Bringing structure to the roles and responsibilities of management
Make no mistake, organisations need great managers to manage both technology AND people. But the loudest squeak gets the oil. Managers can get caught up in their departments and will continuously request technical training and upgrades to make their department more efficient.
Do you know any organisation that places too much emphasis on technical training and allows the people management skills to ebb away? It’s the people management skills that keep the organisation lubricated with a positive attitude and a “can do approach”. In this course participants discover the 7 Modes of Modern Management:
“Every manager needs to be a strategist.
If your managers are not pursuing your strategic objectives then what are they doing?”
Manager as Strategist
Every manager needs to be a strategist. If your managers are not pursuing your strategic objectives then what are they doing? Too many managers make their own department objectives which bear little resemblance to the organisation’s objectives. C-R-A-Z-Y
Manager as Production Director
What movie are you the production director of? Do you know what your audience (customer) wants? Can you make a better movie more effectively and efficiently? It’s time to learn some dramaturgy disciplines. It’s interesting how many managers get stuck in silos and never see the greater picture, Ready...Set...Action...
Manager as Change Champion
Staff will often fear change. If your organisation isn’t constantly undergoing change then you’ll soon be a dinosaur. Managers need to permeate change through the organisation. Doomed change initiatives usually get bottlenecked at management level. Organisations need change champions.
Manager as Validator
Too many organisations made a hard landing because they rely on data delivered by other people. Managers need to be validators too. For example “we managed to reduce our purchase of paper by 20%”. Sounds great but by validating the information you find out that they’ve outsourced all printing.
Manager as Coach
Some managers are excellent coaches and some struggle or ignore coaching altogether. Coaching is an essential part of being a manager. Follow a proven framework and it is not as daunting as it sounds. In fact, it’s often regarded as the most fulfilling part of being a manager.
Manager as Performance Consultant
A critical function of management is to ensure you get optimal performance from your people. Your team might consist of high potentials, slackers and people who have quit and stayed. You need to learn how to performance manage to deliver your objectives.
Manager as Organisational Psychologist
Have you noticed a culture of entitlement building internally or externally? Customers can be irrational. A colleague carrying resentment and a poor attitude can dampen the morale of an entire office. So you need to be an organisational psychologist on top of all your other roles. You’ll enjoy this module as you discover human behavioural patterns and understand how people tick.
CASE STUDY: Widget Inc
Picture this. Widget Inc. has the top technology in the world to deliver widgets to the customer. The machinery and technology can convert a customer order into a widget and have it dispatched to the customer’s premises within 2 hours. Yet customers are leaving in droves. New technology is ordered. Manager’s upgrade to a brand new level of technical expertise and the widget delivery time improves by 2.4%. Managers congratulate themselves yet customer dissatisfaction continues to grow.
The mistake that the management made at Widget Inc. is all too common. Managers didn’t know what the customers really wanted. They assumed that speed of delivery was critical. In reality, the customers just couldn’t bear dealing with the people at Widget Inc. Customers found the staff, rude, disorganised, unhelpful and pushy. It is not rocket science to figure out that Widget Inc. should have been focussing resources on fixing the people side of the organisation rather than improving the speed of delivery by 2.4%. Further analysis of Widget Inc. found that the senior management team was dysfunctional, silos had built in the organisation and staff morale was zip.
Group Size: An ideal group size is 6– 12 participants.
Venue: For your convenience, you can choose to conduct this program at your offices. Alternatively, we can provide a venue at a small additional cost.
Cost: Upon request.
Target Audience: Team Leaders Supervisors and Managers
Look at what you receive within 24 hours at no cost: