Our Management Training Workshops

By introducing our Management Training workshops 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 workshops. 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 workshops please contact us.

As a part of our management training workshops, 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:
Strategic Management Workshop - New Thinking For a Crisis Economy

C.K. Prahalad's death last month has inspired a plethora of literature on the strategic thinking of the man who coined the concepts of "strategic intent" and "core competence." In fact, the strategic management guru's thinking has increasingly been called upon since the economic crisis. Strategic management - the process of getting from the current state to the future state that ensures competitive advantage - has never been more relevant. "Business as usual" can no longer be the context in which to make decisions.

In a hypercompetitive global market, more companies are feeling the effects of Prahalad's "strategic decay" - the idea that strategy starts to decay the moment it is created. Strategic management can help managers think smarter and act faster. Organizations that used strategic planning during the economic crisis were more successful in their pursuit of growth opportunities and more confident about short-term growth prospects, according to a 2009 study of 190 US firms sponsored by the Association of Strategic Planning. As a brief review of the current research shows, strategic management is rising to the challenge in a time of economic uncertainty.

Failing fast

By driving strategic management further into the organization, companies are finding new growth opportunities. At the University of St. Gallen, Switzerland, strategic management experts Drs. Christoph Lechner and Markus Kreutzer identified four modes of coordination across multi-unit firms that lead to corporate growth, based on the analysis of 51 corporations in Asia, Europe and North America. In the context-setting mode, for example, international food producer Hugli equipped middle managers across Europe with strategic management training and tools - business and financial planning, risk analysis, project flow charts - to identify and execute growth initiatives. Emphasis is placed on pragmatic risk analysis: pulling the 'rip cord' when growth initiatives are going off track rather than throwing good money after bad.

Creating friction

Another way in which to eke out growth is by optimizing friction, according to research by Wharton management professor Olivier Chatain and INSEAD strategy professor Peter Zemsky in a review of How a Little Friction Can Change a Competitive Landscape. Friction is defined as anything that creates interference between the supplier and its customer - a bad location, poor product design and so forth. Their approach integrates industry analysis with firm-level analysis to find the optimal level of friction - moderate levels - at which a company's profits can increase.

Sustainability and growth

Sustainability is a hotbed of research and the focus of leading global management thinker CK Prahalad before his death last month. From product development to processes and business models, companies now have to think strategically about sustainability.

"Our research shows that sustainability is a mother lode of organizational and technological innovations that yield both bottom-line and top-line returns...” CK Prahalad et al

Sustainability is the key driver of innovation, says Prahalad. Early movers in sustainability, he argues, will build competencies that others will find hard to challenge.

It's a brave new world for strategic management but one populated with fresh ideas and tools that are raising the discipline to a new level. To make the best use of these fresh ideas and tools, an overall organizing framework is needed to pull them together in a practicable way. Such a framework is the Systems Thinking Approach to Strategic Management, a proven framework that has been continually evolving over the last 20 years and used with great success by many organizations.

 

Stephen L. Lin: link

Subject: Management Workshop

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