Managing Yourself and Your Staff

If you're new to management, or you need to develop your managerial abilities and understanding, the Professional Certificate in Management is for you. It provides a broad-based, practical introduction to the key ideas, techniques and overall competencies you need in order to manage effectively and productively in modern organisations in any part of the world.

The emphasis is on your own professional development. Everything you study is related to the management roles and responsibilities you exercise in the various functional areas of your company or organisation.

All the elements of the programme — study texts, activities and assignments, online resources, and personal and group support — ensure that you can immediately apply newly learned skills, knowledge and techniques in very practical ways. You can build on your experience and make direct links to your management development needs wherever you are in the world, whatever the size of your organisation and whether it is in the commercial, public or voluntary sector.

• Session 1 The Effective Manager
• Introduction
• 1.1 The Nature of Your Job
• 1.2 You from Fayol’s Point of View
• 1.3 You from Mintzberg’s Point of View
• 1.4 Demands, Constraints and choices
• What Demands Does Your Job Make On You?
• What Constraints are Placed on You?
• What Choices are Open to You?
• Summary and Objectives
• Session 2 Managing Yourself
• Introduction
• 2.1 The Player-Manager Syndrome
• 2.2 Managing Your Time
1. Procrastinating
2. Delegating Inefficiently
3. Mismanaging the Paperwork
4. Holding Unnecessary Meetings
5. Failing to Set Priorities
6. Setting Goals
7. Satisfactory Performance
• 2.3 Delegating Effectively
1. Quality of the Result
2. The Ability of the Individual
3. Your Relationship
4. Time
• Control over the Work Delegated
1. Definition of Task
2. Degree of Discretion
3. Form of Control
• 2.4 Making Decisions
• A Structured Approach
• Intelligence
• Design
• Choice
• Diagrammatic Aids to Decision Making
• Lists
• A Two-Dimensional List
• Tree Diagrams
• Cause-and-Effect Diagrams
• Deciding When to Consult
• 2.5 Thinking About Stress
• Summary and Objectives
• Session 3 Developing Your Staff
• Introduction
• 3.1 The Importance of Staff Development
• The Benefits of Staff Development
• An Equal Opportunities Perspective
• 3.2 Your Role in Developing Others
• 3.3 Recognising Development Needs
• Anticipating Changes
• Training Needs Analysis
• Development is not Always the Answer
• 3.4 Providing Development Opportunities
• Induction
• Coaching and Being a Mentor
• ‘Sitting Next to Nellie’
• Other Modes of Staff Development
• 3.5 Pitfalls and Dilemmas
• Summary and Objectives
• Session 4 Getting the Best Out of Groups
• Introduction
• 4.1 Groups
• Group Effectiveness
• 4.2 Group Effectiveness — Contextual Factors
• Group Size
• Group Composition
• The Nature of the Task
• Resources and Support
• External Recognition
• 4.3 Group Effectiveness — Internal factors
• Leadership Style
• The Task and the Social Process
• Interaction Patterns
• Motivation
• Group Development
• 4.4 Improving Performance
• Round Robin
• Brainstorming
• Buzz Groups
• Some Common Problems in Groups
• Hidden Agendas
• Group Anxiety
• Groupthink
• 4.5 Teams and Team Roles
• Advantages and Disadvantages of Team Working
• Establishing a Clear Goal
• Team Roles
• Summary and Objectives
• Answers to SAQs
• References
• Acknowledgements

MBA material, what do you expect?