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    Management Skills: Essentials For The New Manager

    BY
    Simpliv Learning

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    Mode

    Online

    Fees

    $ 9 49

    Quick Facts

    particular details
    Medium of instructions English
    Mode of learning Self study
    Mode of Delivery Video and Text Based

    Course and certificate fees

    Fees information
    $ 9  $49
    certificate availability

    Yes

    certificate providing authority

    Simpliv Learning

    The syllabus

    Introduction to the Essential Skills

    • Developing People, Leading Teams & Managing Processes
    • Two Self-Assessments
    • What is Management, Leadership and Process?
    • The Heart of the Matter: Values and Culture
    • Values Worth Considering
    • Management Essentials – Exercise 1

    Responsibilities: Communication, Boundaries and Delegation

    • Essential Horizontal Communication
    • Essential Vertical Communication
    • Stay Safe! Stay in Bounds!
    • Exercise 2: Build a Communication Matrix
    Delegation and Assigning Tasks
    • Define the Objective/Outcome
    • Define the tasks (if you know)
    • Assign individual/team
    • Provide resources
    • Define boundaries & authority
    • State desired results (how will you know when it is successful?)
    • Time for completion
    • Reporting – Who, When?
    • Ask for understanding and agreement

    Developing Employee Skills

    • Improving Human Performance
    • A Model for Basic Skills Training
    • An Example of Skill Training
    • Exercise 3: Create a Skill Development Plan

    Motivating Your Team Members

    • The Hierarchy of Motivation
    • The Power of Purpose
    • Social Motivation and Creating the Bonds of Trust
    • Motivation and Organization Life Cycles
    • Situational Motivation
    • Stimulus Control – The Power of the Environment
    • Keys to Effectiveness
    • Exercise 4: Developing a Plan to Improve Situational Motivation
    Keys to Intrinsic Motivation
    • Don’t use Extrinsic when someone is already Intrinsically motivated
    • Take the Challenge
    • Self-control – autonomy
    • Wholeness of Work – Making Chairs
    • Job Rotation
    • Decision making and engaging in CI
    • Teamwork
    • External praise can increase Intrinsic
    • Competency increases Intrinsic

    Coaching and Communication Skills

    • The Manager’s Role as Coach
    • Coaching and Self-Awareness - Are You "Stu?"
    • Body Language – Attending
    • Asking Open-Ended Questions
    • Reflecting or Rephrasing
    • Expressing Empathy
    • Using Silence
    • Brainstorming Together
    • Exercise 5: Coaching and Communication Skills
    Acknowledging
    • Acknowledging is a form of positive reinforcement intended to strengthen the behavior of communicating by the other person.
    • Acknowledging may be a simple as nodding your head in understanding. Leaning forward. Or simply saying “I can understand that” or, “That’s a good point.”

    Difficult Conversations – Giving and Receiving Feedback

    Giving Feedback
    • Guidelines for Giving Feedback
      • Be sure that your intention is to be helpful to the other person or team.
      • Think it through. Be clear about what you want to say.
      • Emphasize the positive alternative to the undesired behavior. You care about your client and you want to help them improve. Tell them why you care.
      • Be specific -- Avoid general comments or exaggerations. Don’t say “You always…” This will cause the other person to be defensive. Be specific about what and when the person or group does something.
      • Focus on pinpointed behavior rather than the person.
      • Own the feedback -- Use ‘I’ statements to indicate that this is how “I feel and others may not experience the same thing.”
      • Your manner and the feelings you express are important. Be direct, but be kind and helpful. Be sincere.
    • A Model for Giving Feedback
      • Ask permission (“I would like to share an observation, if you don’t mind.”)
      • When… (Describe the circumstance, time, etc.)
      • What happens (describe the specific behavior)
      • It makes me feel… (why it is a problem for me and possibly for others)
      • A suggestion. It is always best not to act as if you know the right course of action, but it is helpful to have a suggested course of action.
      • Check it out. “Does this make sense to you”, or “how do you feel about that.”
    • Receiving Feedback
    • Feedback Exercise

    Discipline – Justice, Discipline and Self-Control

    • Justice and the Meaning of Discipline
    • The Process of Discipline
    • Solving Behavior Problems
    • Standard Work
    • Exercise 7: Discipline and Self-Control

    Team Formation and Organization

    • Teams – The Foundation of Organization
    • Defining Your Team Structure
    • Stages of Team Development
    • Writing A Team Charter
    • Roles and Responsibilities on A Team
    • The Agenda
    • Exercise 8: Team Formation and Organization

    Team Facilitation & Decision Making

    • Team Facilitation – Why It Matters
    • Team Facilitation Skills - 1
    • Team Facilitation Skills 2
    • The Enron Story and the Abilene Paradox
    • Clarifying Decision Styles
    • How To Gain Consensus

    Conflict Resolution

    • Principles of Conflict Resolution
    • A Model of Conflict Resolution
    • Conflict Resolution: Debate or Dialogue?
    • Conflict Resolution: Behavioral Characteristics of Debate or Dialogue
    • Exercise 9: Conflict Resolution

    Keeping Score and Goal Setting

    • Developing Your Team Scorecard
    • The Balanced Scorecard
    • Targets, Goals and Objectives
    • MBO & Self-Control
    • Exercise 10: Keeping Score and Goal Setting

    Problem-Solving and Process Improvement

    • Attitudes of Problem-Solving
    • Root Cause Analysis
    • Plan-Do-Check-Act Problem-Solving Model
    • A3 - Lean Problem Solving
    • The Skills of Brainstorming
    • Exercise 11: Solving Problems

    Improving Your Work Process

    • What Are Processes and Capabilities?
    • Listening to Your Customer
    • Exercise 12: Know Your Customer’s Requirements
    • Defining Your Process
    • Mapping Your Work Process
    • Eliminating Waste from Your Process
    • Eliminating Management Waste
    • Reducing Variances and Variability
    • Exercise 13: Eliminating Waste
    • Summary, Certification and Celebration

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