COURSE OBJECTIVES
 
To equip attendees with a practical understanding of the nature of management their personal style strengths and weaknesses as managers and a work plan aimed at developing their management style.
 
COURSE CONTENT
 
The nature of organisations
Different types of organisation
 
Diagnosing your organisations culture
A workshop aimed at allowing delegates to diagnose the culture of their organisation.
 
The role of the manager
The role of the manager
Skills and attributes of a manager?
Different models of management:-
The Management by Objectives School
 
Workshop
What type of manager am I?
An opportunity for delegates to diagnose their management style using two well established, simple to complete, self evaluation psychometric tests that will allow delegates to explore the type of manager they see themselves as possessing.
 
Leadership
What is leadership?
How does it differ from Management?
The role / style of leadership
Charles Handy’s Leadership attributes matrix
Common Leadership styles
 
Workshop
Diagnosing your leadership style.
 
A simple self-evaluation psychometric for diagnosing the delegate’s leadership style. Delegates will see the natural style(s) they adopt and discussion will centre around:-
- The strengths and weaknesses of each style / approach.
- What works where?
 
Managing People
The balance between people issues and tasks
A staff centred view of management
Different strokes for different folks – Spotting the differences in the people we work with
Using power in relationships to get things done
 
Workshop
Dealing with conflict
 
The delegates will diagnose how they deal with minor conflicts and differences between themselves and others in the normal day-to-day work environment.
 
Working in teams
Why are teams powerful?
What are the different types of team?
Which works best in what circumstances?
 
Developing empowered teams
The chemistry required
Characteristics of effective teams
The importance of company culture on team performance
How to generate enthusiasm and excitement in a team
 
Team roles
Belbin's team role analysis
 
Managing Teams
The five principle means of managing teams:-
- Directive
- Expert
- Negotiated
- Educative
- Participative
 
Implementing new ways of working and new approaches
Lewin's 'Force Field analysis' approach to change
The Kotter and Schlesinger change model
What really makes people change?
 
Towards a project for successful implementation of managing in teams