Introduction to Management
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Master the five key areas of modern management
Who is this course for?
Newly appointed or soon to be appointed managers. Ideal for those in their first managerial role.
What is Introduction to Management about?
A comprehensive immersion in the fundamentals of management, this 2 day course provides a thorough understanding of what is required to motivate and manage your team successfully and provides clear structures and tools to enable you to do this.
What do you get out of it?
• An understanding of what your team expects from you and how not to let them down
• Interpersonal skills that are vital to being a successful manager
• Skills to create a portfolio of tried and tested management techniques to get the best out of your team.
• The ability to manage your time effectively and delegate with confidence
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Further Details
Stage 1 - The Course:
Roles and responsibilities
- Why do managers manage?
- A manager's five key responsibilities
Leadership and communication
- Improve communication upwards and downwards
- Develop assertive behaviour
Management style and team dynamics
- Use of the appropriate style of management
- Making delegation work and avoiding common pitfalls
Motivation and reward
- Define performance standards and use appropriate tools/indicators
- Compentency Framework
Feedback and dealing with difficult situations
- Structure for constructive feedback
- Conduct and capability issues
Self Management
- Managing conflict within teams
- Time and stress management
Stage 2 - MP3 Learning bites:
Stage 3 - e-learning:
Runs every month in London, Birmingham, Manchester, Edinburgh, Bristol & Leeds; alternatively call 020 7520 6600 to have this run at your company as a tailored programme.
This Training Course is taught in classrooms in the following locations:
London WC
Information provided is for information purposes only and no guarantees are made with regards to accuracy. It is advised that all details are checked prior to making a booking. Contents © 1999 - 2012. All rights reserved.
