23 Feb, 2018
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Management Essentials is ideally suited to managers who need an overview of the management process.


There are no prerequisites for this course.


1 to 2 days, depending on content.

This course be calibrated for specific teams or levels of experience. For example it is commonly run for the following groups:

  • The New Manager:
    • Any manager who has between six months and a years experience can benefit as the core messages form a best practice approach. The follow-up, one to one sessions reinforce any areas that are particularly important to the individual manager.
  • The Next Generation:
    • Employees with management potential who could be the next manager in an organisation. The journey can be adapted as a 'step up to management' programme; and can identify specific areas of development that will not only benefit the individual, but aid succession planning.

Please specify your requirements when booking.

This course is available on site only. Please call for details.

Course Objectives

The manager has a role that can be as tough as it can be rewarding. This one-day or two-day workshop addresses the main tools and techniques required to be an effective leader/manager. Real life examples bring the theory to life and help prepare delegates to apply their new knowledge once back in the workplace.

Delegates will understand exactly what drives their people. They will be able to use robust management and leadership skills to influence their team to perform to a standard that inspires pride, and rewards the business with high levels of morale and performance with minimal disruption.

Course Content

The Role of the Manager
Are we sure we know what our role is?
Are we clear on how we are measured?
This section starts the ball rolling by identifying what our role as a manager should be.
The session includes:
• The Key Functions of a Manager.
• 'The Wheel of Management' – A tool to identify strengths and weaknesses.
• Proactive vs. Reactive Management – Group discussion.

When we have people working for us, do we truly understand what gets them out of bed in the morning?
Do we treat people the same as we expect to be treated? And how can we ensure that we are keeping momentum going?
This section includes:
• Personal Motivation – What is important to us?
• Herzberg Model – The factors that drive motivation.
• Motivational Mapping – an easy and quick reference tool.
• Why We Come to Work – questionnaire based discussion.

Leadership and management intertwine but have distinct differences.
This section helps to define exactly what leadership is and how it plays a role. This session asks whether we need leadership? Is 'good management' enough?
Delegates are challenged to think about their own roles using the following management tools:
• 3 Schools of Thought for 3 Types of Employee – Group discussion.
• Action Centred Leadership – Prioritising task, team and individual.

Personal Influence
Some managers have a natural gift for influencing individuals in their team towards a particular goal or outcome. Others struggle and revert to 'pulling rank'.
This session helps to define a manager's personal influencing style and addresses how to use it to best effect.
• Questionnaire on Styles is included.

Team Building
Many managers start from a team of one and build it up, others inherit teams. Either way, it is vital to understand the behaviours within a team and how this will impact on productivity. Using real life examples and proven techniques this session helps managers to understand – and get the best from - their team.
The session includes:
• The stages of team development (with a direct reference to Big Brother!).
• Mourning cycle (Shock, Denial, Anger, Acceptance, Exploring, Testing and Acceptance).
• Belbin Team Roles and contributions – manager profiling and feedback session.

The Effects of Management and Leadership
It is all well and good understanding the above, but it is important to have a real grip on what the effects of management can be – the good and the bad.
This session covers:
• Stress avoidance.
• 10 Signs of Bad Management.
• Coaching, Development and Training.
• Reward.
• Recruitment.

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