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Download the sheet profile
flyer containing all the trainer information. |
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| Click here to read featured article |
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| Click here to instantly register for this course. |
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| What is this course about? |
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As the next generation of executives step up to take on new management positions for the first-time; they face a changing environment. One where there are real economic pressures on companies resulting in asking you to do more with less and, in the Singapore context, working with a diversified workforce. Of course there is the very real challenge of simply learning the job at hand and developing the skill sets necessary to complete those tasks together with your team.
You now have to learn how to delegate, motivate, manage people, and at the same time, shifting from being a friend to being a boss. For most people, the challenge of this new position outweighs the excitement or pride that they get in getting promoted. How do you adapt to this new and challenging role and at the same time maintain effective managerial performance?
This programme prepares novice managers on how to manage team members, adapt to new and demanding work situations, apply behavioural approaches, and understand how to channel the team’s attention and effort towards meeting the organisational goals and objectives.
This programme introduces course participants to the tools, techniques, and step-by-step approaches in honing their managerial skills in building, leading and managing a sustainable team.
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| Who is this course for? |
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This course is specifically designed and catered to newly appointed supervisors and managers with less than 3 years of managerial experiences.
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| What will I Learn? |
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| Roles of a Manager |
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A manager wears several hats in an organisational setting. Not only is he expected to lead, he is also expected to plan, execute, monitor and deliver results. In addition, a manager also needs to motivate and forge relationships with the team members and other stakeholders to make things happen.
In this section, we will explore the job functions of a manager in today’s dynamic work environment. |
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| The management process |
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A manager has to plan, implement, and deliver results vis-à-vis the company’s or team’s objectives. It often requires a manager to integrate and apply the knowledge, tools, techniques, systems, including the effort of the team, to meet the requirements.
Participants will be introduced to the various management functions, including transferring of vision, goal setting, and others, so that the team members find meaning in the work that they do. |
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| Motivation and Negotiation |
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The means towards motivating a team begins with an in-depth understanding of the team members. When managers know enough about the team members, they will be able to maximise, motivate and channel their strengths to achieve break-through results.It is also inevitable that a manager has to sometimes negotiate with the team members to ensure that the work output will be in tandem to the organisational objectives.
This section will start off looking at a few motivational theories, and then some methods to motivate team members is a real work setting. Some negotiation techniques will be touched on as well. |
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| Networking skills |
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Networking remains to be one of the most potent tools in effecting good working relationship. Being a new manager you are strongly encourage to establish rapport, not only with your team members or the people within your department, but also with the people from other departments or even outside your organisation.
How to network? What are the means to network? What are some networking mistakes that one should avoid?
The essential networking techniques will be covered here. |
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| Characteristics of exemplary Managers |
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A manager’s personal credibility, especially a newly appointed one, is extremely important. It is based on the subordinates’ assessment of his words and deeds over time. All too often, managers are oblivious to their own personality and management styles. Many of them have self-concepts that are miles away from reality. They simply don’t know their own flaws and weaknesses.
This section will examine the characteristics of exemplary managers from a brand new perspective - by looking at the traits of lousy managers. |
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| Problem solving and decision making process |
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Ten of thousands of ideas flow through our minds each day and a vast majority of the ideas are negative. In order to solve problems and make potent decisions, we sometimes must know how to manage our thoughts and ideas. In other words, it is also about separating negative thoughts from positive ones in order not to let those negative stuff clouds our thinking process.
This module will introduce the series of steps in problem solving and the decision making process. |
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| Leveraging of your manager strengths |
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If a manager tries to be good at everything, he will end up achieving nothing. Companies are quick to scout for managers who are great communicators, visionary thinkers, and who can also get things done and follow through. All of these attributes are desirable and necessary for an organisation to succeed. However research has indicated that there is no one manager who encompasses all these good qualities.
What great managers or managers have in common is that he is aware of his strengths and can call on the right strength at the right instant. This section will have us explore the means where a manager can capitalise on his strengths. |
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| Establishing collaborative partnerships |
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No man is an island on his own. A team’s success is dependent on the dynamics of the team. It is also contingent upon how a manager manages his bosses, his peers/counterparts, and the subordinates, or otherwise known as stakeholders.
We will consider in this section, how to strike collaborative working relationships, and also balancing and fulfilling the expectations of the various stakeholders in an organisational setting. |
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| In-house |
For in-house training enquiries or course development, click here. |
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| Course Details |
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| Course Fee: S$580 |
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| Duration: 2 days |
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| Date: 02-03 July 2012 |
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| Trainer Profile |
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Benny Ho
Benny Ho is a certified Project Manager (PMP®) and a Project Risk Management Professional (PMI-RMP®). He has more than 15 years of working experience in the wireless communication industry working on projects, business development and sales & marketing. He has spent many years working on several multimillion dollar projects that are mission critical. He has an MBA Degree from University of Leicester, an honors management degree from London School of Economics and Political Science and a Diploma in Action-Based Learning and Public Speaking from Atlantic International University, USA. |
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| Testimonial |
“Very refreshing course. Has taught me a lot on how to manage myself and the team better.” |
Edward Tan, Manager,
ISE International Pte Ltd |
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| Quick Tip |
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Learn the business. Know the Industry. You’ll feel tempted to overhaul and start fresh. But there’s so much you don’t know. Rather than risk moving too fast too soon, spend your first months observing, listening, and learning. Keep a log of everything you question. To know what’s critical and what’s clutter, lean on those with institutional knowledge and memory. In short, be humble and grow into the job. Take small steps so your employees have some continuity. You’ll have time to leave your fingerprints as you mature. |
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| Recommended Next Course |
Coaching Skills for Managers. |
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