that render it effective as a tool for involving a workforce in enhancement initiatives.

Recognise indicators of a problem or potential for performance enhancement.

Develop a detailed process map – Kaizen event chart.

Explain the significance of performance data within the Kaizen methodology.

Create a process map.

Define ‘value’ as it pertains to lean philosophy.

Perform a lean analysis to identify value-adding and non-value-adding processes in a process.

Utilise ‘idea generating’ technologies to provide solutions for problems and enhance processes.

Develop a Solution Selection Matrix.

Explain the methods for effectively managing resistance to change.

Develop a Solution Monitoring Plan.

Explain the significance of fostering a culture of creativity and productivity for ongoing enhancement.

Establish the place of quality in productivity and performance improvement.

Evaluate the role of planning and preparation in a structured improvement process.

Identify and prioritise activities and areas for improvement based on performance data.

Apply measurement factors/performance indicators appropriate to specific manufacturing processes and contexts.

Critically compare the Total Quality Management approach with alternative approaches to performance improvement.

Suggest tools and techniques of improvement relevant to different organisational levels.