Our Management Training Seminars

By introducing our Management Training Seminars to your staff we help ease the negative effect of change on both managerial and supervisory personnel. The change in job responsibilities, the change in personnel, job duties, and the rising challenge of developing subordinates are specific goals of our learning systems seminars. We are highly successful at helping Managers and Supervisors learn and adapt to the necessary skills and proper behaviors to be successful at work as well as in their personal lives.

For more information on our management training seminars please contact us.

As a part of our management training seminars, Managers and Supervisors will learn how to:

• Minimize the chance of miscommunication by understanding what people are really saying, and why
• Deal with difficult people, manage tense situations, and resolve conflict
• Make use of proven active listening skills to improve your ability to gain helpful information
• Be able to facilitate, guide, and close discussions in one-on-one or group settings
• Improve understanding and communication by giving and receiving good feedback
• Use ideas submitted by a member of the team without causing other members to be defensive
• Develop a comprehensive team building strategy that improves productivity of the whole team
• Emphasize the value of working toward common goals without devaluing individual accomplishment
• Define and set up a method to track staff activities
• Be able to manage time and work assignments effectively
• Conduct team meetings that capture and hold the audience’s attention
• Interview and hire the right person for the right job
• Save time and work more effectively through the use of a clear time management plan
• Understand and comply with proper hiring and managing requirements
• Communicate effectively with both superiors, peers and subordinates
• Become effective coaches for their work team
• Conduct accurate and difficult performance appraisals

 

One of the least mentioned effects of change relates to how it affects the management official leading that change, and his or her ability to undertake the leadership role.  We have already talked about the effects of change on the individual employee, and of course management officials are subject to the same reactions, resistances and strains.  Some types of change, such as restructuring, or downsizing can put considerable strain on the leaders of an organization.

Stress, Stress & More Stress

One primary concern regarding change is the stress it imposes on those undergoing the change.  Management officials, because they have obligations to their staff, not only have to deal with change as employees but also need to carry some of the concerns of their staffs.  In the case of downsizing, the stress levels can be extremely high, because the management official is charged with conveying very upsetting information.

Stress is part of the job, but in times of change, it is critical that you recognize that it may cause you to act in ways that are less effective than usual.  As with anything connected with change, the major concern is not short term but long term.  If your stress levels result in marked loss of effectiveness, the risk is that a vicious cycle will be set up, where ineffective leadership results in creating more long term problems, which increases your stress, which reduces your effectiveness even more.

Avoidance -- A Common Response

A common response to unpleasant change is to ignore the situation.  Avoidance can take many forms.  Most commonly, the avoiding management official plays only a minimal role in moving the organization through the swamp.  After announcing the change and doing the minimum required, the management official "hides" from the change, through delegation, or attending to other work.  This tactic involves treating things as "business as usual".

The outcomes of this tactic can be devastating.  By avoiding situations, the management official abdicates any leadership role, when staff needs it most, during and after significant change.  In addition, the avoidance results in the management official becoming out of touch with the people and realities of the organization.

While avoidance serves a need for the management official in the short run, it destroys the management official's credibility, and results in poor decisions.  The long term consequence of such action is that the organization tends to deteriorate in terms of morale, effectiveness and productivity.  Sometimes this deterioration is irreversible.

Denial -- Another Ineffective Tactic

Sometimes the management official deals with change by denying its impact.  Usually, the denying management official takes a very logical approach to change.  Decisions get made, systems are put in place, or new procedures are developed.  Unfortunately, this "logical" approach denies the impact of change on the people in the organization. 
The denying management official tends to refuse to understand "what the big deal is", and shows little empathy with employees in the organization.

As with avoidance the denying tactic tends to drop the management official's credibility and destroy any personal loyalty on the part of employees.  

Key Points

1) Management officials are put under stress by change, and that   stress, if mishandled can result in loss of management official’s effectiveness.  Management officials need to be alert to the signs of stress upon their performance.

2) A common management tactic is to avoid involvement in change when that involvement is unpleasant.  The affects of this withdrawal can be lethal to the organization and to the management official.

3) Another common tactic is denial of the effects of   change.  Management officials who do this tend to under- estimate the impact of the change, and demonstrate an inability to respond to employees' emotional reactions to change. 

Author: Dr Shailesh Thaker (http://drshaileshthaker.co.in)

Subject: Management Seminars

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