Understanding the importance and benefits of auditing Quality Management Systems

Understanding the importance and benefits of auditing Quality Management Systems.jpg

Auditing Quality Management Systems is a core requirement for ensuring that Quality Management Systems – defined as “…a set of policies, processes and procedures required for planning and execution” in the core business area of an organization, meaning those that impact the ability of the organization to meet customer requirements – are updated and kept in compliance with regulatory requirements. The ISO 9001 set of standards is a step towards helping organizations achieve this end.

The ISO 9001 series, aimed at facilitating and ensuring that organizations of various kinds audit their Quality Management Systems in tune with regulatory requirements set out in this standard; was first implemented in the 1980’s. Today, across the globe, over a million organizations have been certified for complying with its requirements. The ISO 9001 is a tool for auditing Quality Management Systems across all kinds of organizations: big, small or medium to one stop providers to multinational organizations that operate in various geographies.

Why is auditing of Quality Management important?

Understanding the importance and benefits of auditing Quality Management Systems2

ISO standards have been arrived at after years of practice, observation and trial and error endeavors. These standards have evolved over continuous implementation of many best practices that are suited to particular organizations based on the size of their operations and the nature of their business.

An organization that has been in the practice of auditing Quality Management Systems is said to be implementing a better way of dealing with risk management. It is also considered an organization that enjoys enhanced stakeholder and customer confidence, as well as an improved, efficient and effective management and operational systems.

More than anything else, auditing Quality Management Systems are the surest means to ensuring that products and services from an organization meet certain prescribed processes and standards. An auditing Quality Management System officially certifies that the organization task a risk-based, process oriented, streamlined approach to ensure the safety, reliability and consistency of its products and services. A company that puts auditing Quality Management Systems in place is said to be more conscious of meeting customer expectations and makes continuous efforts and improvements into its products and services and complies with the law.

Certification is proof that the organization is auditing its Quality Management Systems

Businessman with a compass holding in hand

Certification is like the proof of the pudding in Quality Management Systems audits. A company may claim to be implementing quality standards, but how does the world come to know about it? It is only through auditing Quality Management Systems certification that this happens. For a company to earn auditing Quality Management Systems certification; it has to be audited by the ISO. Upon careful scrutiny of its practices, the ISO awards the organization the 9001 Quality Management Certification.

What are the benefits of auditing Quality Management Systems certification?Certification from the world’s leading Quality Management Systems auditing certifying body gives such an audited and certified company a host of credentials and benefits. These are some of them:

auditingQualityManagementSystems

Good Manufacturing Practices are essential for ensuring quality

Good Manufacturing Practices (GMPs) constitute one of the core components that go into the manufacture and distribution of foods, drugs and other pharmaceutical products. Good Manufacturing Practices are prescribed by regulatory agencies from around the world, the FDA and the EMA being among them.

The guidelines set out by these regulatory agencies are aimed at bringing about standardization in the process of manufacture of these products and to ensure their quality. The utmost diligence of organizations that manufacture these products is called for.

goodManufacturingPracticesThe FDA attaches the highest importance to quality, since drugs and pharmaceuticals are consumed by millions of Americans for a variety of diseases and conditions. Keeping this in mind, the FDA has formulated guidelines with which manufacturing maintains set quality standards across a range of products ranging from foods to pharmaceuticals. The whole set of guidelines for manufacturing products in a variety of industries and activities is clubbed under the collective term, “Good Manufacturing Practices (GMP)”. The FDA attaches the highest importance to quality, since drugs and pharmaceuticals are consumed by millions of Americans for a variety of diseases and conditions. Keeping this in mind, the FDA has formulated guidelines with which manufacturing maintains set quality standards across a range of products ranging from foods to pharmaceuticals. The whole set of guidelines for manufacturing products in a variety of industries and activities is clubbed under the collective term, “Good Manufacturing Practices (GMP)”.

Since these best practices keep changing from time to time and the latest developments overshadow the existent ones; the FDA expects manufacturers to keep abreast of the latest regulations it passes, called cGMP, meaning “current” Good Manufacturing Practice.

No single set of standardsgoodManufacturingPracticesGMPs and cGMPs are not a single, rigid and monolithic set of standards or rules that everyone is expected to implement in their manufacturing systems. The regulatory agencies prescribe a broad set of general principles, from which a manufacturer from particular industries have to implement at a minimum level of quality requirements, the ones appropriate to it. Further, these guidelines offer options on the ways by which those regulations that are relevant to it can be accomplished. The organization needs to determine the one that suits it best for implementing that system.

Purpose of Good Manufacturing PracticesgoodManufacturingPracticesWhy the regulatory agencies take this task upon themselves is because the consumer is not in a position to identify a spurious product or one that has not been through all these scientifically designated processes. The fundamental purpose for which the regulatory agencies require adherence to the CGMP regulations is that compliance to these guidelines is a means to assuring the following:

goodManufacturingPracticesIn order to achieve this, drug manufacturers have to take all the steps needed to control the manufacturing operations. This includes establishing strong Quality Management Systems, obtaining appropriate quality raw materials, establishing robust operating procedures, detecting and investigating product quality deviations, and maintaining reliable testing laboratories.

The FDA believes that putting all these steps and processes in place through this formal system of controls by a pharmaceutical company is a means to prevent mix-ups, contamination failures, deviations and errors. In addition to ensuring that drug products that go through these processes meet their quality standards; the cGMPs help to put in place systems with which proper design, monitoring, and control of manufacturing processes and facilities are assured.

Highlights of GMPs/cGMPsThe nature and role of current Good Manufacturing Practices can be summarized into the following:

goodManufacturingPractices

The GMP regulatory requirements in the EU

The EMA, being the regulatory agency for the EU; oversees the implementation of cGMP guidelines. The EMA’s guidelines apply to all the Member States of the European Union. The purpose for which these guidelines are set out by the EU is more or less the same as that for which other agencies such as the FDA lay out these rules. The essential reason for which this is done is to ensure that the pharmaceutical or any other regulated products:

goodManufacturingPracticesThe EU’s directives on GMP are listed out in its important legal frameworks and guidelines. These include:

  • Regulation No. 1252/2014 and Directive 2003/94/EC, which are for active substances and medicines for human use
  • Directive 91/412/EEC, which relates to medicines for veterinary use
  • Directive 2001/83/EC and Directive 2001/82/EC, which prescribe related provisions.

 

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The ISO 13485: 2016

The ISO 134855

The ISO 13485, which is the ISO’s global medical device standard; was upgraded significantly in 2016. This upgrade was carried out primarily to help the standard keep up with the changes that have taken place in the industry in about the decade and a half since the previous standard was brought into effect in 2003. Changes have taken place in a number of key areas of the medical device field, but the most important changes relate to the changes in technology and in relation to the increased importance of risk management at almost all levels in the medical device industry.

The earlier version was based on the ISO 9001:2000 standard, while the new upgrade is based on a later standard, the ISO 9001: 2008. Changes have been carried out into almost all the sections of the new standard, with the most important areas that have been changed including flexibility, the requirements from medical device companies to adhere to regulatory requirements, the inclusion of the risk based approach into the organization’s QMS, medical device filing and documentation, verification and validation, design and development, training, supplier monitoring and so on.

QMS is an important area of change

The ISO 134851

The QMS is the most prominent area in which the new document differs from that of the earlier version. Although the new version is considerably more closely aligned to the FDA’s Quality System Regulations (QSR); there still exist major differences. Not getting a proper grasp of these differences has the potential for creating problems in implementation.

Medical device companies also need to consider the Medical Device Single Audit Program (MDSAP), the mechanism through which the regulatory systems in a few jurisdictions will continue to rely on ISO 13485:2016. In relation to this mechanism, the fundamental difference between the US and the EU is this: the US will participate in MDSAP, but doesn’t expect to change its regulations, while the EU is not going to participate. It has published its own version, EN ISO 13485:2016, and will continue with the existing Notified Body system. however, the EU will promulgate in its own set of new regulations that will replace the directives. These will lead to new regulations, which will be new versions of EN ISO 13485:2016 and EN ISO 14971:2012.

It is crucial for medical device companies to keep track of the changes introduced in ISO 13485:2016, as this is the new standard that they have to comply with. While it is not legally binding to do this; they gain in a number of ways in being compliant with these changes.

Proper and full learning of the ISO 13485:2016

The ISO 134852

Being compliant with the new version requires a clear understanding of the new regulation, the ways in which it has to be implemented, the areas of work that need to be changed, and so on. A seminar being organized by GlobalCompliancePanel, a leading provider of professional trainings for all the areas of regulatory compliance, will explain all these.

At this seminar, the Director is Dan O’Leary, who is the President of Ombu Enterprises, LLC. Dan, who brings more than 30 years’ experience in Quality, Operations and Program Management in regulated industries including aviation, defense, medical devices, and clinical labs, will offer a complete understanding of how the new regulation needs to be implemented.

Please log on to The ISO 13485: 2016 to enroll for this seminar and get the right perspective of how to implement ISO 13485:2016. This seminar has been pre-approved by RAPS as eligible for up to 12 credits towards a participant’s RAC recertification upon full completion.

Implementation needs to be done quickly

The ISO 13485

The final version of the new ISO 13485:2016 standard is now available for companies to start implementing. The areas into which changes have to be carried out are quite expansive and huge in number. For many companies, the timeframe for implementation is quite short, depending on the expiry date of their current certificate. Dan will help participants overcome this handicap, and will offer practical implementation advice and suggestions to participants.

He will also use exercises and examples to help participants understand the ways of implementing according to the new guidelines and also analyze the implications of the newly revised regulation, in particular, regulatory systems including MDASP and its nonconformity grading system. This seminar will have the following agenda:

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Quality Assurance Auditing for FDA-regulated industries

Quality Assurance Auditing for FDA-regulated industries5

An effective audit constitutes the heart of an effective Quality System. The FDA and other regulatory agencies have emphasized this principle time and again. The purpose of an audit program is to ensure proper and thorough compliance with the guidelines set out by the regulatory agencies. A Quality Assurance audit should also ensure that the activities the company that is being audited is carrying out are within the legal guidelines and frameworks laid out by the respective regulatory authorities.

Two types of audits

Quality Assurance Auditing for FDA-regulated industries3

An organization that is in an FDA-regulated industry is required to carry out internal and external audits. The purpose of this dual type of audit is that one complements the other and the two together reinforce the audits. As the two terms indicate, an internal audit may be thought of as being a tool for self-examination. It is an audit that the organization’s own employees carry out to scrutinize the usefulness of the systems. An external audit, on the other hand, is one that is performed by an independent person who has the qualification and purpose for this kind of work. The purpose of both these types of audits is the same.

Audits based on process

Quality Assurance Auditing for FDA-regulated industries1

The core principle on which audits for the FDA-regulated industries are carried out as part of a Quality System is that since testing alone is not sufficient to ensure quality; quality should be inbuilt into the product. This approach, called the process based to auditing; has to, naturally, be based on an in-depth understanding of the entire set of processes that go into a Quality System before the commencement of the audit. A complete understanding of the processes relating to the business, control and production on the part of the auditors should be the basis to the process-based audit. Auditors then go about defining the criteria for the audit and the scope of the purpose they expect it to serve.

So, what to audit?

Quality Assurance Auditing for FDA-regulated industries

Since Quality Assurance auditing is generic to any FDA-regulated industry; a definition of what has to be audited is quite expansive. Based on the kind of the business, these are the important areas in which audit is carried out:

  • Product
  • Process
  • Quality System
  • Regulatory
  • Supplier
  • System
  • Management

The four phases of auditing

Four self-explanatory phases go into an auditing process:

  • The preparation stage
  • The performance stage
  • The Reporting stage
  • The follow-up and closure stage

Auditing of management systems

The ISO 19011

The ISO 19011

The ISO introduced the ISO 19011 management systems audit. The ISO makes it mandatory for companies to also audit the management systems along with Quality Systems. This is done to ensure completeness of the audit.

Passed in 2011, the ISO 19011 is the guiding principle for auditing a company’s management systems and the ISO standard for auditing a company’s management systems.

Full understanding of all elements of audits

A detailed explanation of the ISO 19011 and all other aspects of an ISO audit will be given at a two-day seminar that is being organized by GlobalCompliancePanel, a leading provider of professional trainings for the areas of regulatory compliance.

At this seminar, David Dills, Global Regulatory Affairs & Compliance Consultant who provides regulatory affairs and compliance consultative services for early-stage and established Class I/II/III device, IVD, biopharmaceutical, cosmetics and nutraceutical manufacturers on the global landscape, and has an accomplished record with more than 27 years of experience in the areas of Regulatory Affairs, Compliance and Quality Systems; will be the Director.

Please log on to Quality Assurance Auditing for FDA-regulated industries to enroll for this seminar. This webinar has been pre-approved by RAPS as eligible for up to 12 credits towards a participant’s RAC recertification upon full completion.

Benefits of participation at this seminar

Participants who attend this seminar will benefit in a myriad of ways. David will offer the following at this seminar:

  • Clear Understanding of Auditing Fundamentals
  • Understand Audit Preparation and Planning
  • Learn best techniques for Audit Performance
  • Learn best practices for Audit Reporting
  • How to address Audit Follow-up and Closure efficiently and effectively
  • Understand the requirements and expectations for being an effective auditor
  • How to develop into an even better auditor
  • How to structure, plan and manage your audits
  • How to develop your technical and non-technical skills
  • How to perform your best audit ever.

He will cover the following areas at this seminar:

 

 

 

Quality by Design using Design of Experiments 2017

The Q8, which is the ICH guidance document on pharmaceutical development, requires a drug product to meet its intended product performance as well as the needs of patients. A drug product is encouraged to adapt a systematic approach for pharmaceutical development in accordance with the steps defined by Quality by Design (QbD) principles, even though the strategy may vary from company to company or from product to product.

The ICH has offered further guidance and policies for explaining the ways by which the QbD approach should be integrated into the pharmaceutical Quality System. Some of these are:

o  Process design

o  Qualification

o  Continued process verification

o  Risk management

o  Validation.

Laxity in implementation is no longer an option

Despite the issuance of guidance on implementation of these requirements; many companies have not yet implemented QbD into their Quality Systems. This will change soon, though. Regulatory agencies have been taking a serious view of non-implementation of these requirements.

The ways in which reviewers will begin to enforce the requirements from these guidance documents have been spelt out in the manual the Chemistry, Manufacturing, and Controls (CMC) reviewers in the Office of Pharmaceutical Science (OPS) released on policies and procedures (MAPP).

The zeal with which the regulatory agencies will enforce compliance with the requirements of the QbD requirements has been emphasized also by the Director of the Center for Drug Evaluation and Research (CDER) at the FDA, who detailed the concept and reiterated the importance of using a QbD approach to pharmaceutical development in a paper he co-authored in The American Association of Pharmaceutical Scientists in May 2014.

Understand the ways of implementing QbD

In the light of the fact that a drug product can no longer afford to relax in its adherence to steps defined by Quality by Design (QbD) principles to adapting a systematic approach for pharmaceutical development; a meaningful and educative two-day seminar from GlobalCompliancePanel, a leading provider of professional trainings for the areas of regulatory compliance, will show the ways of doing this.

At this seminar, Heath Rushing, who is the cofounder of Adsurgo LLC and co-author of the book Design and Analysis of Experiments by Douglas Montgomery: A Supplement for using JMP, will be the Director. To gain complete insight into how to implement QbD, please register for this seminar by visiting Quality by Design using Design of Experiments. This seminar has been pre-approved by RAPS as eligible for up to 12 credits towards a participant’s RAC recertification upon full completion.

Complete learning on QbD using DoE

The core purpose of this session is to demonstrate how to integrate those QbD principles into a pharmaceutical Quality System. Towards this end, Heath will focus on how to establish a systematic approach to pharmaceutical development that is defined by Quality-by-Design (QbD) principles using Design of Experiments (DoE).

He will also take up the application of statistics for setting specifications, assessing measurement systems (assays), developing a control plan as part of a risk management strategy, and ensuring process control/capability for detailed description. All concepts are taught within the product Quality System framework defined by requirements in regulatory guidance documents.

A systematic understanding of the process

A QbD approach for pharmaceutical development studies should include a systematic understanding of the process. It should then use this understanding to establish a control strategy as part of a comprehensive quality risk management program. This systematic understanding should include both identification of significant process parameters and determination of a functional relationship (mathematical model) linking these significant process parameters to the critical Quality Attributes (CQAs). Heath will discuss these in depth.

Despite the thrust of this seminar on the use of DoE for QbD; it will integrate multiple aspects of QbD. An understanding of the relevant applied statistics will be offered, which will help participants understand how statistics can be used to help in two foundational requirements of QbD: A) Setting specifications, and B) Analyzing measurement systems.

Important tools for facilitating understanding

This seminar will also offer tools to participants, which will help them to derive value out of their designed experiments. Generating and analyzing both screening and response surface designs for QbD studies, the ways of using this information: best practices on presentation, setting control plans, constructing control charts, and evaluating process capability are among the other constituents of this course. This course uses the point-and-click interface of JMP software for analyses.

Heath will cover the following areas at this seminar:

o  Implement QbD principles from discovery through product discontinuation

o  Apply statistics to set specifications and validate measurement systems (assays)

o  Utilize risk management tools to identify and prioritize potential Critical Process Parameters

o  Identify Critical Process Parameters and develop a functional relationship between those process parameters and your Critical-to-Quality Attributes (CQAs)

o  Establish your design space

o  Develop a control plan as part of a risk management strategy

o  Ensure your process is in (statistical) control and capable.

Leadership Management Academy 201-202: Rising Through the Management Ranks 2017

 

Overview:

Why Should You Attend?

By attending, you will take advantage of a great opportunity to advance as a manager to the next level!

Too often, we focus on getting things done and results and miss working on our self-development. Let’s face it: this is how we get paid yet this is also how we keep falling behind when it comes to our careers. It’s time to get ahead! Don’t miss an opportunity to advance as a manager again!

We’ll take you through peer discussions addressing leading and managing, integrating finance and quality, managing your time effectively, managing performance and managing up.

Join us as we help you report back to your manager that “I’m ready to take the next step in advancing my management career!”

 

Why should you attend :

By attending, you will understand how to even more effectively:

  • Lead and manage
  • Integrate finance and quality in your organization
  • Manage your time, including prioritizing
  • Manage performance
  • Understand behavioral styles, so you can manage more effectively
  • Handle performance conversations, especially difficult conversations
  • Coach with purpose and focus
  • Manage to Action Plans, both by your team members and yourself
  • Build teams
  • Integrate performance improvement and quality improvement
  • Manage your manager, manage up

Are you concerned about getting ahead, taking the next step in your management career, yet you never seem to have the time?

Would you like to get a better handle on those difficult “performance conversations” you have to have?

Would it make a difference if you could coach more effectively with purpose and focus?

Would you like to improve your management skills to the point where everyone on your team is taking action to achieve results every day?

If you answered “yes” to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through these important topics, key questions and answers we all need to be able to address effectively to improve our team members’ and team’s performance, all of which helps us manage even more affectively and rise up the corporate ladder!

Areas Covered in the Session:

Leading and Managing

    • Coping with new roles as leaders
    • The differences between leading and managing
    • Leading effectively – best practices
    • Managing effectively – best practices

Integrating Finance and Quality in Our Organization

    • Quality Management
      • How are we managing quality in our organization?
      • Best practices
      • Improving quality and quality management
    • Quality and Cost – Drive down labor and supply costs while improving the quality of products and service provided
    • Management Integration – Find the right structure, align incentives, and engage managers in business and process improvements.
    • Revenue Cycle – Implement the cultural, process, technology, and talent strategies that will get better results with limited resources.
    • Budgeting — Planning, Implementing and Evaluating

Managing Time Effectively / Prioritizing

    • How we can be more efficient and effective
    • Determining priorities and focusing on the important (time management/delegation)
    • LEM goals
    • Managing increasingly multiple priorities and working relationships

Managing Performance

    • Understanding Behavior, Managing Performance Within a Behavioral Context
      • Behavioral styles – how can we quantify behavior interactions with customers and with co-workers
      • Evaluating behavior
        • Understanding behavioral tendencies (DiSC – Dominant, Influencing, Steady and Cautious) and addressing when reviewing performance
    • Performance Conversations, Difficult Conversations
    • How to have those conversations with employees (crucial performance conversations)
    • Coaching and mentoring – especially with those who are under-performing
      • Why might people not be performing well – understanding and addressing
      • Integrating coaching with performance conversations.
    • Action Planning
    • Follow-up to those conversations
      • Monitoring the Action Plan
      • Modeling the behavior we expect
      • Monitoring and reviewing of Action Plans
    • Performance Reviews
      • Working with HR for conducting performance reviews objectively
      • Managing and implementing Professional Development Plans (PDPs)
      • The importance of documenting performance
      • Letting someone go legally and professionally while protecting yourself at the same time
    • Integrating Performance Improvement and Quality Improvement
      • Taking this to the next level – follow-through – continuing that improvement
    • Team-Building
      • Keeping the environment positive while effectively managing performance
      • Supporting employee morale and job satisfaction – tips and techniques we can use
      • Building/sustaining a cohesive team – accountability
  • Managing Up
    • Managing your manager
    • Dealing with senior management
    • Managing new and evolving working relationships – how do you push back without pushing back
    • Persuasion influencing, (up) and negotiating up

 

Who will benefit:

  • CEO
  • Senior Vice President
  • Vice President
  • Executive Director
  • Managing Director
  • Regional Vice President
  • Area Supervisor
  • Manager

 

 

 

Agenda:

Lecture 1: Leading and Managing

Lecture 2: Integrating Finance and Quality – Part 1

Lecture 3: Integrating Finance and Quality – Part 2

Lecture 4: Managing Time Effectively – Part 1

 

Day 2 Schedule

Lecture 1: Managing Time Effectively – Part 2

Lecture 2: Managing Performance – Part 1

Lecture 3: Managing Performance – Part 2

Lecture 4: Managing Your Manager, Managing Up

 

 

Speaker:

Chris DeVany,

Founder and President, Pinnacle Performance Improvement Worldwide,

Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle’s clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom.

He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, “90 Days to a High-Performance Team“, published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.

He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues. He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster’s International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.

Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation. He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.

Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.

 

 

Location: Raleigh, NC Date: April 27th & 28th, 2017 and Time: 8:30 AM to 5:30 PM

 

 

Venue: Courtyard Raleigh-Durham Airport

Address:  Courtyard Raleigh-Durham Airport   2001 Hospitality Ct, Morrisville, NC 27560, United States

 

Price:

 

Register now and save $200. (Early Bird)

 

Price: $1,195.00 (Seminar Fee for One Delegate)

 

Until March 15, Early Bird Price: $1,195.00 From March 16 to April 25, Regular Price: $1,395.00

 

Register for 5 attendees   Price: $3,585.00 $5,975.00 You Save: $2,390.00 (40%)*

 

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Rising in one’s career through leadership management

Being a manager is an exercise in continuity. One does not become a manager and stop there. It is important to be, than to become managers. This means that management is a journey, not a destination. Because of this, continuous improvement is needed into this discipline from time to time.

Leadership management is needed to improve both the manager’s own self, and with it, the growth of the organization. Leadership management may be defined as the means by which one identifies, manages and sharpens one’s leadership capabilities. Why leadership management matters for organizations is that when leadership management is developed and refined with the right coaching, it can bring about tremendous change in the managers individually, for the whole team, and in the organization as a whole.

Leadership management is a tool for any ambitious manager

No manager who is ambitious likes to be left behind. It is the desire and ambition of any go-getting manager to stay ahead of her peers. The ways of doing this keep playing in the mind of any ambitious manager. Leading from the front and making a difference to her organization is always a priority for such self-driven managers.

Advancing professionally in one’s career and developing leadership management skills also give most managers a better grip on many practical aspects of management, which are not normally found in textbooks. The delicate performance conversations that they need to have from time to time with employees and the intention of making a difference by being able to coach their mentees more effectively, purposefully and with a strong sense of focus, are some of these.

Self-improvement and improvement for the organization

Leadership management brings about a sense of self-improvement of management skills, right up to the point of motivating the team to do the same on a daily basis. All this should reflect in improved positive results for the organization.

While all these are true; what is also equally true is that most managers hardly find the time to advance their careers. In keeping their sights on the managerial peak; most managers lose sight of leadership management and dilute their purpose. The culture in most organizations –that of getting things done in order to show results –is to blame for this.

In the process of working all the time to just show numbers; most managers lose sight of the more important goal of self-development, which often is at the core of leadership management. Advancing one’s own professional stature is the hallmark of leadership management and is as important as showing results for the organization. After all, a well lubricated, well-oiled managerial staff is the cog in the organization’s wheel.

Advancing within one’s own self as a manager by developing leadership management skills is extremely important, because a manager who is not growing from within cannot take the organization forwards. How does this happen? What are the ways by which managers can bring about leadership management? Is there an effective way of addressing issues concerning leadership management? What are the ways of improving it for the manager’s own good, which will result in benefits for the organization?

A complete understanding of leadership management  

All these will be part of a highly valuable, extremely interactive and entertaining session on leadership management. A two-day seminar on leadership management from GlobalCompliancePanel, a leading provider of professional trainings in all the areas of regulatory compliance, will show how to grow within the organization by focusing on leadership management.

This seminar will offer enjoyable lessons on management and self-improvement to such an extent that the participants laugh, listen and learn with the extremely lively Director of this seminar on leadership management, Chris DeVany.

To derive the immense benefit this seminar is going to impart, please register by visiting Rising in one’s career through leadership management .

Chris, the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organizational development; will lead participants though all these important topics and the key leadership management questions and answers that need to be addressed effectively if the manager has to play a major part in improving the team’s performance overall, as well as that of each member of the team.

An extremely useful session on leadership management

This seminar will be of immense use to all seekers of leadership management, as it will cover all the important aspects of leadership management. Peer discussions addressing leading and managing, integrating finance and quality, managing one’s time effectively, managing performance and managing up, are some of these.

Participants will be able to gain the following lessons on leadership management at the end of this highly useful session:

–       Lead and manage

–       Integrate finance and quality into their organization

–       Manage their time, including prioritizing

–       Manage performance

–       Understand behavioral styles, so they can manage more effectively

–       Handle performance conversations, especially difficult conversations

–       Coach with purpose and focus

–       Manage to Action Plans, both by the team members and oneself

–       Build teams

–       Integrate performance improvement and quality improvement

–       Manage one’s own manager, manage up.