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| Management Development
Management over the last quarter century has taken on many new and complex dimensions, and this trend is likely to continue. Advancing technology has created new and exciting possibilities in every organization. Progress creates challenge. And the challenge facing management today is developing an organization that can meet tomorrow’s goals while continuing to meet the daily challenges of today. To balance these organizational demands, managers need a systematic approach to their jobs. This is a program whose learning objective is the development of productive management skills for those managing other supervisors, managers and/or employees. By definition, managers plan, organize, control and maintain status quo in an organization. A proactive manager however, has confidence and coordinates and develops subordinates through people skills, empowerment and goal setting. This program seeks to instill constructive management and leadership practices with the intent of establishing an efficient and productive organization that achieves goals and results. The program covers the following areas: Introduction: the changing managerial roles, motivation (the problem and the solution) and organizational development The Manager as a Leader: the concept of leadership, authority and power, leader and follower and management types Goal Setting for Success: the criteria for personal goal setting, different types of goals, short-range and long-range goals, tangible and intangible goals Action Plan: rank order of values, the interdependence of goals, rewards, obstacles and barriers, solutions and action steps and target dates Confidence: confidence inhibitors, overcoming fear, and confidence and individuality Work Environment and Motivation: human needs, using motivation at work and the power of attitude motivation Transactional Analysis for Managers: ego states, developing affirmations, life positions, tractions, “strokes” and transactional analysis management Decision Making: courage and decision, emotions and decision, the principles of decision making, timing and decisions, participative decision making, and the history of participative decisions Management Communications and Human Relations: active listening and non-verbal communications Managing Time: the common time thief, planning the use of time, action steps and making the most of time Developing Subordinates Through Goal Setting: attitudes, principles of attitude change and subordinate development system Dealing with Negative Behavior: listening with a “third ear,” dealing with grievances, and creating a problem-solving environment Managing Through Goal Setting: organizational goals, criteria for setting organizational goals and method for setting organizational goals ___ Management
Development Process Skills/Areas Covered
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