Our Management Training Seminars

By introducing our Management Training Seminars 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 seminars. 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 seminars please contact us.

As a part of our management training seminars, 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:
The Three Tenets of Business Management Training Seminars

I have a friend who contends there is no real management going on in business anymore. She argues people are just playing with numbers and not trying to manage their way to success. To illustrate, I have another friend who is a manager of a popular restaurant franchise. I asked him how he manages his people. Interestingly, it is based on such things as sales volume, tips, and satisfaction surveys, which play a major role. From this, a score is computed and the waiters and waitresses are ranked accordingly. These management scores ultimately dictate who will be assigned the best serving rotations in the restaurant. Other than this, he does little else in terms of managing his people, and it appears that's how corporate likes it. Interestingly, he also commented to me there was a lack of team spirit by his people; "Nobody watches the back of another," he said with dismay.

"No wonder," I thought to myself. True, the mechanics of waiting on tables has long been established, but there is a certain degree of finesse required to assure customer satisfaction, and that includes having people work together.

Numbers are useful, but management requires certain people skills in order to maximize work effort. We've always defined it as, "getting people to do what you want, when you want it, and how you want it."

The three tenets of management have historically been: discipline, organization, and accountability. Let's examine each individually:

Discipline in itself implies standardization, building things or performing services in a uniform manner, hopefully to a high degree of craftsmanship. Communication and leadership skills are thereby required.

Organization implies structure and the definition of Who, is going to do What, When, Where, Why, and How. In other words, a definition of the management methodologies, management techniques and management tools to be used in the work effort.

Accountability refers to assuming personal responsibility for the execution of a given assignment.

All three tenets require a certain level of standardization and enforcement. In fact, you cannot effectively implement any of these without some form of uniformity and coercion. How a manager elects to implement the three tenets ultimately defines the corporate culture and the quality of products produced or services rendered.

The reality though is that the three tenets are considered "not cool" by the freewheeling X-Y-Z Generations who adamantly resist structure, control, and responsibility. To them, Discipline, Accountability, and Organization is just that, DOA - Dead On Arrival. I recently read an article by a management consultant who openly opposes the three tenets. He fundamentally argues it is old and tired and should give way to new techniques. Frankly, I see this as a reckless form of behavior. I would agree that classic bureaucracies impede progress and should be flattened, but we still need the three tenets if we want to produce quality products in a uniform manner. In other words, his contention of throwing the baby out with the bath water doesn't hold up with me. Instead, management needs to reexamine the three tenets and the levels they want to conform to.

Instead of trying to take control of the work environment and working with people, management seems more inclined to play with numbers and just hire and fire people (or outsource them). It's no small wonder workers feel blindsided when they get booted from their job.

Maybe my friend is right. Maybe there isn't any business management going on anymore; that managers are doing nothing more than just playing with numbers. If she is correct, I'm reminded of the old expression, "Nobody's driving officer, we're all in the back seat." Reckless, very reckless. Let's hope my friend is wrong.

Keep the Faith!

Tim Bryce: link

Subject: Management Training Seminars

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