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.

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

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 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 Course:
Get Rid of Their Demotivators

Bookstores are full of titles about what you might do to motivate your people. If I had a dollar for every past student who had remembered nothing exception Maslow's hierarchy of needs, I'd be a very rich man!

Maslow's hierarchy is popular because it's easy to remember and it makes intuitive sense. It isn't perfect, though. For instance, the top of the hierarchy, the ability to achieve one's full potential and "self-actualise", does not make as much sense in collectivist countries such as China where individual fulfillment is often secondary to playing one's part in the family and wider social network. In addition, and for this very reason, the Chinese do not have a word or phrase that even translates "self-actualisation" into Mandarin or Cantonese.

I think that we spend far too much time on thinking on how we can best motivate ourselves and our people and far too little time considering how we might begin to remove the "demotivators" from our lives.

Sure, there will be parts of every job that are not motivating. Who really enjoys paperwork, dealing with bureaucracy, and hiding from the boss from hell? Is anyone motivated by having to read and sign-off on everything that arrives in the in-tray, dealing with complaining customers, or responding to crises? Very few of us are motivated by these things, however we also understand that these are part and parcel of virtually every job.

The really frustrating things, the demotivators, the things that make us feel unvalued, at best, or like quitting, at worst, are often things that managers and organisations can actually do something about.

For instance, if you've achieved everything that you can in your job, there must be recognition from your boss that it's time for a change. A promotion, a stint overseas, additional responsibilities, a lateral move across the organisation, an opportunity for further training and development. All represent positive responses to the demotivating force of feeling like there's little more to achieve.

Similarly, if you are not using your strengths and skills, not enjoying periods of "flow" in which you and your work race along together, and not doing things that use your passion and enthusiasm, these kinds of positive changes will be needed.

Of course, it's not quite so easy. We live in an era where admitting that we are bored, disappointed, frustrated, or demotivated is simply "not on". Say this stuff and it's the exit for you, sunshine. It's the downside of the self-esteem era, this time when we are always supposed to be always happy, switched on and productive, whether or not we've been the given the kinds of jobs, responsibilities and rewards that will bring on these feeling more often than not.

So, I say that while it's always better to "accentuate the positive", adult behaviour and adult learning principles suggest that we should also have enough honesty with each other to make our own work life better and improve our organisations along the way.

Dr. David Poole: link

Subject: Management Training Course

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