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:
Management Training Courses for the New Management Level

The doing away with surplus secretaries and clerical people in the last years has created a new management level.

We've had Top Management and Middle Management for decades. Now for the first time, in the nineties, has appeared a new brand of management: Bottom Management.

Now, everyone has been made a manager, but not everyone is treated like a manager, nor is everyone acting or performing like one. Not many of the old conventional management people are ready to deal with this, and not many of the newly created bottom management are either -- they haven't been prepared. It just happened too suddenly!

Not all those who've been unexpectedly placed at "bottom management" level ready to take on that new role. It is not right to consider them to be "managers" without proper experience and training. There are still some people who are not ready to be managers at the bottom (by lack of qualification or responsibility), yet they are told and expected to be "accountable" as such.

Being accountable for your responsibility at your level to your manager at a higher level is fine but being accountable for your managers' responsibilities is not appropriate.

That is why we have big problems in the customer service area. Without proper gradual training through the rank channels, and because of the new transient society we live in, inexperienced and ill-trained employees are often thrown into positions that just cannot be professionally fulfilled.

Then "teamwork" came into the picture which did away with "bosses". Then "leadership" was added to the business vernacular, and everybody was expected to be a leader.

But what is a leader? Who is a leader? Too many chiefs not enough followers, that's what we now have in many companies. And in others it's too many followers, not enough leaders.

However, communication still begins at the top.
In "Dear Boss, What Every Manager Needs to Hear and Every Employee Wants to Say, by Dr. William B. Werther, Jr." of the School of Business Administration, University of Miami, it says, "Leaders create a vision around which people rally; managers marshal the resources to achieve this vision. Both are worthy and much-needed roles. And at times managers need to be leaders and vice versa. But bosses are people who lack vision and give orders to cover up their limitations."

Effective executives and managers should all be leaders not bosses. But to be effective leaders, they first must be effective communicators at all levels from top to bottom.

By: Diane M. Hoffmann: link

Subject: Management Training Courses

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