A role with general management responsibility requires holistic management knowledge. In addition to the skills already available as a specialist, a profound knowledge of the functioning of an organization is required. The principles of professional management must be incorporated into decision-making and leadership behavior. Modern management tools must become the general manager’s “tools of the trade”. Professional gaps must be closed: The engineer recognizes the possibility of marketing. The biologist learns to assess country-specific strategies and sales concepts. The sales manager understands the relationships between market share, sales growth, capital intensity and profitability. And all of them together recognize what is necessary to effectively implement changes, lead people in a certain direction and achieve first-class results together as a team.

The certificate proves that you have acquired a top-class qualification for the profession of General Manager.

Admission:

At least 4 years of professional experience in line, staff or project management

Fee:

CHF 26’900.- plus VAT;
Euro at the daily rate

Anyone entrusted with the management of a division assumes an important function: division managers are particularly challenged: As specialists and technical managers, they optimize their area of expertise; as generalists, they think in a process-oriented way and enable the implementation of the strategies specified by the management. Effective divisional managers integrate their division into the overall structure. However, where necessary and in the overall interest, they know how to assert themselves with colleagues and those responsible for their area. They continuously optimize productivity and costs; manage the satisfaction of internal and external customers; develop new employees and lead according to the situation, with freedom or tight control. Their entrepreneurial attitude shapes their understanding of their role: they are the ones who turn concepts and plans into concrete results. You are at the heart of the action, where it is important to translate skills and competitive advantages into productivity and customer benefits.

For department heads and managers who want to qualify for the career step to division manager.

Admission:

Min. 3 years management of a department, function or important project

Fee:

CHF 23’900.- plus VAT;
Euro at the daily rate

Participants:

Top performers from all areas who already have responsibility for projects or are to be trained for them.

Focus:

Business competence, appearance, negotiation, financial competence, customer and market management

Duration:

22 Seminar days in 6 parts

Benefit:

Upon successful completion, you will receive the SGBS certificate. This is proof that you have acquired a top-class qualification for the profession of project manager.

Fee:

CHF 22’900.- plus VAT;
Euro at the daily exchange rate

Concept: Project managers need networks, mentors and promoters. They need to lead without power. To do this, they need a high level of emotional intelligence. This allows them to show what they are made of, detached from hierarchy and line. They can prove that they are capable of greater deeds. However, they need knowledge and skills. We teach both at the St. Gallen Project Manager School.

Participants:

Current or future department heads

Focus:

Execute more efficiently – lead more. This could be the guiding principle of a career as a department head.

Duration:

20 Days in 5 Parts

Benefit:

After successfully completing the course, you will receive a certificate from St. Gallen Business School. This is proof that you have acquired a top-class qualification for the profession of department head.

Fee:

CHF 19’900.- plus VAT;
Euro at the daily exchange rate

Concept: As a department manager, it’s all about achieving above-average results thanks to committed employees. The skills required for this are Communicating values and desired behavior; agreeing on goals; promoting their implementation, coaching, monitoring; conducting employee appraisals, qualifying, praising; resolving conflicts, demanding performance. The resulting motivation must then be used as a focused implementation force: for more customer benefit, more quality, more productivity, more profitability.