Management Training: The Company Culture As a Firewall
Our Management Training Courses
By introducing our Management Training courses to your staff we help ease the negative effect of change on both managerial and supervisory personnel. The change in job responsibilities, the change in personnel, job duties, and the rising challenge of developing subordinates are specific goals of our learning systems courses. We are highly successful at helping Managers and Supervisors learn and adapt to the necessary skills and proper behaviors to be successful at work as well as in their personal lives.
As a part of our management training courses, Managers and Supervisors will learn how to:
- Minimize the chance of miscommunication by understanding what people are really saying, and why
- Deal with difficult people, manage tense situations, and resolve conflict
- Make use of proven active listening skills to improve your ability to gain helpful information
- Be able to facilitate, guide, and close discussions in one-on-one or group settings
- Improve understanding and communication by giving and receiving good feedback
- Use ideas submitted by a member of the team without causing other members to be defensive
- Develop a comprehensive team building strategy that improves productivity of the whole team
- Emphasize the value of working toward common goals without devaluing individual accomplishment
- Define and set up a method to track staff activities
- Be able to manage time and work assignments effectively
- Conduct team meetings that capture and hold the audiences attention
- Interview and hire the right person for the right job
- Save time and work more effectively through the use of a clear time management plan
- Understand and comply with proper hiring and managing requirements
- Communicate effectively with both superiors, peers and subordinates
- Become effective coaches for their work team
- Conduct accurate and difficult performance appraisals
Company culture is so pervasive and omni-present, it often goes unacknowledged. And yet it is one of the most powerful business forces impacting on employees trying to do their jobs and outsiders seeking to do business with the company. The casualty rate can be high.
For example, take the up and coming young manager who is trying to sell management training on changing the production process of a major product. The unwritten cultural norm that developed over time says each product would be inspected by the Quality Assurance manager or his designate rather than using a statistical process control (spot check) system which the young manager advocates. If the young manager is going to succeed here, he will need to know how to change the culture.
Cultural habits and norms are powerful reinforcements of the status quo. If you don't understand the culture, you can't change it.
When a consultant tries to do business with a company and is retained to undertake a project, she walks into a management training environment of which she knows nothing. Her acceptance and ability to be effective in the company depends on how well she assimilates the management training of the crowd and quickly identifies the informal thought leaders with whom she will need to bond.
Because the outsider is not of the company organization, her ability to change a management training element will depend largely on her creditability and trust of the CEO or President when she makes her report and recommendations.
A culture develops over time, is deeply rooted and varies by industry. Most often it is directly or indirectly driven by the CEO and his or her management training style.
Whether an employee or an outsider, a management training change may be the only solution to achieving a desired result. It may not be quick nor will it be easy, but it can be done.
Here are five approaches to consider:
- 1. Change performance measures and incentives and realign employee objective.
2. Set up a pilot project to test the new method; let employees experiment with the new method.
3. Bring in new people with new ideas.
4. Brainstorm different approaches to the quality inspection process 5. Benchmark best-in-process organizations
Firewalls, or in this case the company culture, generally serve the best interests of the company, however, there will be those occasions where management training is essential to the further development and success of the company. The key is knowing what management training and when.
Subject: Management Training