If you are on your way to becoming a new manager or would like to learn the fundamentals of how to become a better manager then this will be the ideal course for you. This course will focus on the essential requirements needed to execute managing for the first time if you are a newly qualified manager and will also allow you to gain knowledge of the skills needed for leading a new team effectively if you are a newly promoted manager. Total Success is well renowned for our management training courses as we cater to all levels of management. We are able to design courses for specific needs, whether it be improving management skills or providing management refresher training. This course is designed for newly appointed managers and supervisors. Its modular approach builds into a toolkit of essential management skills and gives practical ‘real life’ examples, scenarios and techniques to enable the New Manager to manage with confidence. We place great emphasis on workshops, role-plays, active participation and group discussion to allow the knowledge to be understood and used quickly and easily in the work place. The course consists of a series of six modules which are taught over the two days. After each session delegates will be given work assignments and post-course action plans which reinforce the skills and techniques taught on each session. Each assignment is designed to be reviewed after one month with the delegate’s line manager so the knowledge gained is assessed and analysed. Each module comes with its own set of notes and follow up exercises and builds into a portfolio of management skills. Management Skills, The New Manager, Appraisal skills and Time Management are some of the courses trained by Total Success Training in London and throughout the UK. We have over 18 years experience training people on strategies to improve productivity and enhance self development.** Course Dates 2010:26th - 27th April // 20th – 21st July // 19th – 20th October
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CLICK ON COURSES FOR FULL OPEN COURSE AGENDAS Appraisal skills (one day) - updated to include new legislation Assertiveness Skills (one day) Assertiveness and managing conflict (one day) Coaching for managers (one day) Customer Service and Customer Care (one day) Correcting poor performance and disciplinary procedures (one day) - updated to cover current legislation Dealing with difficult people (one day) Interviewing skills (one day) - updated to cover current legislation Introduction to selling (one day) Leadership and team building (one day) Letter and report writing (one day) - updates include writing e-mails Negotiation skills (one day) Presentation skills (two days) PowerPoint Presentation skills (one day) Advanced Presentation skills (one day) Project planning for non-project managers (one day) Stress Management (one day) Telesales and Telemarketing (one day) Telephone skills and customer care (one day) Time Management (one day) Time management working with Microsoft Outlook (one day) Time management working with Microsoft Outlook 2007 (one day) Management Training / New Manager (two days) Training the trainer (one day) We provide many free articles packed with valuable information about the topics we train. Our newsletter page contains many more. Here are some of our more recent articles How to structure a presentation Time management and working from home Assertiveness Self Assertion Analysis Customer Service on the telephone Telephone skills and Customer Care Organisational stress management Planning an appraisal and setting objectives Giving feedback in an appraisal The power of attitude in selling PowerPoint presentation tips and techniques |
It is recognised that the best managers are the ones who can delegate. The modern manager, with ever increasing work loads and responsibilities, must use the delegation of responsibility to encourage career growth amongst his/her staff.
The results in terms of job satisfaction and morale have to be seen to be believed.
It is important for managers to realise that as we progress we must make the way ahead for our employees as meaningful as possible. Most managers have the belief that "to get a job done well, you have to do it yourself", but this is a very short term view and we must always look to the long term.
A good indication as to whether you need to delegate is the height and age of your in-tray contents. Are piles of work continually being brought home in the evenings and the weekends? Are you constantly putting out fires?
Have a close look at the following checklist and ask yourself if you suffer from any of the following:
· You can’t take time off, even when you are really sick because there is no one around who can cover for you.
· You are never able to take all of the holidays due to you.
· You are unable to set aside at least 30 minutes of planning time at the end of each day.
· You frequently have to help workers finish their tasks and projects.
· Your subordinates lack any form of initiative. They feel they must ask permission for everything before making a move.
· Getting information from team members is like pulling teeth.
· If you left the company, they would have to recruit to replace you.
DELEGATION CAPABILITIES
The following quiz can be helpful in assessing your delegation abilities in your practice.
This test is designed to help you assess your abilities as a delegator. Answer the questions "yes" or "no" and be candid with yourself. Yes No
1. Do I freely delegate tasks that I like to do or feel comfortable with? 2. Do I avoid getting bogged down in administrative work? 3. Do I resist taking work home regularly? 4. Do I manage so that I feel that I am not on a constant "treadmill"? 5. Do I prevent letting my staff delegate to me? 6. Do I avoid the urge to redo work I have delegated? 7. Is it unimportant to convey the image that I am a hard, tireless worker? 8. Have I ever analysed my job so that I really know how my time is spent? 9. Do I really know how I should be spending my time? 10. Am I actually spending my time as a manager should be? 11. Do I recognise that delegating involves uncertainty, even ambiguity? 12. When I delegate, do I specify how much authority is to be assumed? 13. Do I allow a certain amount of error in my staff as the price I pay for delegation? 14. Does my staff feel free to act within their delegated authority? 15. Do I see and use my staff as a team to get the job done? 16. Do I use delegation as a tool to motivate my staff? 17. Do I see delegation as a means of helping my staff grow, develop, and achieve? 18. Do I use delegation as a tool to force innovation on the staff for different ideas? 19. Do I have adequate staff reporting to me so that I am not over-supervising? 20. Do I use delegated authority to spot problems before they develop?
Scoring-To assess your delegation abilities, give yourself 1 point for every "yes" response. Above 16: You are a good delegator and others probably enjoy working for you. 14-16: You are doing an adequate job of delegating. 12-13: Your delegation capability is only fair. Under 12: Your delegation abilities (or lack thereof) are probably a problem reflected in your staff.
DELEGATION GROUND RULES
1. Identify the task Be result oriented rather than activity oriented. Be clear, measurable and realistic.
2. Decide what should be delegated Pick only those tasks which; · help you to make better use of your time · develop members of your team · help you to motivate people in your team
3. Identify the right person Identify the skills and knowledge needed to successfully complete a job, and match them with the skills and knowledge in your team. Rate them in their order of importance. Try to break the task down to key areas.
4. Explain why you are delegating it to them If this is the first discussion, explain background, why that person, the reason for the task, and the purpose of the discussion. Review both skills and knowledge and identify any gaps. Show confidence in them - praise and not flattery.
5. Specify the expected outcomes Consider the key activities and identify the checkpoints. To go with any significant variations.
6. Establish review meetings and a target completion date Encourage them to identify when you should meet to review progress (this is a key point).
7. Discuss how they may go about it If you are delegating authority, setting limits will enable them to know how far they are able to go. Ensure that team members and other supervisors/managers know what is happening, especially if they are to be involved or affected by the task.
8. Identify the resources they will need Make their responsibility clear and/or help them to clarify it. Establish the budget they will need to complete the task and also the correct reporting procedure if budget is exceeded.
9. Decide how and when you are going to monitor progress Control without interference. We define control as the monitoring of performance of a delegated task so that the expected results are achieved. Trust is a vital part of the delegation process so it is crucial that your controls are established early so that you allow the other person to ‘get on with it’. Controls need to: · identify what should happen · monitor what is actually happening · identify any significant variations · prompt timely, corrective action aimed at the cause
For other New Manager newsletter pages please follow the links below: High Performance Management Superstars Delivering Effective Course Content
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Assertiveness Skills - Assertiveness and managing conflict - Time Management - Management Training / New Manager - Sales Course / Introduction to Selling - Telesales and Telemarketing - Presentation skills - PowerPoint Presentation Skills - Appraisal skills - Interviewing Skills - Stress Management - Leadership and team building - Coaching for managers - Letter and report writing - Dealing with difficult people - Customer Service and Customer Care -Correcting poor performance and disciplinary procedures - Negotiation skills - Training the trainer - Telephone skills and customer care
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Presentation tips - Overcoming presentation fear - How to structure a presentation - How to master body language plus a useful presentation checklist - Asking questions in interviews - Structuring a recruitment interview - Good work through praise - Time management tips - Time management skills - Managing your e-mail - Time management and working from home - Time management links - Assertiveness Self Assertion Analysis - Assertiveness links - Self Assertion Analysis - Becoming More Assertive - Constructive criticism and disciplinary procedures - Dealing with difficult people - Dealing with difficult customers on the telephone - Customer Service on the telephone - Telephone skills and Customer Care - Managing your stress - Organisational stress management - Practical appraisal skills - Planning an appraisal and setting objectives - Giving feedback in an appraisal - The power of attitude in selling - Opening the telephone call effectively - PowerPoint presentation tips and techniques - Using visual aids in PowerPoint presentations - How to use transitions in PowerPoint presentations - Negotiating with difficult people - Planning a successful negotiation - Managing meetings - Train the trainer training - Presentation planning form - Handling conflict in appraisals - Project management - Neuro-Linguistic Programming - Management skills - Leadership Skills - Stress Management and Control - Customer Service and Customer Care - Management checklists for Training courses - Planning form for Public Speaking Presentation - Managing your e-mails - Stages of Competence in Training - Time Management and Technology - Training Stories and Anecdotes -
- NEW Newsletter Pages -
Stress Quiz: How Stressed are you? - Recognising and Combating stress - Managing Stress - Relaxation techniques for managing stress - Relaxation using simple and personal mantras - Stress and the Credit crunch - Using Humour in Presentations - Attention gaining tips for Public Speakers - How to make the best of closing your presentation - Making Powerful Presentations - Using Visual Aids in Presenting - The importance of FlipCharts in Presentations - Improving your presenting style - Vocal and Diet tips for presenters - Rate you Presentation effectiveness - Dealing with Difficult Audiences - Overcoming Presentation Anxiety - More Presentation Anxiety tips - Dealing with Difficult people at work - Tips for Dealing with difficult people - Dealing with Difficult People-the arrogant person - Dealing with Difficult People-the aggressive person - Customer Service during Christmas - Time and Stress Management - Successful Telesales - What type of leader are you? - Vocal Elements of Communication in Leadership - Managing Pressure - Handling Very Difficult Customers - Opening Negotiations Effectively - Tips and Techniques for Sales Presentations - Rules of Assertiveness - Product Demonstration Skills - Personality and Stress - Handling Objections - Methods of Overcoming Resistance - Effective Communication in Negotiations - Your Response to Stress - Dealing with conflict and aggression - Co-Presenting Tips and Techniques - Controlling the Call - Contact Strategy - Becoming Assertive in Negotiations - Situation Leadership for Coaches - What is your managerial style? - Giving Praise - How great can you delegate 1 - How great can you delegate 2 - Management superstars - Delivering effective course content - Dealing with complaints - Practical guide to punctuation - The sequence of a report - Top tips for writing effective emails - Aims and Objectives for the New Manager - Question Techniques in Group Training - Its not What you say, but How you say it! - How to overcome and channel fear - Why is project management important - Project definition and proposal - Estimating time accurately - 10 step guide for Project Planning - Project Progress Meetings - Assess your problem employee - Disciplinary Procedures Guide - Disciplinary Rules