“Developing Managerial Effectiveness” – Workshop -.

Learning Management

Most managers would agree that being a manager involves using resources efficiently
and effectively to achieve organisational goals.

People are a primary resource, thus managing the performance of others
is a key management responsibility.

In talking to managers in all kinds of organisations, we have found that many
of the problems and difficulties experienced by managers centre on people and the management of people.

A successful manager has to be a capable leader, a team-player, effective in delegating authority and responsibility to subordinates, a good communicator and much much more.

A short story
“One day, a monk asks a woodcutter, who is hacking away at the tree
How many hours do you need to cut a tree?
Four hours, replies the woodcutter.
And how do you cut a tree in four hours? repeats the monk.
I sharpen my axe for the first three hours and cutting the tree takes me only an hour.”

Training, both on the job and through technical as well as management development
workshops, do play an important role in the moulding of successful managers.

Practicing managers have to constantly strive to sharpen their axes so that they
can be more effective and efficient in their designated role…

 Delivery Format, live online.

100% online bite-size quick and effective training from your desk!
20 lessons in 20 weeks, one lesson per week 90 minutes duration.
Includes, Lectures, Activities, Q&A, Discussion & Task Sheets.

We deliver his particular program as a 5-day in-company workshop!


Activity 1: Reviewing Managerial Roles
To  review the many different roles which the manager is expected to perform
To establish the importance of each of these roles.
To explore the difficulties experienced in performing particular roles.
To consider approaches for overcoming those difficulties and improving role performance
Activity 2: Developing Managerial Skills
To establish the importance of continuing management development.
To identify development needs.
To produce an action plan for developing managerial skills.
Activity 3: Making Meetings Work
To explore the factors which make meetings effective.
To recognize the types of behavior and attitudes which contribute to the effectiveness of meetings.
To establish what can be done to make meetings more effective.
Activity 4: Writing for Results
To analyze current and anticipated writing activities in the work situation and identify areas for improvement.
To establish approaches for achieving results through the use of effective written communication.
To develop skills is using written communication to achieve results
Activity 5: Instructing Subordinates
To establish guidelines for giving face-to-face instructions.
To prepare an introduction session using principles set out in the guidelines.
To consider and begin to overcome some of the problems associated with giving and receiving instructions.
To recognize the value of planning as a basis for communicating instructions effectively.
Activity 6: Dealing with Subordinates’ Problems
To analyze current methods being used to deal with subordinates’ problem.
To establish approaches for identifying when subordinates are experiencing problems.
To establish approaches to help subordinates understand and resolve problems.
To develop problem identification and resolution skills.
Activity 7: Constructive Questioning
To analyze current usage of questioning in the work situation.
To establish ways of achieving results through the use of a constructive questioning approach.
To develop constructive questioning skills.
Activity 8: Getting the Message Across
To appreciate the importance of oral presentations as medium of communication for management.
To identify the factors to be consider when preparing to give a presentation.
To develop an approach for planning effective presentations.
Activity 9: Developing Effective Groups
To identify and examine the characteristics of effective work group.
To explore ways in which the manager can act to encourage the development of such characteristics.
To critically examine groups in which one is involved, in order to devise specific plans for developing group effectiveness.
Activity 10: Delegating
To establish the nature of delegation and the principles of effective delegation.
To explore the problems involved in delegating effectively.
To consider good practice in relation to delegation.
To plan a specific delegation activity for on-the-job implementation.
Activity 11: Being Assertive
To distinguish between submissive, aggressive and assertive behavior.
To explore the advantages of being assertive and disadvantages of being non-assertive.
To review personal assertiveness in a variety of situations.
To practice acting in an assertive manner.
Activity 12: Motivating Subordinates
To develop insights into how people are motivated.
To establish approaches for identifying what motivates subordinates.
To explore ways in which the manager can influence subordinates’ motivation.
To establish guidelines for achieving  higher levels go motivation amongst subordinates.
To develop an actin plan for improving the motivation of subordinates.
Activity 13: Handling Problem Subordinates
Asses approaches used to handle problem subordinates in specific situations.
Recognize good and bad practice in handling problem subordinates.
Develop skills in conducting interviews with problem subordinates.
Activity 14: Managing Change
Explore the different ways in which people can react to change in a work settings.
Identify the main factors that can determine such reactions.
Consider the role of the manager in handling the change process.
Plan a specific change situation for on-the-job implementation.
Activity 15: Handling Conflict
Gain a better understanding of the nature and causes of conflict at work.
Review recent and current conflict situations at work.
Establish approaches for resolving and avoiding conflict situations.
Activity 16: Deciding How to Decide
Explore the options available when dividing how to make decisions.
Identify the factors which can indicate the most appropriate style from the options available.
Consider the on-the-job implications of adopting a flexible decision making style.
Activity 17: Identifying and Analyzing Problems
Understand what is involved in the identification and analysis of problems.
Review how problems at work are diagnosed.
Recognize the need to gain an understanding of a problem before deciding on a solution.
Develop an approach for helping one’s understanding of a problem by analyzing its consequences and causes.
Activity 18: Generating Solutions
Recognize the value of generating creative solutions to problems.
Consider ways in which creative thinking can be encouraged.
Explore approaches for solving problems creatively by involving others
Activity 19: Getting Decisions Implemented
Understand what is involved in the process of decision implementation.
Identify the factors that tend to help the process of decision implementation and those that tend to hinder the process.
Identify ways of increasing the incidence of helping factors and reducing the incidence of hindering factors.
Prepare an implementation plan for a significant work related decision.
Activity 20: Managing Time & Priorities
Clarify the role that time plays as a key resource of the manager.
Identify the time related problems associated with one’s job.
Clarify some of the reasons for and consequences of, such problems.
Develop plans for improving the management of one’s time and priorities