105 Decision Making courses in Nottingham

Overview Effective decision-making requires the adoption of decision approaches that fit the complexities of these situations and the efficient management of decision-making processes. It also requires the ability to think strategically in highly interactive markets and acute insights into the psychology behind people's behaviour. Objectives Develop critical thinking skills, sharpening your intuition in the face of risk and uncertainty Learn ways to discover, manage, mitigate and avoid decision-making traps Learn to leverage the power of 'nudges' - a light-touch way to influence human behaviour and improve decision-making Boost your ability to build high-performing teams by understanding what conditions enable teams to make better decisions than individuals Become a more strategic leader and decision-maker by understanding the long-term impact your decisions can have on your organisation

In today's dynamic business environment, Managers need to evaluate different courses of action and make decisive decisions.

Decision Making and Problem Solving: In-House Training We may live in an era of fast technology and increasing reliance upon automation, but our human abilities to think critically, make careful decisions, and solve nuanced problems are more important than ever. Our personal lives depend on those things, and so do the lives of our organizations. Since business is now conducted at remarkable speeds, we put our organizations at great risk daily when we have weak competencies with decision-making and problem-solving. Decisions and solutions that are executed impulsively and without structured approaches can create more problems or make existing ones worse! This course aims to help participants improve their skills so they can execute well and add value to the workplace. Learners will experience multiple decision-making and problem-solving models, tools, and techniques meant for the real world. They will learn how to align their growing toolboxes with the right situational contexts so that they can transfer that skill to the workplace. They will also discover how indecision, cognitive bias, and default thought processes can create obstacles to effective decision-making and problem-solving. What you will Learn Recognize the importance of making a sound decision in a timely manner Infer types of cognitive biases and obstacles that impact decision-making Separate facts, requirements, ideas, and perceptions when making a decision or solving problems Apply structured decision-making and problem-solving approaches Conduct cause and effect and Force Field analyses Evaluate alternative solution methods using various techniques Analyze real world situations to determine the best aligned decision-making and problem-solving models, tools, and techniques Implement decision-making and problem-solving models, tools, and techniques Foundation Concepts Contextualizing decisiveness and problem-solving Discriminating between decisiveness and problem-solving Understanding Decision-Making Decision-making challenges and impacts Key drivers of good decision-making Thought processes and obstacles Knowledge, skills, and abilities (KSAs) Decision-Making Models and Supporting Tools Decision-making models, tools, and guidelines Tools to evaluate alternatives Translating requirements into action Problem-Solving Defining the problem Problem-solving models Cause and effect analysis Quick hit vs. innovative problem-solving Summary and Next Steps Course summary Personal action plan

Overview When it comes to a complex decision-making process, we are always confronted with problems that require us to take an efficient decision. It involves prioritising our work, understanding the failure of the process and deciding how to resolve the issue. All these things require a realistic approach to problem-solving.  This course will enable us to learn how to be inventive, logical decision maker by understanding the principles behind critical thinking and the tools used to consistently identify and select the best decision among multiple alternatives.

When managers have too many decisions to make, it can have a serious impact on the speed and efficiency of the organisation. When those decisions are commercial ones, the results can wreak havoc with the bottom line. Often the problem arises when those below them or in operational areas of the organisation aren't equipped or allowed to make a decision for themselves. Issues get passed back up and that wastes time. This programme provides a solution, giving your entire team the skills to: And most importantly, they'll be able to do this in line with the broader aims and commercial objectives of the business. By the end of the programme participants will be able to: Fully appreciate the importance of effective decision-making in business Use the five-step 'Stop, Think, Act!' decision-making process Stop leaping to conclusions Really understand the situations and decisions they are dealing with Identify good options Evaluate those options Make decisions and then put them into action Apply these tools and techniques to all their decisions in future 1 Understanding the business we work in What are the critical factors in our business? What is the SWOT analysis for our business? 2 Understanding what decision-making is 3 Background Culture of 'having to be doing' To change things we have to think about it! We are paid to make decisions! 4 Recognise the opportunity to make a decision 5 The 'Stop, Think, Act!' technique 6 STOP! Recognise the opportunity to make a decision Don't leap to conclusions Get ready to think Initial questions:Is this my decision? (Do I have the authority?)Who is this going to affect? (Do they need to be included?)When do I need to make the decision? (What's the timeline?) 7 THINK! The 3 Cs - making sure we understand the decisions we have to make What is the context of this decision?What is the overall situation?Why is this decision important?What do we need to achieve?What will success look like? Do I have clarity about the decision I need to make?Can I write it down?Can I express it clearly in two sentences? What are the criteria?What are the critical commercial factors that we will use to select our options?What will we use to measure the business success? 8 ACT! Identifying options What data do I need to collect?Issues with today's overloadIdentifying what will help you Select optionsHow many options?Must match your criteriaMust achieve success'Decision compass' exercise Analyse optionsTabular methodRisk analysis (likelihood v effect)Head, heart and gut (is there any organisational history/bias that we are up against?) Making your decision Taking it to actionFirst actionsPlanning how to make it happen

Overview This course is designed to evaluate the financial statement, budget and making an effective decision. It will help to understand Discounted Cash Flow and its techniques, applications of financial statements and decision-making process.  In this programme, you will challenge representatives to learn how to make use of financial statements to assess the strategic or financial performance of an organization. It will help to understand DCF Discounted Cash Flow techniques along with their apps for financial making decisions and making use of ratios in order to identify the major areas of concern. Find out the elements like weaker financial signals, major success factors, and robust financial signals within your own industry. It Projects future performance assuredly through real-world budgeting.

This workshop will provide an opportunity to understand and apply a range of commercial analysis tools in a problem-solving environment.

This 2 day course is ideal for Team Leaders and Managers who have had little or no training in the role where they have to lead a team and take on management responsibilities. It will give them confidence and the skills to take decisions and get the best performance from their team. The most popular of our management training courses, the First Line Management course is specifically for people who are new to a management position or who are about to undertake a management position and have had no formal management training. Anyone who is new to a management or supervisory position will benefit from this course. Run over two days, the syllabus of the First Line Management course will cover a wide range of topics to give new or inexperienced managers a firm understanding of the foundations needed to begin their journey as a manager. It includes units on effective communication, managing your team, managing yourself, delegating, setting objectives, effective planning and personal development. Course Syllabus Module OneRole Assessment and Personal Development Planning Understanding roles and responsibilities Outline framework of management Taking the step into management Identifying personal development needs and planning Module TwoEffective Communication Skills Communicating to be effective - how and what to communicate Designing effective questioning techniques and listening actively Non-verbal communication Dealing with, and responding to, differing communication styles Module ThreeManaging Yourself Use of planning tools and techniques Dealing with time stealers and interruptions Learn how to delegate effectively Module FourManaging Your Team Understanding different management styles and how to use them Recognising performance management Setting expectations and clearly defining roles and responsibilities Pinpointing performance and motivating your team/individuals Learning the management actions required to maintain team effectiveness Team dynamics and looking at individual behaviour within teams First Line Management Course Management is the efficient, effective and economic use of resources to achieve results with and through the efforts of other people. Leadership – a definition Inspiring others to follow your lead by creating a compelling vision of the future, whereby targets are not merely achieved, but are surpassed . Leadership – a definition Inspiring others to follow your lead by creating a compelling vision of the future, whereby targets are not merely achieved, but are surpassed . The Role of the First Line Manager as ‘Leader'. First Line Managers have Leadership responsibilities – this is often the biggest challenge for Team Leaders and Supervisors who have to adapt from performing a task to motivating a team. At the beginning of the 21st century, the most powerful sources of growth, employment and wealth creation are found in innovation-driven industries. As a result, organisational leaders face a whole new set of challenges. They have to change and will increasingly need to rely on the knowledge, skills, experience and judgement of all their people. Organisational leaders will need to place less emphasis on traditional structures and control, and concentrate on five key priorities: . Five Key Priorities . using strategic vision to motivate and inspire empowering employees at all levels accumulating and sharing internal knowledge gathering and integrating external information challenging the status quo and enabling creativity Using Strategic Vision. Effective leaders will develop a strategic vision that is clear and compelling, and communicate it in a way that gives a real sense of purpose and direction. A powerful vision is clear about direction and objectives, proactive in its approach, but allows room for flexibility about the means of achievement. A powerful vision is important because it is one way of linking the present to a desirable future. The role of strategic planning is then to map out a path to achieve that vision. However, visionary thinking should not be the exclusive province of the organisation's top executives. Successful leaders will encourage participation in the formulation of a strategic vision that offers different perspectives and encourages commitment. It is also important to empower employees with the responsibility and authority to implement the vision. . Empowering Employees. Some people have proposed the view that the great leader is a great servant [2]. Certainly, many organisations believe that an environment based on trust will produce better results than one of rules, regulation and hierarchy. This means that leaders will increasingly have to respond to their employees' needs and take on some unaccustomed roles, such as coach, teacher, information provider, facilitator, listener or supporter. But for empowerment to work, organisations will have to share information and knowledge far more than they have done in the past. This will certainly include First Line Managers . Challenging the status quo and enabling creativity. There are a number of ways in which effective First Line Managers can challenge the status quo and enable creativity: . Facilitate ‘constructive dissent', i.e. encourage people to question openly a manager's perspective without fear of retaliation. An interesting example of this is at Motorola, where employees can file a ‘minority report' and lodge a different point of view to their immediate First Line Manager on a business issue. Foster a culture that encourages risk-taking. Create a sense of urgency by producing a compelling picture of the risks of not changing. To summarise, successful First Line Managers will be those that are proactive both in facilitating organisational learning and encouraging positive adaptation to external changes. . A 2 day First Line Manager Course will accelerate the process for Team Leaders and Supervisors to reach a high level of competence and confidence in the Leadership role they have . Sample Exercises Our range of bespoke First Line Manager modules works wonders! The course outlines may look as you'd expect - but the content, approach and effect is very much greater than expectations. We have a very large library of innovative exercises that are highly effective in capturing and embedding the learning points in a practical way. Following each exercise - that may be aligned to a 'Financial Theme' - they are debriefed fully and related to how the learning can to be applied back in the work-place. They are also really great fun!! Here are some template modules and sample exercises designed to embed the learning in a motivational and memorable way:- Sample 'ice-breaker' Exercise - Number Crunch The team must be effectively led and motivated to work as one to reach their objective of visiting each location in a short period of time. Debrief - Leadership and co-ordination, strategy and planning, adapting approach, decision making & control Sample Exercise - Through the Hoop Taking the full team through the 'hoop' within the 'stretching' time limit is likely to exceed the group's own self-limitations. Time ManagementSample Exercise - Cones This task requires the team to take a numbered tower of 5 cones from point 'A' to 'B' in a specific order; this will have to meet the criteria outlined in the brief. The option of 'C' is vital to achieve the results. Debrief: Stepping back for overview Planning disciplines Time-budgeting Skills audit for delegation Handling ConflictSample Exercise - Cave Rescue Requires that the group make some difficult choices and then hold a press conference to justify their decisions while under scrutiny and criticism. This also displayed some required leadership learning; notably that a unified leadership team is crucial to gain commitment and confidence and also how vital it is to plan for any communication that will involve some sort of conflict. Handling Conflict and maintaining control in a professional manner are key debriefing points from this exercise. Communication, Negotiation & InfluenceSample Exercise - Red & White There is a specific time managed agenda and itinerary, which puts the group under pressure. The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing Points: Engaging the other group to 'buy-in' to collaboration Commercial consequences when collaboration is lacking or difficult Effective communication and influence across barriers Global Thinking & Business Mind-setSample Exercise - Dragon's Den The delegation is split into 2 -3 groups - each with a specific product or service to win the Dragons' investment. (A specialised Toy; A unique Team Building Training programme; An eBook Library; An innovative soft-ware package for the Retail Industry Sector. They have to also present to the Dragon's Den their business case for feedback and negotiate with the Dragons to gain either an 'I'm in' or an 'I'm out' reply. Debrief: Global business potential Supply Chain appreciation Commercial framework Performance ManagementSample Exercise - Juggling The group will be asked to set their own team target of how many 'issues' (balls) they can manage at one time. This involves devising a sequence between the group to achieve maximum results without making any mistakes. We introduce different balls which represent different degrees of complexity, challenging the group's preparation and approach to a variety 'team members' needs. Debrief: How to maintain focus when pressure is applied Ensuring effective communication Clarifying the approach for dealing with the unexpected Setting expectations and reviewing delivery Treating every team member as an individual Prioritisation & OrganisationSample Exercise - Labyrinth This activity requires the group to solve a number of tasks through verbal communication only, but they will be forbidden to write any information down or make any gestures using their hands. They will each be provided with a great deal of different pieces of data that has to be assimilated within an increasingly pressurised time-scale. The material also contains distracting and misleading 'red-herrings'. The task requires delegates to keep focussed on the 'critical path' and be very organised in order to meet the dead-line. Debrief: Rigour of planning - SMART Prioritising through ambiguity Time budgeting Assigning roles & responsibilities to break down volume of material The value of keeping accurate records In-House & Classroom Courses Available Online We have developed an alternative to traditional face-to-face training that continues to provide a full learning experience, and allows delegates to learn effectively whilst self-isolating from home. This is how it looks: Delegates booked on Classroom and In-House courses will continue to have access to their trainer online throughout the days that the course is booked to run. Prior to a delegate's course start date, they will be enrolled on our e-learning platform (in partnership with BCF Group) for the course they are booked on to. They will also be given contact information for their trainer, and details of how to access the online workshops. Delegates will not require any special IT equipment. A desktop computer, laptop, tablet, or a mobile phone with internet and audio capability is all that is required. Delegates taking ILM Qualifications will then proceed to the book review, video review and work based assignments with 12 months tutor support as appropriate, and in line with our previous arrangements. We hope you agree that this blended learning experience represents the safest way to continue supporting our clients and delegates during the Coronavirus disruption. In-House Courses This is our own management training course which has been developed and refined over the many years we have been providing it to delegates from organisations in virtually every industry. This means that the course syllabus is flexible and can be tailored to the specific requirements of a new first line manager or managers, making it ideal for companies or organisations who require an in-house first line management training course which is attended by a number of current or potential managers. Scheduled Courses A one day version of this First Line Management course is available as an Open Course delivered at our partner, the BCF's Training suites in Nottingham and Reading from the following scheduled dates... Classroom Course - Nottingham (NG12 4DG) Classroom training courses enable you to benefit from having the tutor and other delegates right there in the room with you. Face-to-face training sessions are one of the best ways to learn, as it is easy to ask questions and have group discussions. Cost: £595 + vat 16 October 2023 09 January 2024 11 March 2024 Classroom Course - Reading (RG41 5QS) Classroom training courses enable you to benefit from having the tutor and other delegates right there in the room with you. Face-to-face training sessions are one of the best ways to learn, as it is easy to ask questions and have group discussions. Cost: £595 + vat 07 December 2023 15 February 2024 14 May 2024 Zoom™ Course Attending a course via Zoom videoconferencing gives you all of the benefits of classroom training without the need to leave your home or office. You still benefit from a real tutor facilitating the programme, and the content is exactly the same. Cost: £495 + vat 11 September 2023 04 December 2023 13 March 2024 Dickson Training Ltd Founded in 1985 in Yorkshire, we have built an impressive and loyal client base. Our partnerships are built by consistently delivering outstanding development solutions and working in close collaboration with our clients, resulting in us becoming a leading UK and international training provider.

Overview Financial Analysis and Decision Making specifies a financial outline to support the life cycle approach of managing tedious projects over a long time scale. This course includes the advanced level of accounting structures which are required to insert knowledgable information in order to make decisions or to support the decision-making process where accounting and financial information overlaps other decision-making processes. In order to manage the growth of the organisation and measure the profitability it is very important to do a financial analysis. This course will take you through different models of accounting and finance which is helpful for the decision-making process thereby helping ensure sustainable growth and success.

Overview Financial Analysis and reporting play a very important role within the organisation and its stakeholders. This course is designed to analyse the functions of financial reporting in communication and its effects on decision-making processes or managerial decisions. It will highlight the accounting and financial standards-setting process and its implication on the organisation globally. Financial Analysis and reporting discuss how accountants act as processors and purveyors of information for decision-making and the needs of those who use accounting information. It also looks at the role performed by accountants and notes the need to be aware of relevant regulatory and conceptual frameworks.