Almost all new managers are promoted into their jobs because of their technical competence in previous ones, and have rarely received any training that prepares them to take on the new role of being a boss. This one-day course shows them what that transition is all about. teaches them the fundamental duties and responsibilities of that job, demonstrates the leadership style most frequently and successfully used in contemporary organizations, gives them accurate feedback on their own natural style, and shows them how to leverage its strengths and minimize or eliminate its drawbacks.

Complete Course Description

PURPOSE OF THE WORKSHOP: This is a basic course in the fundamental skills required to manage the work activities of a group of people in contemporary organizations.

It is intended to be the first comprehensive course that people take at the outset of their managerial careers, which can then serve as a platform for other skills that they will acquire in their later, continuing career development.

In most organizations it is therefore regarded as a core program. It typically precedes courses in Team Building, TQM, and other similar management Training initiatives.

THE WORKSHOP CONTENT: This workshop teaches managers how to organize the work of a group, and then direct their own and others’ activities as they perform it. It covers these issues:

• How to plan and schedule work.



• Differences between Management and Leadership.



• Management styles currently in favor: the advantages and disadvantages of each.



• How people choose a management style, why they persist in it, and what payoff they get from it.



• How to identify the highly personalized management style one has already developed to direct people in the performance of their work.



• How people learn to diversify their management style, to fit a variety employees and work situations; how to identify situations where “flexing” one’s style might be useful.



• How to learn the dominant cultural style: Situational Leadership and the management of self-directed knowledge workers.



• How to build working conditions of openness and trust.



• How to develop people in such a way that they internalize good work practices and then operate habitually out of them.



• How to create a working atmosphere that brings out the best in people.

• Those in their first management job.



• Experienced managers who have never taken a formal course on this subject, who feel they could benefit from comparing their own practices with more formal models.



• Those who are not yet managers, but who are being groomed to take on those responsibilities soon.

• Clerical and Plant level supervisors, who need a different course.



• People who have “Manager” in their title, but who really manage resources or budgets or electronic systems rather than people.
  This is a people management course.



• Senior professionals who are not managers, but who need or want more training, and who should therefore be encouraged to consider other professional seminars more directly suited to their needs.