Our Management Training Classes

By introducing our Management Training classes 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 classes. 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.

For more information on our management training classes please contact us.

As a part of our management training classes, 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 audience’s 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

 

Management Training:
Effective Line Management Classes

In a corporate structure, each level of line management "serves" the level below as "mentor", empowering the staff with their responsibilities. Each manager is made aware of the requirements of their functions, special tasks or projects. Ideally managers should have been there at some point, if not, they should make it a point to spend some time at the work area of those they serve and mentor.

Empowerment is the ultimate demonstration of trust that management can give to the people below. Delegating is also part of empowering, but many don't understand what delegating is. It is not passing mundane jobs to subordinates, often with unclear or incomplete instructions and improper authority. When jobs or responsibilities are delegated, appropriate empowering and authority is given with it to the recipient.

Many executives at the top may know the trucks they're building, the service they're marketing, but they don't know the communication that interlocks the people who build the trucks and deliver the services along with them. Most problems in business are caused by lack of communication one way or another.

Over half of quality control problems alone have been traced to communication discrepancies somewhere along the line between production and marketing, accounting and sales, worker and supervisor, supervisor and management, or any other combination of people and departments.

I recall a company convention I attended one day. After having made the presentation of the corporate goals for the years ahead, a panel of the top senior management people was arranged on the stage, sitting on high chairs in a row facing the employee audience. The floor was then opened to the group of some two to three hundred members to ask whatever questions they wanted to ask.

At one point, someone brought up the existence of low morale in the organization. The president was totally floored. Looking at the row of executives lined up to his left, he said "I didn't know we had a low morale problem". The senior management team was just as shocked. One after another employees came to the mic and expressed the same feelings. Several people specified that they "didn't know where they fitted".

The president, was so disturbed that he brought it up again at the end of the segment and invited people to e-mail him their concerns in the coming days. He and his senior staff blamed the low morale on the changes the organization was going through.

It's easy to blame it on "change". After all isn't that what "experts" tell us? That people don't like change? The reason they don't like change (or appear to not liking change) is because, organizations don't let them know where they stand within that change. It's not the "change" that bothers people, it's what senior management don't tell them about the change taking place.

If you let people know where they are on the organization chart and how their job is affected or will be affected, they will have no problem with change. It's when people are kept in the dark that they become disillusioned -- it's the darkness not the change that bothers them!o communicate this, there must be visuals and there must be meetings to communicate these visuals. Meetings must be regular but short and to the point.

Organization charts must be kept simple, consistent and meaningful in order to be understood by all representatives of the corporation. A six-level line management system -- instead of sixteen -- used consistently throughout the company, from division to division, will make it easier to communicate the common corporate picture, and everyone will understand where and how they fit. And a 5-level serving and mentoring working relationship will reinforce this picture.

Even if a company does not change its old organization chart, it can devise visuals that can tie in with the old octopus, to implement the new communication strategies. However for a contextual organization -- working the organization within context -- the old charts have to go.

However, whatever system you use now doesn't matter, as long as it is clear and workable and visual. It is only within a clear context that corporate vision can be seen equally by all the players.

Unfortunately, management people often do not let their staff communicate back to them because they don't want to hear what they have to say. They don't want to hear what the "clerks" know about processes. They don't want to hear what the floor worker thinks of the causes for the production breakdowns. They want things done and fixed without feedback.

An effective line management system helps to make the picture of serving and mentoring clear and eliminate this critical discrepancy.

Diane Hoffmann: link

Subject: Management Classes

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