Management Development Training Action Learning A method of management development distinguished by the full application of theory to live practical issues in supportive “Learning Sets” Learning sets A group of 5- 15 leader-managers specially selected because of their desire and ability to improve the organisation at every level of performance. The purpose of this document is two fold
These ideas are not “set in concrete”. Please take this as a discussion document; open for change according to your needs.
We will achieve the outcomes matching our content point- by- point to your stated aims.
By asking for feedback from you prior to the course so that we can “fine tune” the content to your expectations.
By setting out the theory first and then providing opportunities to practice by means of active learning and practical exercises.
I would make use of case studies when discussing leadership and modelling and problem solving.
Pre-course would be a questionnaire to raise the individual’s awareness of the issues to be covered in the course.
I have a prepared reading list that I would recommend delegates.
Our fee, £900.00 per day, would include design, preparation, travel and materials.
One- to- one coaching, if asked for, for individual help can be arranged. (£200.00 per half day) Follow up training days are sometimes useful two to three months after the course to reinforce and condition the content, (at the usual daily rate). Confidential telephone help. I frequently receive telephone calls from delegates who want to “talk things through” with someone from outside the business. I regard this as “customer care” and do not charge for this. Here is an idea of the content built around the brief that you sent: Day one-Leadership A leader is a member of a team/organisation primarily responsible for creating and communicating a clear vision and inspiring action towards its accomplishment. Associated knowledge skills or abilities
Empowering Action learning session Identification of “learning opportunity” Day two-Management A manager is a member of a team/organisation primarily responsible for planning and implementing actions for the achievement of a predetermined purpose. Associated knowledge skills or abilities
Action learning session Identification of “learning opportunity” Day three-Teams A team is a co-operative union of two or more people working together for the achievement of a predetermined purpose for the benefit of all members and those the team serves. Associated knowledge skills or abilities
The whole is greater than the sum of its parts. Specialisation Each limits his/her scope and become a relative expert Team roles Natural inclination and team balance Conflict Intellectual v egotistical Action learning session Identification of “learning opportunity” Day four-Strategic and operational planning A mind-set and methodology that recognises the fact that many operations have long lead times and they have to be taken into account now to avoid problems later. Associated knowledge skills and abilities.
Action learning session Identification of “learning opportunity” Day five-Counselling, coaching, mentoring A specialised form of non-directive communication intended to inspire and facilitate positive change in another. Associated knowledge skills or abilities Four reasons for counselling, coaching or mentoring.
The manager as a mentor and role model
Action learning session Identification of “learning opportunity” Day six-Communication and social style Communication: the transfer of information and/or emotion. Associated knowledge skills or abilities. Relative use of three forms
Social style: A communication model that describes the habitual form of expression. Associated knowledge skills and abilities.
Action learning session.Identification of “learning opportunity” Day seven-Continuous development Continuous improvement means the recognition of the fact that improvement is always possible, i.e. a rejection of complacency. Associated knowledge skills and abilities. Learning journal. Action Learning A method of management development distinguished by the full application of theoretical knowledge to live practical issues in a supportive “Learning Sets”. Learning sets A group of 5- 15 leader-managers specially selected because of their desire and ability to improve the organisation at every level of performance. Action learning session Identification of “learning opportunity”
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