Models
of Management Modules 
1. Management Values
Managerial beliefs are like the rudder of a ship: they organize managerial
behaviours and steer them in the direction managers want to go. Many
managerial practices are an outgrowth of managers’ personal
assumptions about the basic nature of people at work. And these assumptions,
in
turn, determine what a manager expects and is willing to do, thus
setting in motion a managerial self-fulfilling prophecy.
Using an actual
data-based case study, coupled with feedback instruments, this
session provides
an in-depth look at one’s personal belief
system and how it impacts one’s managerial practices.
2. Employee Involvement
“
Participative Management” is often an ambiguous term, which
is difficult for managers to put into practice. In this training
session,
theory is translated into action by showing managers how they can
open communication channels, involve their employees, and initiate
the development
of collaborative systems throughout their organization.
Through an experiential
learning exercise, participants will be able to observe both the
benefits of “involvement” and the predicatble
consequence of not doing so. Finally, participants will be able to receive
personal feedback from assessments designed to determine subordinates’ access
to information.
3. Communications
In this module, the model of communication and interpersonal relationships
by Joseph Luft and Harry Ingham is used to demonstrate the characteristics
which facilitate or hinder the flow of interpersonal information in
our relationships with others. Through the use of exercises and assessment
instruments, the session provides a comprehensive overview of individual
contributions to the communication process and how, in turn, resulting
climates impact organization functioning. In addition, the session
allows us to examine and predict the effects of various communication
styles. Finally, it presents guidelines for more productive interpersonal
practices with employees, colleagues and superiors.
4. Motivation
Managers must contend with the symptoms and effects of employee motivation
virtually every day. It is important that they understand the fundamental
characteristics of human needs and how they are related to work motivation
and job satisfaction. It is even more important to understand the
manager’s
role in the motivational process.
Through the use of a group exercise and the scoring of participant-subordinate
feedback instruments, the session provides a comprehensive overview of
the motivational process and provides participants with an objective
measure of the degree to which the motivational supports they provide
correlate with the motivational supports employees say they need.
5. Empowerment
Everyone knows it takes “power” to get things done – whether
or not one is in a formal position of authority. People need power
and impact simply to do their jobs to the best of their ability. In
most
organizations, however, power is typically reserved only for certain
people in management. However, by using power in a productive fashion,
we can empower the people we manage and encourage personal control
and influence their work.
This exciting,
fast-paced training module teaches managers how to promote higer
morale and
productivity by empowering employees
to make decisions,
exercise their judgement and act accordingly. Coupled with a group
exercise and assessment instruments, this session provides an in-depth
look at
one’s personal view of power dynamics and how it impacts
managerial practices.
6. Team Building
According to extensive research in group dynamics, there are four major
dimensions, which must be attended to if groups are to work effectively
in using their available resources. Often referred to as the “Four
C’s” of effective group functioning , these factors are
Commitment, Conflict, Creativity and Consensus. Leaders can learn to
manage the Four C’s effectively and thereby, join with others
to make their groups function productively. Productivity in groups,
depends on the contributions of each individual member.
Using both video and action exercises, this module explores the richness
of group dynamics and allows participants to experience the potentials
of consensual decision making. Individuals may also gain insight into
their own contributions and impact on group performance.
7. Management and Leadership Style
On of the ironies of “management” is that most people become
managers because they were good at something else (top salesperson, accountant,
machinist, worker, etc.). And typically, because they were so focused
on excelling in those jobs, that they seldom thought about their current
role – leadership.
This module helps participants analyze their own style of management
and learn how to become more effective leaders.
8. Maximizing Organizational Performance
A 1989 Gallop Poll of worker attitudes and aspirations concluded:
“ The challenge to employers is how to create a work environment that encourages
workers at all levels to view their jobs as intrinsically rewarding
and valuable”.
Also known as “The Competence Process – the Human Side of
Total Quality Management”, this module uses a case study, group
assessments and exercises to help participants understand how to
create and support the conditions for competence and make full use
of the
human potential within their part of the organization.
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