Management development programme: Entry
This programme provides a comprehensive insight into a range of management practices and techniques in a challenging yet supportive environment.
Level
Programme is aimed at learners at entry and intermediate levels.
Objectives
- To clarify the roles and responsibilities of the manager
- To develop greater awareness of self and others
- To develop depth of understanding and capability in management
- To identify the key steps in delegation
- To understand how to motivate self and others
- To appreciate how to facilitate high impact meetings
- To develop skills in influencing others through coaching and feedback
- To build confidence through demonstrations and practical simulations
Process
Your Baseline – Learners to complete a SWOT analysis on their capability as a developing manager. Feedback and discussion.
Roles & Responsibilities – Clarify roles / responsibilities. Respected vs. popular. Managing vs. doing the work. Focus areas – task, individual and team. Management vs. Leadership.
Goal Setting & Organisation – Setting SMART objectives. Linking goals to the wider vision. Levels – task, individual, team. Collaborative approach. Setting priorities – importance vs. urgent matrix. Planning tools.
Delegation – Mean by delegation. What to / not to delegate. Delegation process. Identifying key activities to delegate in practice. Inhibitors to delegation. Control, responsibility and accountability.
Influencing as Coach – Principles of high impact coaching. Role of the coach. GROW coaching process. Coaching skills – listening, questioning, summarising, silence, empathy, goal setting, rapport and feedback.
Developing Relationships – Trust & credibility. Developing professional relationships. Transactional Analysis (TA) – parent, adult, child ego-states.
Motivating Others – Assumptions about people – Theory X Theory Y. Seed analogy – creating the conditions for motivation. Hygiene vs. motivating factors. McClellend’s 3 Motivators – achievement, power and affiliation. Power of constructive feedback. Self-motivation – leading by example.
Meeting Facilitation – Facilitating meetings. Key roles in a meeting. Productive vs. unproductive meetings. Getting people involved. Keeping it fresh and interesting.
Awareness of Personal Style – Impact of self on self / others. Styles & Preferences – doer, actor, friend, thinker. Self-assessment. Influencing different styles. Flexing and matching
Conflict Resolution – Conflict as positive / negative. Risk of unresolved conflict. Effects of conflict. Managing self and others. Conflict handling strategies – Thomas Kilman Conflict Inventory – avoiding, accommodating, competing, compromise and collaboration. Self-assessment. Conflict resolution techniques.
People & Change – Responses to change. Active & passive resistance. Why people resist change. DREC change curve – denial, resistance, exploration, commitment. Impediments to commitment. Impact of uncertainty.
Experiential Exercise – Practical application of learning through a range of interactive exercises and simulations.
Options
1 or 2 day programme for approx. 8 to 10 learners, with 1 or 2 facilitators, with the possibility of using professional role players.