Leadership Development Programme

Five Key Steps that how to empower  Management Team:

Never undervalue the importance of management within an organisation. While it is the board level that have a propensity to win much of the praise when businesses take tough resolutions and overcome complex challenges, it is the line managers and the department heads who are incessantly powering the organisation onward, guarantee that targets are hit and efficiency, motivation and commitment among staff remains high.

The many hats that managers must wear in the business environment today, is one of the greatest challenge they face on a day-to-day basis, because management must be able to guide new employees, motivate accessible staff, make up productivity on the ground, and then report back to the boardroom.

Five tips on empowering managers are:

1. Access to guidance - One of the best ways to carry management teams together in a productive situation that not only permits them the freedom to air their challenges, but also locates solutions to those challenges, is via a leadership development programme. Management assessment and judgment are good, but group training sessions will in fact pinpoint problems then solutions.
2. Absorbed objectives - behavior in mind the huge number of tasks management level employees must complete, having set purpose and objectives will allow directors to easily review their progress, and give managers some clearness on how effective they are at work.
3. Free up communication control - For managers to have friendly and contactable business leaders who are ready to make time and listen to the challenges they face, is extremely valuable. Free up these channels by approaching managers to set up one-on-one meetings in an informal environment, find out how the business as a whole can hold up management and encourage them to push past challenges.
4. Recognise manager success - The importance of a motivated and faithful team of managers is clear, so it is critical that business leaders recognise their efforts. We spoke about targets in number 1, so if managers hit these targets and achieve set goals, rewards should be available. Consider the lengths to which industry participants could be going to maintain the reliability of their managers, then use this as a reward standard.
5. Officially authorized training - Managers are often accountable for the wellbeing of a number of employees or even departments of employees, so it is fundamental that they have the correct levels of legal training to handle with all situations. Understanding how best to deal, in legal terms, with common issues like workplace absence, health and safety, and workplace discrimination, will empower managers to confidence and self-assurance

Organising Management Development Programmes

All the major multi nationals have constant management training and management development programmes for their workers and even for themselves. Learning is the quickest way to growth and that's what management development programmes do. They train you as a cohesive unit to work as a well oiled machine for greater output and productivity. If you are thinking of organising a management training programme for company, here's what you can do.

Start with a specific goal in mind. What is the conclusion of the whole exercise? Do you want your subordinates to work better as a team? Or do you want them to become better decision makers and leaders? A specific outcome will help you with the rest of the decisions that need to be made.

Next decide on the period on training and timing of the programme. You can break it up over few days in between work or can have it extensively over a weekend. Having it over a weekend is always conducive as it causes no hindrance to work schedules. You also have to decide whether you are having the programme on office premises or at another location. Arrangements have to be accordingly. If it's at the office make sure the timing of the event doesn't clash with any other important event. Having it at a country club or a near by retreat is always fun. You can call it a learning getaway.

If you are welcoming speakers to come and address the employees make sure you send out their invitations months in advance so they can RSVP. So if they can't make it you have enough time to find another speaker. If you are organising a team building programme include games and a lot of activities that contain open communication and mingling. If it's a leadership development programme call motivational and other encouraging people to take about their real life experiences and small lessons learnt along the way.

The next you have to settle on is who is the training aimed at? Upper, mid or lower level management and whether is it a compulsory participation or not. Usually commercial houses have regular training cycles for all levels of management to improve their skills and abilities. Compulsory contribution is a must if you aim at team building. It is better to make management development programmes mandatory.

Humanizing job enrichment Action Learning

Action Learning

Action Learning can be observed as a formula: [L = P + Q]:

    * Learning (L) take place through a grouping of

    * programmed information (P) and

    * the capability to ask understanding questions (Q).

Action learning has been generally used in Europe for combining formal management training with learning from experience. A typical program is accomplish over a period of 6 to 9 months. Teams of learners with assorted backgrounds conduct field projects on multipart organizational problems that need the use of skills learned in formal training meeting. The learning teams then meet occasionally with a skilled instructor to discuss, analyze, and learn from their experiences.

There are six  basic steps of learning method:

   1. Formulate Hypothesis (an idea or concept)

   2. Design Experiment (consider ways of testing truth or validity of idea or concept)

   3. Apply in Practice (put into effect, test of validity or truth)

   4. Observe Results (collect and process data on outcomes of test)

   5. Analyze Results (make sense of data)

   6. Compare Analysis (relate analysis to original hypothesis)

Note that you do not always have to enter this process at step 1, but you do have to complete the process. All human learning at the individual level occurs through this process. Note that it covers with  the levels of existence:

    * We think — cognitive domain

    * We feel — sentimental domain

    * We do — achievement domain

All three levels are consistent, i.e., what we think manipulates us and is influenced by what we do and experience.

Job Enrichment and Job Performance

The completion of enriching jobs contain:

    * development of the personage

    * Individuals have better job satisfaction

    * Self-actualization of the employs

    * well again employee performance for the organization

    * Organization acquire fundamentally motivated human resources

    * Less deficiency, earnings, and doubt for the organization

    * Full use of human resources for humanity

    * Society gets more successful organizations

There are a variety of methods for humanizing job enrichment.

    * Talent Variety: execute different tasks that require different skill. This vary from job enhancement   

        which might need the employee to perform more tasks, but require the same place of  skills.

    * Job Uniqueness: create or achieve a total part of work. This gives a sense of achievement and

        liability for the product.

    * Profession Significant: This is the amount of impact that the work has on other people as the  

       employee perceives.

    * Self-reliance: This gives employees decision and organize over job associated conclusions.

    * Comment: Information that advise workers how well they are performing. It can come honestly

       from  the job  or orally form someone as well.

Management Development Training

Management Development may be classify as a procedure through which managers improve existing skills and learn new ones to make possible their own development and that of the organisation. In Organizational development, one of the most important factors formative organizational achievement is the effectiveness of Management. Therefore, measures taken towards Management Development can have frequent advantages for an organisation. While managers are in a established process of learning on the job, Management Development is a proper method of learning where particular skills are developed. Management development programs  generally  include:

    * Structured easy learning techniques that give a form to the regular learning on the job

    * Proper training such as a short course on a specific industrial skill or soft skill

    * Formal training in Management through diploma or certificate courses or a masters degree

    * Team leading skills

Management Development Training is available in a number of organizations across the world.

Some of these are:

1. The Development Company - Guidance is give in the following areas;

    * Introduction to Management

    * Junior/Middle/Senior Management Training

    * Team Leaders Training

    * Planner development etc

2. Vale Carnegie - The Management Training programme trains  individuals some of the skills required in today's quick tempo business environment. The training programme teaches managers how to formulate interpersonal relationships stronger, how to manage pressure and transaction with change.

3. HR Management Development - This institute has courses on offer for all kinds of managers. It offers a way on management skills for the recently appointed manager, how to manage during difficult times, how to motivate a team, skills related to performance management, strategic management skills etc.

4. Management Training and Development - The purpose of this course is to help individuals develop skills, knowledge and behaviours connected with being a successful manager. This course has a extensive capacity and applies to first time supervisors, managers, team leaders etc. This course will also be useful to staff who have been encouraged to a new managerial role and have limited experience in that area. Managers can also refresh their skills with the help of this itinerary.

5. American Management Association - The AMA Management Development course offers preliminary and advanced management skills to manage people efficiently and to deal with unexpected change in a business environment.

6. Management Training professional - Offer courses that help the Manager to countenance the real world with a new found self-assurance. With the help of this training, managers will know their personal exceptional management style and how it impacts others. They will also learn how to use their emotional intelligence, create a personal skill set and how to communicate gracefully and effectively with their team.

Organizational Characteristics of Personality:

To be successful in all organizations, the organizational man must have the following characteristics of personality:

a) Flexibility, given the constant changes that occur in modern life, and the diversity of roles in various organizations, which can get a reversal, the sudden shutdown of organizations and new relationships.

b) Tolerance to frustration, to avoid the emotional distress arising from the conflict between organizational needs and individual needs, the mediation is done by rational rules, written and comprehensive, seeking involve the entire organization.

c) Ability to rewards and compensate the routine work on the organization, accordingly personal preferences and vocations, and other types of work.

d) Standing desire to achieve, to ensure compliance and cooperation with the rules that control and provide access to the career positions within the organization, providing social rewards and sanctions and materials.These characteristics of personality vary in degree depending on the organization and position held.

The characteristics of bureaucracy are:

a) Legal nature of the rules and regulations: it is an organization bound by rules and regulations established in writing in advance.

b) Formal communications: they are recorded in writing by forms, so that the bureaucracy is a formally organized to a social structure.

c) Rational: division of labor, where the tasks are set for each participant.

d) Impersonal: relationship in terms of positions, not people.

e) Hierarchy: each post below is under the supervision of the superior officer.

f) Routine: the employee must do what is the boss bureaucracy, he is not independent.

g) Meritocracy: the choice of people is based on merit and technique competence.

h) Administration of expertise: separation between ownership and management.

i) Professional.

j) Predictability: assumes that the behavior of all members is perfectly predictable.

As the concept of informal organization is not rational, it is not accepted by the bureaucracy, so the worker is seen only as occupier of a position that needs to respond by the set of tasks that are under its responsibility.
To stimulate the work discipline, the bureaucrat's official life is planned for him in terms of career, promotions, pensions and wages, and in exchange, it is expected that he adapts his thoughts, feelings and actions to the needs of the organization.

However, these factors increase the conformism and lead to exaggeration in the strict observation of rules, which results in conservatism and technicality. In the bureaucracy are considered the goals of the organization and not the people.

This means that the more bureaucratic an organization is, more people are parts of the bureaucratic machinery, settled for their purposes, without creativity, initiative, and resistant to changes in their routines.

Fundamental Principles of Commitment to Humanism

The commitment to humanism defends the adoption of the following three fundamental principles:

a) Philosophical, consisting in the design of humans - men and women - as be autonomous and rational and respect fundamental to all human beings while endowed with free will, rationality, moral awareness, capacity imaginative and creative.

b) Social policy, which consists of a universal ethic of equality, reciprocity and human solidarity and a policy of pluralistic democracy, fair and human.

c) Educational, consisting of the commitment to help all individuals in implementation and improvement of its potential.

So, with the humanistic approach, "the concern with the machine, the working method, with the formal organization and the principles of administration applicable to organizational aspects give priorities to the concern with man and his social group: the technical aspects for the formal psychological and sociological aspects.

The school of human relations was born from the need of reducing the dehumanization of work and at the same time, increasing the efficiency in business.

The informal groups can communicate with ease, and find supportive environment for the majority of their problems. The formal organization is the organizational structure - organs, functions, hierarchical levels and functional relationships - and informal organization is the set of interactions and relationships that are established between the workers - uses and customs, traditions and social norms.

The informal organization is reflected by attitudes and provisions based on the opinion and sentiment. The expression of the need to 'join up' and do not change quickly or make the logic: relate to the sense of values, the lifestyles and the acquisition of social life that a person strives to preserve and defend of which is willing to fight and resist.

The social man, which is based on the following aspects:

a) Employees are complex social creatures, with their feelings, desires and fears. The behavior at work - as the behavior in any place - is a consequence of many motivational factors.

b) People are motivated by human needs and achieve their satisfaction through social groups with whom they interact. Difficult to participate and connect with the group cause elevation of turnover of people, lowering of moral, psychological fatigue, reduced levels of performance,

c) The behavior of social groups can be manipulated by an appropriate style of supervision and leadership (human abilities).

d) The social norms of the group act as regulatory mechanisms of the behavior of members. The levels of production are controlled by the rules of the informal group. This social control takes both positive sanctions (stimulation, social acceptance, etc..) And negative (mockery, isolation from the group, etc.).. The employee is seen as a being creative and thinking, and issues such as integration, social behavior and participation in decisions.

The theory of bureaucracy was born from the work of Max Weber, in the 1940s, he studied the organization as part of a social context, influenced by changing social, economic and religious.

The bureaucratic model is proposed as an efficient administrative structure for complex organizations, governed by the rules and inflexible hierarchy. Bureaucracy is a form of human organization that is based on rationality.