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:
Management Training Workshop - Purchasing Management Pitfalls to Avoid

This article describes 2 Pitfalls In Purchasing Management, encouraging purchasing and supply management professionals to move these organizational functions toward 2 critical areas of excellence, which are often overlooked.

1. Not thinking strategically about how to add value.

This strategic area includes selling the importance of Purchasing, Procurement, and Supply Management to the C-level (CEO, COO, CFO) executives responsible for strategy involvement. If purchasing cannot prove it is adding value to the organization, the function may face outsourcing or elimination or downsizing. According to the Center for Advanced Purchasing Studies Report on CEOs'/Presidents' Perceptions of the Purchasing Function, the problems that purchasing has to deal with are these:

Many firms feel their purchasing and procurement function is not very effective.

In the eyes of many CEO's and presidents, purchasing is not a major contributor in most business decision making.

It follows that there are two possible reasons why the purchasing and supply management profession today does not command higher, value-added respect by an organization's C-level management:

Purchasing is actually not adding much value to the bottom line.

The purchasing department is indeed adding value, but it is not communicating it in a manner readily understood by senior management.

Without knowing what performance measures or metrics to use, how can you help C-level (CEO, COO, CFO) executives understand how the function is adding value? How do you know whether you are doing a good job if you don't know where you began versus where you are now? Therefore, every purchasing executive should have a set of key metrics or Key Performance Indicators (KPIs) for their organization.

Each metric or KPI should have pre-established targets, which may be subject to change along with the performance evaluation needs of the department. Metric or KPI development is an ongoing process that should be improved continually. It depends heavily on the strategic information available on your computer system as well as data governance issues such as enterprise-wide data naming conventions and standards; data quality, availability, timeliness, latency; and spend management information.

Without KPIs or other established metrics, you will find it challenging to document the data and demonstrate to upper management the improvements purchasing has made-and can make-to the organization's bottom line.

2. Not using cost-price analytics and techniques.

This requires an understanding of the global economy, such as marketplace infrastructures, supply chain requirements, logistical channels, and total landed costs. Specifically, this area emphasizes the following factors:

The market determines the selling price.

Prices fluctuate-both up and down.

Prices have a tendency to react faster to upward pressures than to downward pressures.

Downward pressures include lack of customers, vigorous competition, and insufficient total demand.

The buyer needs to understand the difference between price and cost.

The knowledge of prices and costs is a powerful tool in negotiations when determining what something "should cost."

The buyer must ensure that the prices offered are fair, reasonable, and affordable.

Purchasing management makes significant contributions to the control of vital organizational resources, and the quality of these contributions greatly impacts the organization's financial condition. Therefore, there should be mutual objectives existing for finance/accounting and purchasing/procurement, the goal of which is to optimize organizational operations by:

Minimizing costs

Maximizing profit or revenue

Maximizing the value of the organization

By: Lindsay Chesar: link

Subject: Management Training Workshop

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