IC培训
   
 
Strategic Thinking培训
 
   班级人数--热线:4008699035 手机:15921673576/13918613812( 微信同号)
      增加互动环节, 保障培训效果,坚持小班授课,每个班级的人数限3到5人,超过限定人数,安排到下一期进行学习。
   授课地点及时间
上课地点:【上海】:同济大学(沪西)/新城金郡商务楼(11号线白银路站) 【深圳分部】:电影大厦(地铁一号线大剧院站)/深圳大学成教院 【北京分部】:北京中山/福鑫大楼 【南京分部】:金港大厦(和燕路) 【武汉分部】:佳源大厦(高新二路) 【成都分部】:领馆区1号(中和大道) 【广州分部】:广粮大厦 【西安分部】:协同大厦 【沈阳分部】:沈阳理工大学/六宅臻品 【郑州分部】:郑州大学/锦华大厦 【石家庄分部】:河北科技大学/瑞景大厦
开班时间(连续班/晚班/周末班):2021年10月3日(欢迎您垂询,视教育质量为生命!)
   课时
     ◆资深工程师授课
        
        ☆注重质量 ☆边讲边练

        ☆若学员成绩达到合格及以上水平,将获得免费推荐工作的机会
        ★查看实验设备详情,请点击此处★
   质量以及保障

      ☆ 1、如有部分内容理解不透或消化不好,可免费在以后培训班中重听;
      ☆ 2、在课程结束之后,授课老师会留给学员手机和E-mail,免费提供半年的课程技术支持,以便保证培训后的继续消化;
      ☆3、合格的学员可享受免费推荐就业机会。
      ☆4、合格学员免费颁发相关工程师等资格证书,提升您的职业资质。

课程大纲
 

What statistics can offer to Decision Makers
Descriptive Statistics
Basic statistics - which of the statistics (e.g. median, average, percentiles etc...) are more relevant to different distributions
Graphs - significance of getting it right (e.g. how the way the graph is created reflects the decision)
Variable types - what variables are easier to deal with
Ceteris paribus, things are always in motion
Third variable problem - how to find the real influencer
Inferential Statistics
Probability value - what is the meaning of P-value
Repeated experiment - how to interpret repeated experiment results
Data collection - you can minimize bias, but not get rid of it
Understanding confidence level
Statistical Thinking
Decision making with limited information
how to check how much information is enough
prioritizing goals based on probability and potential return (benefit/cost ratio ration, decision trees)
How errors add up
Butterfly effect
Black swans
What is Schrödinger's cat and what is Newton's Apple in business
Cassandra Problem - how to measure a forecast if the course of action has changed
Google Flu trends - how it went wrong
How decisions make forecast outdated
Forecasting - methods and practicality
ARIMA
Why naive forecasts are usually more responsive
How far a forecast should look into the past?
Why more data can mean worse forecast?
Statistical Methods useful for Decision Makers
Describing Bivariate Data
Univariate data and bivariate data
Probability
why things differ each time we measure them?
Normal Distributions and normally distributed errors
Estimation
Independent sources of information and degrees of freedom
Logic of Hypothesis Testing
What can be proven, and why it is always the opposite what we want (Falsification)
Interpreting the results of Hypothesis Testing
Testing Means
Power
How to determine a good (and cheap) sample size
False positive and false negative and why it is always a trade-off

Session 3: Establishing a Vision
‘Mission’ Vs ‘Vision’
Why strategic plans fail and how to avoid failure
Agreeing a Robust Vision
The Need for Clarity and Measurability
Getting Buy-in to the Vision
Case Study/Exercise

Session 4: Becoming Strategic
‘Strategic planning & thinking
Developing techniques to think strategically
Communication
Identifying critical skills needed to succeed
Case study/Exercise

Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.

Session 5: Analysing the Current Business Environment and Influences
External Environments
The General Environment
What are the Key Influences Impacting
Business Product/Service Cycles
Customer Analysis
Case Study/Exercise

Session 6: Analysis of Resources
Analysing the Orga​nisation

The holistic approach
Silo Issues
Cross Organisational Assessment
Assessment:
Financial, Human Resources, Operations, Systems, Style
Case Study/Exercise

Session 7: Motivation & Change Management
Motivational theory
Practical motivation
Money as a motivator
Change agents
Resistance to change
The DREC curve
Approaches to change management
Case Study/Exercise

Session 8: Establishing the Strategy
Turning ‘Vision into Reality’
Creation of Strategic Movement
Developing Strategic Options
Strategy Implications
Identifying the Stakeholders
Cross Organisational Buy-in
Potential conflict areas
Countering Objections
Case Study/Exercise

Session 9: Projects and Measures of Success
New Projects Vs Business as Usual
The need for KPM’s
Measurement approaches
Using the Scorecard Approach
Key business drivers and traceability
Hard & Soft Measures
Establishing a metrics framework
Project Tracking
Risk reporting
Case Study/Exercise

Session 10: The Implementation Process
Resource allocation, strategic planning and control
Planning tools
Objectives
Tasks
Communications
Resource Allocation
Resource characteristics
Building the team
Projects Vs ‘Business as Usual’
Case Study/Exercise

Session 11: Managing the Strategic Change including Conflict Management
The need for conflict – is it healthy
Conflict as a problem
The causes of conflict
Managing, mitigating and/or avoiding conflict
The impact of the change and managing the effects
Selling the benefits of change to the organisation
Minimising the downside
Keeping the plan on track
Case Study/Exercise

Session 12: Assessing Your Team
Preparatory work
Personnel files
Work Records
Other colleagues
Meetings
Discussion groups & Forums
Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss.

Session 13: Dealing With people
Management styles
Behavioural styles
Bank cultural style
Bank and management policy style
Your personal style
Meetings
One to one encounters
Overcoming resistance
Dealing with your own bosses
Selling issues and challenges to your team
Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this?

Session 14: Communication Skills
Different styles
Corporate/Management style
Oral, written, electronic
Encouraging two way communication
Encouraging esprit de corps
Using “Top down” directives
Dealing with resistance
Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?

Session 15: Management styles
Textbook definitions
Your preferred style
Your institutions style, your boss’s Style
What works best for your department
What works best for the team
Case Study/Exercise: Do you think the collegiate style of management favoured by most management gurus is the best?

Session 16: The Role of a Manager
The move from Team member to Supervisor
The role in ensuring my Team achieves Team goals
Ensuring the Team continuously improves
Managing the whole role – time management & effective goal setting
Leadership ‘Presence’ – looking like the Leader
The Influence of Supervisor Behaviour – on the Team, on each Team Member
The focus of the effective Supervisor
Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?

Session 17: Managing Problems
Dealing informally, semi formally and formally
Methods of problem solving
Enlisting help and guidance
Resolution
Referral
Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief?

Session 18: Motivation
Basic motivating factors
Creating the right environment
Carrot/stick approach
Nurturing
Patronage
Case Study/Exercise: How would you persuade your team to work on a weekend without extra reward?

Session 19: Delegation
The art of delegation
When to delegate
Supervising
Avoiding overkill
Monitoring
What is trade finance
Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?

Session 20: Conflict & Resolution
Main causes
Resolution methods
Involving management
Dealing with challenges to your authority
Formal procedures
Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority?

Session 21: Staff appraisals
Importance
Objective
Remuneration considerations
Appraisal
Encouragement and guidance
Dealing with weaknesses
Case Study: You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.

曙海教育实验设备
android开发板
linux_android开发板
fpga图像处理
曙海培训实验设备
fpga培训班
 
本课程部分实验室实景
曙海实验室
实验室
曙海培训优势
 
  合作伙伴与授权机构



Altera全球合作培训机构



诺基亚Symbian公司授权培训中心


Atmel公司全球战略合作伙伴


微软全球嵌入式培训合作伙伴


英国ARM公司授权培训中心


ARM工具关键合作单位
  我们培训过的企业客户评价:
    曙海的andriod 系统与应用培训完全符合了我公司的要求,达到了我公司培训的目的。 特别值得一提的是授课讲师针对我们公司的开发的项目专门提供了一些很好程序的源代码, 基本满足了我们的项目要求。
——上海贝尔,李工
    曙海培训DSP2000的老师,上课思路清晰,口齿清楚,由浅入深,重点突出,培训效果是不错的,
达到了我们想要的效果,希望继续合作下去。
——中国电子科技集团技术部主任 马工
    曙海的FPGA 培训很好地填补了高校FPGA培训空白,不错。总之,有利于学生的发展, 有利于教师的发展,有利于课程的发展,有利于社会的发展。
——上海电子,冯老师
    曙海给我们公司提供的Dsp6000培训,符合我们项目的开发要求,解决了很多困惑我 们很久的问题,与曙海的合作非常愉快。
——公安部第三研究所,项目部负责人李先生
    MTK培训-我在网上找了很久,就是找不到。在曙海居然有MTK驱动的培训,老师经验 很丰富,知识面很广。下一个还想培训IPHONE苹果手机。跟他们合作很愉快,老师很有人情味,态度很和蔼。
——台湾双扬科技,研发处经理,杨先生
    曙海对我们公司的iPhone培训,实验项目很多,确实学到了东西。受益无穷 啊!特别是对于那种正在开发项目的,确实是物超所值。
——台湾欧泽科技,张工
    通过参加Symbian培训,再做Symbian相关的项目感觉更加得心应手了,理 论加实践的授课方式,很有针对性,非常的适合我们。学完之后,很轻松的就完成了我们的项目。
——IBM公司,沈经理
    有曙海这样的DSP开发培训单位,是教育行业的财富,听了他们的课,茅塞顿开。
——上海医疗器械高等学校,罗老师
  我们新培训过的企业客户以及培训的主要内容:
 

一汽海马汽车 DSP培训
苏州金属研究院 DSP培训
南京南瑞集团技术 FPGA培训
西安爱生技术集团 FPGA培训,DSP培训
成都熊谷加世电气 DSP培训
福斯赛诺分析仪器(苏州) FPGA培训
南京国电工程 FPGA培训
北京环境特性研究所 达芬奇培训
中国科微系统与信息技术研究所 FPGA高级培训
重庆网视只能流技术开发 达芬奇培训
无锡力芯微电子股份 IC电磁兼容
河北科研究所 FPGA培训
上海微小卫星工程中心 DSP培训
广州航天航空 POWERPC培训
桂林航天工 DSP培训
江苏五维电子科技 达芬奇培训
无锡步进电机自动控制技术 DSP培训
江门市安利电源工程 DSP培训
长江力伟股份 CADENCE 培训
爱普生科技(无锡 ) 数字模拟电路
河南平高 电气 DSP培训
中国航天员科研训练中心 A/D仿真
常州易控汽车电子 WINDOWS驱动培训
南通大学 DSP培训
上海集成电路研发中心 达芬奇培训
北京瑞志合众科技 WINDOWS驱动培训
江苏金智科技股份 FPGA高级培训
中国重工第710研究所 FPGA高级培训
芜湖伯特利汽车安全系统 DSP培训
厦门中智能软件技术 Android培训
上海科慢车辆部件系统EMC培训
中国电子科技集团第五十研究所,软件无线电培训
苏州浩克系统科技 FPGA培训
上海申达自动防范系统 FPGA培训
四川长虹佳华信息 MTK培训
公安部第三研究所--FPGA初中高技术开发培训以及DSP达芬奇芯片视频、图像处理技术培训
上海电子信息职业技术--FPGA高级开发技术培训
上海点逸网络科技有限公司--3G手机ANDROID应用和系统开发技术培训
格科微电子有限公司--MTK应用(MMI)和驱动开发技术培训
南昌航空大学--fpga 高级开发技术培训
IBM 公司--3G手机ANDROID系统和应用技术开发培训
上海贝尔--3G手机ANDROID系统和应用技术开发培训
中国双飞--Vxworks 应用和BSP开发技术培训

 

上海水务建设工程有限公司--Alter/Xilinx FPGA应用开发技术培训
恩法半导体科技--Allegro Candence PCB 仿真和信号完整性技术培训
中国计量--3G手机ANDROID应用和系统开发技术培训
冠捷科技--FPGA芯片设计技术培训
芬尼克兹节能设备--FPGA高级技术开发培训
川奇光电--3G手机ANDROID系统和应用技术开发培训
东华大学--Dsp6000系统开发技术培训
上海理工大学--FPGA高级开发技术培训
同济大学--Dsp6000图像/视频处理技术培训
上海医疗器械高等专科学校--Dsp6000图像/视频处理技术培训
中航工业无线电电子研究所--Vxworks 应用和BSP开发技术培训
北京交通大学--Powerpc开发技术培训
浙江理工大学--Dsp6000图像/视频处理技术培训
台湾双阳科技股份有限公司--MTK应用(MMI)和驱动开发技术培训
滚石移动--MTK应用(MMI)和驱动开发技术培训
冠捷半导体--Linux系统开发技术培训
奥波--CortexM3+uC/OS开发技术培训
迅时通信--WinCE应用与驱动开发技术培训
海鹰医疗电子系统--DSP6000图像处理技术培训
博耀科技--Linux系统开发技术培训
华路时代信息技术--VxWorks BSP开发技术培训
台湾欧泽科技--iPhone开发技术培训
宝康电子--Allegro Candence PCB 仿真和信号完整性技术培训
上海天能电子有限公司--Allegro Candence PCB 仿真和信号完整性技术培训
上海亨通光电科技有限公司--andriod应用和系统移植技术培训
上海智搜文化传播有限公司--Symbian开发培训
先先信息科技有限公司--brew 手机开发技术培训
鼎捷集团--MTK应用(MMI)和驱动开发技术培训
傲然科技--MTK应用(MMI)和驱动开发技术培训
中软国际--Linux系统开发技术培训
龙旗控股集团--MTK应用(MMI)和驱动开发技术培训
研祥智能股份有限公司--MTK应用(MMI)和驱动开发技术培训
罗氏诊断--Linux应用开发技术培训
西东控制集团--DSP2000应用技术及DSP2000在光伏并网发电中的应用与开发
科大讯飞--MTK应用(MMI)和驱动开发技术培训
东北农业大学--IPHONE 苹果应用开发技术培训
中国电子科技集团--Dsp2000系统和应用开发技术培训
中国船舶重工集团--Dsp2000系统开发技术培训
晶方半导体--FPGA初中高技术培训
肯特智能仪器有限公司--FPGA初中高技术培训
哈尔滨大学--IPHONE 苹果应用开发技术培训
昆明电器科学研究所--Dsp2000系统开发技术
奇瑞汽车股份--单片机应用开发技术培训


 
 
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