|
|
Learning
Categories |
Topics |
|
|
|
|
Adaptive Leadership (Basic and Advanced
levels), Dealing with Difficult Situations, Empowerment and Motivation, Get
off my back! Are you a micro-manager?, Goal setting / Feedback, Managing
Change |
|
|
|
Human Resource Practices |
Conducting Career Discussions, Effective
Interviewing, Human Resource Legal Issues (Canadian & US versions), Job
Analysis, Orientation Programs, Reward and Recognition Programs, Conducting
Performance Evaluations |
|
|
|
Business Planning and Improvement |
Benchmarking, Interpreting Flowcharts,
Measuring Service and Operational Quality, Developing a Strategic Plan,
Quality Improvement Teams / Department Manager's Role, Structured QI
Techniques |
|
|
|
Time Management/ My Productivity |
Time Management, Meeting Management |
|
|
|
Work Environment |
Creating a Culture, Team Building Skills,
Self Directed Work Teams |
|
|
|
Communications/ Interpersonal Skills |
Qualities of Leadership, Managing Conflict,
Group Decision Making, Presentation Skills, Facilitating Group Dynamics,
Listening Skills |
|
|
|
Customers Forever |
Basic Customer Service Skills, Creating a
Customer Focus, Know Your Customer, Know Your Competition, Advanced Customer
Service Skills, Learning from the Customer, Great Service by Phone,
Organization Wide Quality Management |
|
|
|
Course Description |
Adaptive Leadership
|
|
|
Overview:
|
Have
you ever noticed that some employees seem to need more of your
time than others do? You're always helping them when it's busy
or solving a customer complaint for them or fixing a mistake
they made, etc, etc,. You should expect new employees to need
some help but as time goes by they too should be able to work on
their own. If they're still not as productive as you'd like them
to be what can you do?
Managers can use Adaptive
Leadership to make their employees more productive and to
provide a more satisfying work environment. At the same time,
managers who effectively apply this technique will find they
have more time to attend to their own priorities. It's a win-win
for the employee, the manager and the company. |
|
|
No. of Modules
|
This
topic has two modules (tutorials) – Adaptive Leadership –
Introduction and Adaptive Leadership- Advanced
|
|
|
Objectives:
|
Upon
completion of these modules, participants will be able to:
-
describe the
concept of Adaptive Leadership and the ADAPT model
-
identify simple
guidelines to apply Adaptive Leadership
-
explain how
managers can apply Adaptive Leadership to help employees
become more productive
-
use
worksheets for managers and supervisors to assess the
Personal Autonomy of their staff and for delegating work to
the most appropriate employees
-
describe
how managers and supervisors can assess an employee's level
of supervisory need based on their proficiency and
determination
-
explain
how managers and supervisors should "adapt" their approach
to assist employees
-
complete a series of mini-case studies and exercises that
will demonstrate their understanding of Adaptive Leadership
and help apply the concepts on-the-job.
|
|
|
Topics:
|
What’s Your Style, Personal Autonomy, Applying the Appropriate
Management Style, Delegating: How Managers get thins done,
Differences in Management Style: Theory X & Theory Y, Adaptive
Leadership, Four Levels of Personal Autonomy, Manager’s Style
for Levels of Personal Autonomy
|
|
|
Duration:
|
Approximately 1.45 hours to 2 hours
for both modules
|
|
|
Go to Top
|
<<Main Menu <Category Menu
NEXT>
|
|
|
Course Description |
Empowerment and Motivation
|
|
|
Overview:
|
As a
manager or supervisor one of your most challenging
responsibilities is to keep your employees motivated to do the
best job they can. Truth is, motivating an employee is very
difficult. In fact, if you can just get through the day without
saying or doing something to de-motivate them - you're doing
great. The challenge is, each person is motivated by different
incentives. For some it's responsibility, the sense of
accomplishment. For others, helping others is their reward. Some
just want money. Offer someone the wrong motivator and you'll
probably be disappointed in the results.
An
employee who comes to work each day motivated to do the best job
he/she can is an invaluable asset. These are the employees who
require little supervision, who look for ways to satisfy your
customers and opportunities to improve your business. On the
other hand, an employee with low motivation requires extra
supervision and is prone to mistakes and poor service. The key
for managers is the ability to assess motivational levels and to
understand what he/she can do to motivate–or at least avoid
de-motivating an employee.
|
|
|
No. of Modules
|
This
topic has two modules (tutorials) – Employee Motivation –
Introduction and Empowerment and Motivation- Advanced
|
|
|
Objectives:
|
Upon
completion of these modules, participants will be able to:
-
explain the impact of motivation on an employee's
performance.
-
describe some of the factors under a manager's control that
can influence an employee's motivation.
-
describe the impact low motivation can have on an employee's
performance and what it can cost your business.
-
apply a simple model for motivating employees
-
use a survey for assessing morale in their organization
-
describe actions/behaviors that typically
motivate/de-motivate employees
-
develop specific initiatives a company/manager can use to
motivate employees
-
complete a case study of how one organization implemented a
program designed to improve motivation/morale.
-
complete an application exercise to apply these concepts
on-the-job.
|
|
|
Topics:
|
The Impact of Low
Motivation, What Can a Manager or Supervisor Do?, Motivating and
De-Motivating Employees, Motivating Employees- A Model,
Establishing a Motivational Baseline, What Motivates Your
Employees?, What Motivators Does Your Environment Lack?, Filling
in the Gaps, Communicating Your Plan to Staff, Evaluating Staff
and Environment Periodically
|
|
|
Duration:
|
Approximately 1.45 hours to 2 hours
for both modules
|
|
|
Go to Top
|
<<Main Menu
<Category Menu
NEXT> |
|
|
Course Description |
Goal Setting and Feedback
|
|
|
Overview:
|
Goal setting and feedback provide
the basis for performance management and developing the skills
and abilities of your employees. Whether you're managing
individual performance or deploying your strategic plan, setting
goals and monitoring is the cornerstone of effective management.
If you don't use goal setting to focus your efforts and improve
performance you'll find yourself reacting to the same situations
over and over.
Goal
Setting and Feedback are the building blocks of effective
management. Just about everything you do in your company has
some goal attached to it, i.e., increasing sales, improving
service, getting control of your finances, coaching an employee,
completing a business expansion, etc. Without clearly defined
goals you will waste significant money, time, and energy.
|
|
|
No. of Modules
|
This
topic has two modules (tutorials) – Goal Setting and Feedback –
Introduction and Goal Setting and Feedback – Advanced
|
|
|
Objectives:
|
Upon
completion of these modules, participants will be able to:
-
explain the
critical steps for effective Goal Setting
-
describe the best
way to provide positive feedback
-
outline an
approach for providing other's with negative, or
constructive feedback.
-
set effective
goals for their employees
-
provide effective
and timely feedback to their employees
-
complete a case
study describing goal setting at multiple levels in a
company.
-
complete an application exercise to apply these concepts
on-the-job.
|
|
|
Topics:
|
What to Consider,
Effective Goal Setting (part 1 & Part 2), Providing Effective
Feedback -positive and negative (Part 1 and Part 2), Getting
Employee Feedback (Part 1 & Part 2), What Interferes With Goal
Setting & Feedback, Goal Setting & Feedback – A Case Study
|
|
|
Duration:
|
Approximately 1.30 hours to 1.50
hours for both modules
Goal Setting and Feedback is
critical if you are to constantly improve your personal
performance, your employees' performance and the performance of
your company overall. Goal Setting keeps you focused forward
towards constant improvement. |
|
|
Go to Top
|
<<Main Menu
<Category Menu
NEXT>
|
|
|
Course Description |
Managing Those Difficult Situations
|
|
|
Overview:
|
How much time have you wasted dealing with an
employee who's constantly tardy, an employee who makes the same
mistakes over and over, a group of employees who are fighting
due to personality differences? The list goes on. Let's face
it–if your company only employed one person–you, then there
would never be any problems, right? But that's not the case.
Managers avoid dealing with these situations for a variety of
reasons. Sometimes they go away, more often they just get worse.
It may not be obvious but those little problems are costing you
money, service and customers.
As a manager or supervisor you are going to
run into countless scenarios where you have to pull some magic
out of your hat (or at least be good with smoke and mirrors).
You've got to deal with individual problems, mass mutinies, as
well as your own problems. When those challenging situations
arise, you can't react haphazardly. You need to approach the
situation with a logical way of diagnosing the problem and
coming up with a plan to change an individual or group's
behavior. Not an easy task. |
|
|
No. of Modules
|
This topic
has two modules (tutorials) – Managing Those Difficult
Situations – Introduction and Managing Those Difficult
Situations - Advanced
|
|
|
Objectives:
|
Upon
completion of these modules, participants will be able to:
-
identify typical difficult situations
-
explain why people are usually reluctant to address
difficult situations
-
identify the impact problem situations can have if not dealt
with quickly and effectively
-
describe a method for managers and supervisors to use when
dealing with employee or workplace problems
-
apply a process for diagnosing and responding to employee
problems
-
describe (in case study format) 15 common employee problems
with recommendations on how a manager should respond
-
complete
an application exercise to apply these concepts on-the-job.
|
|
|
Topics:
|
What is a
Difficult Situation, Why We Avoid Difficult Situations, What’s
The Impact of These Situations?, What Can a Manager or
Supervisor Do?, Difficult Situation Framework, Difficult
Employee Case Studies (15)
|
|
|
Duration:
|
Approximately 1.45 hours to 2 hours for both modules
|
|
|
Go to Top
|
<<Main Menu
<Category Menu
NEXT> |
|
|
Course Description |
Avoiding Micro-Management
|
|
|
Overview:
|
In conducting our
seminars and workshops we sometimes ask participating managers
to administer a survey to their staff prior to class. Surveys
are returned directly to our consultants to ensure anonymity and
confidentiality. The survey asks questions about the work
environment and the working relationship the employee has with
his/her manager. In reviewing a sample of data from over 600
respondents a common theme kept surfacing.
Stop micro-managing
me!!
One of the most common
criticisms of management is that employees feel their manager
spends too much time policing their work, asking questions,
following up, interrupting etc. Basically micro-managing. As a
manager you're in a no win situation. An employee's need for
direction and supervision fluctuates based on the task at hand,
the employee's stage of development and motivation and their
confidence. Of course you're expected to know exactly the right
amount of "management" to provide every time!
|
|
|
No. of Modules
|
This topic
has one module (tutorial) – Get Off My Back!!-Is Your Manager a
Micro-Manager?
|
|
|
Objectives:
|
Upon
completion of these modules, participants will be able to:
-
identify specific examples of micro-management to watch out
for
-
explain why some managers are micro-managers
-
explain the powerful relationship between Adaptive
Leadership and micro-management
-
identify ways a manager can avoid unnecessary
micro-management
-
discuss the concept of "managerial power"..
|
|
|
Topics:
|
What is Micro-Management, Examples of
Micro-Management, Micro-Management and Adaptive Leadership,
Avoiding the Micro-Management Trap, Managerial Power – A Case
Study
|
|
|
Duration:
|
Approximately 30 minutes to 45 minutes
|
|
|
Go to Top
|
<<Main Menu
<Category Menu
NEXT> |
|
|
Course Description |
Managing Change
|
|
|
Overview:
|
Look at the business
section in today's newspaper and you're likely to read about a
few of the ways companies are "positioning themselves in their
competitive market:" Down-sizing, mergers, restructuring, making
incredible leaps with technology - whatever the motive or means
what it all boils down to is change.
No matter what size or
type of company you manage at some point you will be managing
change. It may be small, almost imperceptible or it may be a
complete overhaul of your business. Obviously the larger the
company and the larger the change the more complicated the
process becomes for managing the change effectively. But in
either case, you will waste significant time and money as well
as jeopardize the quality of your products and services if you
don't address resistance to change.
To understand what you
as a manager or supervisor can do to manage lead change
effectively, you must first understand two important facets of
change - dynamics and mechanics. Dynamics of change deals with
the human reaction to change. The mechanics of change focus on
designing processes that ensure changes occur effectively within
an organization
|
|
|
No. of Modules
|
This topic
has one module (tutorial) – Managing Change
|
|
|
Objectives:
|
Upon
completion of these modules, participants will be able to:
-
describe common reasons why employees resist changes
-
follow a process for planning, communicating, and
implementing changes
-
complete a case study of one company's process and tool for
communicating changes that impact other departments,
computer systems, policies & procedures
|
|
|
Topics:
|
Dynamics-
What Causes Resistance to Change, Managing Change and Reducing
Resistance, General Points About Managing Change, Mechanics of
Change Management, Change Management Process, Designing a Change
Management Process/System
|
|
|
Duration:
|
Approximately 1 hour 10 minutes to 1 hour 25 minutes.
Whatever
your business you need to give careful consideration when making
changes. All changes will have some ramifications on your
products or service (otherwise why make them). By managing the
mechanics effectively you can reduce or eliminate unintentional
problems.
|
|
|
Go to Top
|
<<Main Menu
<Category Menu
NEXT> |
|
|
Course Description |
Conducting Performance Evaluations
|
|
|
Overview:
|
The performance evaluation process is an
important component in managing the performance of your
employees. If you don't tell employees how they're doing they'll
be left wondering or assuming everything is okay. They'll go
about work as usual, making the same mistakes as usual. Everyone
appreciates feedback on his or her performance. Studies show
employees would rather have negative (but constructive) feedback
than no feedback at all! For managers, the formal process of
performance evaluations forces them to think critically and
constructively about their employees' performance. It's a chance
to step back from day-to-day management issues and focus long
term. You owe it to your employee and yourself to sharpen your
performance management skills.
|
|
|
No. of Modules
|
This
topic has two modules (tutorials)-
Conducting Performance Evaluations (Introduction and Advanced)
|
|
|
Objectives:
|
Upon completion of these modules,
participants will be able to:
-
describe the concepts of performance management vs.
performance evaluations
-
describe the purpose and benefits of conducting performance
evaluations
-
use a sample performance evaluation tool
-
analyse a performance evaluation case scenario
-
describe the purpose and benefits of conducting performance
evaluations
-
apply a guideline to prepare for, conduct, and follow-up on
performance evaluations
-
describe some of the common mistakes managers make when
evaluating employee performance
-
|
¥
Management