MANAGEMENT COURSE MANAGERIAL TOOLS

MANAGEMENT COURSE
WORK TOOLS
MANAGER

THE CONTEXT OF THE MANAGER'S / MANAGER'S WORK

• Company/Team - Connected Vessel System.
• Factors of effective team performance and cooperation. Setting goals and planning tasks based on own and company priorities.
• Build and develop shared responsibility for achieving Team / Department / Project / Company goals.
• Communication tools. Communication focused on the results we want to achieve.
• Dealing with difficult situations. Response to difficult situations - Circle of influence - Circle of concern.
• Effectiveness of a manager - functions and tasks versus leading a team.

DELEGATION OF OBJECTIVES / DELEGATION OF AUTHORITY

• Before you delegate a task - plan it well. Planning and organizing on a scale of: year / quarter / month / week / day of work.
• The essence and importance of delegating goals and tasks. Principles of effective delegation.
• Ways of motivational delegation of tasks. Involving the employee in the goal-setting process.
• Diagram of the posting conversation - the message conveyed in a clear and understandable way.
• Delegation of tasks - either permanently or temporarily, with assignment of duties and corresponding powers to a person.
• The right person for the job. Criteria for selecting tasks to delegate and the people to whom we delegate them. Prioritization. Individual selection of priorities to a particular employee.

TASK CLEARANCE  MONITORING  EVALUATION OF THE COMPLETED TASK

• Ways to monitor, enforce assigned tasks and goals.
• Aspects of task accountability: the degree and quality of task completion and competence gains.
• Quality of the completed task, compliance with SMART principles.
• What did the employee learn while performing the task?
• Procedure for holding employees accountable for delegated goals and tasks. Ongoing/partial job accountability.
• Opportunities and threats in the application of monitoring, enforcement, task accountability.
• Criteria for measuring the effectiveness of goal achievement. Conduct ongoing monitoring of work performance, identifying problems and turning difficulties / barriers into goals.
• Workshop exercise of skills in groups of 3 - development-oriented accountability of the assigned task.

FEEDBACK  MOTIVATOR OR ANTI-MOTIVATOR?

• Communication to employees - feedback as a tool to support effective communication.
• Various forms of giving feedback - ways to convey positive and negative evaluation to motivate better and better work and development, work efficiency. "Whatever you have checked, give feedback" in such a way that the information is motivating and developmental.
• Praise and reprimand as a tool of the Leader.
• Difficult conversations with employees - preparing on a substantive and emotional level.
• Matrix for gathering information, causes of problem - 5 x Why?
• Trust and open communication as the basis for information flow.

CONTROL  EGULATION  CORRECTING ACTIONS

• Translate the plans into the organization of the team and individual employees.
• Control the progress of the work and influence the level of commitment.
• Enforcing and correcting actions.
• Corrective Interview.
• Involve employees in the process of setting tasks / goals.
• How to determine the difficulty level of a task depending on the specifics of the department and the maturity level of the employee?
• How to make "resistant" employees feel responsible for their tasks?

MEETINGS WITH THE TEAM

• Preparing the Manager for the meeting. Why do Managers hold meetings?
• Function of the meeting - informational, decision-making, problem-solving.
• Specifics of conducting remote meetings - tips.
• Goals and objectives of team meetings. Principles of preparation for the meeting: the purpose of the meeting and its effects.
• Planning and organizing team meetings. Logistics and meeting schedule.
• Defining the information necessary for participants before and during the meeting.
• Principles of leadership and behavior of a manager. Substantive contract of the meeting. How do you start a meeting to model a smooth and substantive flow?
• Scenario for an effective team meeting.

FEEDBACK

• Communication to employees - feedback as a tool to support effective communication.
• Trust and open communication as the basis of information flow.
• Various forms of giving feedback - ways to convey positive and negative evaluation to motivate better and better work and development, work efficiency. "Whatever you have checked, give feedback" in such a way that the information is motivating and developmental.
• Praise and reprimand as a tool of the Leader.
• Matrix for gathering information, causes of problem - 5 x Why?

TEAM EFFECTIVENESS  DYSFUNCTIONS OF TEAMWORK

• Company - Team - Connected Vessel System.
• Cooperation - Collaboration - Competing - what impact does it have on my behavior and that of others, decision-making, implemented actions at different organizational levels - consequences at the company / team level.
• V Dysfunction of Teamwork P. Lencioni. Building synergy in the team.
• Trust and open communication as the basis of information flow.
• Factors of effective team performance and cooperation. Setting goals and planning tasks based on own and company priorities.
• Developing a plane of commitment and responsibility.
• Involve employees in the process of setting tasks / goals.
• How to determine the difficulty level of a task depending on the specifics of the department and the maturity level of the employee?

REMOTE MANAGEMENT

• Remote management: knowledge / skills / attitude.
• How to organize the flow of feedback in remote work.
• Motivating employees in a remote working environment.