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:
What Type of Manager Are You? Management Seminars

It is easy to come up with thirty types of managers, to name a few only think of: the sales manager, marketing manager, operations manager, logistics, HRM, Finance, a CFO, a business development manager, a product manager, quality manager, etc, etc...

But where are the real differences in these examples. What is key for understanding the managers' main focus?

There are many ways to define the management main focus but one of them is straightforward but nevertheless not applied often. It is about the division between business and organization.

1. Business
The linking element in these types of management is a certain domain in business, for example: logistics, finance, retail, operation, purchase, etc. The main characteristic of business management is that it is directly related to business activities. A sales manager has to set targets for sales, has to agree these targets with his sales team and he will manage the target as sales revenues are reported.

Marketing management is slightly less directly involved in business but still measurable: A campaign is created, executed and the impact on client and prospect activity can be measured.
Part of both is that non-business related activities are required (like recruitment) but this is not a main activity. When new employees are required the sales manager may address to the HRM department and ask to perform a recruitment procedure.

2. Organization
The linking element here is a supportive act to the main business but where the external client is never visible. Areas are: HRM, Finance, Quality, technology, infrastructural management, etc, etc.
The request from the sales manager to recruit a new employee is received in the HRM department. They send an employee to verify the details of the vacancy and its requirements and it will search in the market for candidates.

The sales team is involved in this activity but only slightly. This also depends on the size of the organization. (For the single entrepreneur this distinction between business and organization is not explicit).

There are of course managers (like project managers) for which this distinction doesn't quite fit. The project manager manages a future business by organizing a project team...

But let's concentrate on the main distinction of the type of managers: business or organization.

A business manager will find it hard to change to a more organizational management role. Do not ask a business manager (logistics) to become the manager of the quality department, the risk department or the HR department. These roles are quite different and require a different type of manager. Likewise a quality manager or a HR manager will not fit as head of a business department.

Where the business manager is more prone to think in numbers and time (amount of sales, revenue, resources used, etc) the organizational manager is more biased towards thinking in levels (quality level, security, salary, training and education, etc). One is often organized in a decentralize way (the business - close to the clients) the other is often organized in a central way.

Yet higher in the organization, managers will have both a business side in the (Management) team as well as organizational staff managers and need to find a balance to manage them as a team. This will often result in different management meetings.

For such managers it is important to understand both requirements. Higher management is often filled by people from the business and will have limited knowledge and experience from the more organizational domains of the company. In finance, this has become clear in the domain of risk management that has often fulfilled a supportive organizational role, but will now be equally seen as part of the (core) business. That is a lesson from the financial crisis. But in general managers should beware of the division of these types of managers, their main domain and responsibility and their overall role in the company. Every company must have a right balance: if the quality manager is not on equal terms with business management than this is quite probably due to an organizational design error.

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Subject: Management Seminars

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