This document outlines an overview and agenda for a training programme on management principles and practices. The programme covers topics such as management skills, team productivity, decision-making, leadership, communication, motivation and managing diversity. Sessions include lectures, group discussions and activities related to management functions, delegation, problem-solving techniques, leadership styles, building relationships and motivating employees. The overall goal is to provide managers with tools and strategies for effective management and high performing teams.

1. CHARLES COTTER
12-14 NOVEMBER 2014

2. TRAINING PROGRAMME OVERVIEW
• Management Principles and Practice
• Team Productivity and Delegation
• Decision-making and Problem-solving
• Leadership
• Communication and Interpersonal skills
• Motivation
• Team performance
• Diversity management

3. CONTEXT OF MANAGEMENT

4. THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

5. SESSION 1: MANAGEMENT PRINCIPLES
AND PRACTICE
• The necessity of management
• Defining management
• Management roles
• Management skills
• Management functions
• Business functions
• Management resources

7. MANAGEMENT SKILLS

11. RESOURCE MANAGEMENT

12. • Refer to page 23 in Learner Guide
Apply 4 management functions
4 E’s of Resource Management
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 1

13. SESSION 2: TEAM PRODUCTIVITY AND
DELEGATION
• Defining productivity
• Productivity improvement strategies
• Delegation golden rules
• Responsibility and Accountability
• Delegation process
• Delegation flow-chart

14. DEFINING PRODUCTIVITY

15. PRODUCTIVITY IMPROVEMENT FOCAL
POINTS
• Processes
• Resources
• Structures
• Behaviour
• Systems

16. PRODUCTIVITY IMPROVEMENT
STRATEGIES
• Job design
• Intra-preneurial incentives
• Training and education
• Incentives
• Empowerment and participation
• Devising reward systems

18. RESPONSIBILITY, AUTHORITY AND
ACCOUNTABILITY

19. DELEGATION PROCESS

20. DECIDING WHAT JOBS TO DELEGATE?

22. • Refer to page 34 in Learner Guide
Develop productivity improvement strategies
Apply the 5-step delegation process
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 2

23. SESSION 3: DECISION-MAKING AND
PROBLEM-SOLVING
• Types of decisions
• Conditions of decision-making
• Criteria of effective decision-making
• Optimal decisions
• Individual and group decision-making
• Problem-solving process

24. TYPES OF DECISIONS
• Programmed
• Repetitive and routine approach – applied to
structured problems
Procedure
Rule
Policy
• Non-programmed
• Unique and custom approach – applied to
unstructured problems

25. CONDITIONS OF DECISION-MAKING

26. OPTIMAL DECISIONS

27. INDIVIDUAL vs. GROUP DECISION-
MAKING
INDIVIDUAL GROUP
Faster More time-consuming
Realizes less accurate decisions Realizes better results
More cost-effective More labour intensive
Easier to reach a decision More difficult to reach a decision owing to seeking consensus
Employee exclusion Employee involvement and participation

28. PROBLEM-SOLVING PROCESS
• Step 1: Identify, analyze and define problem
• Step 2: Search for ideas and solutions
• Step 3: Evaluate ideas and solutions
• Step 4: Select most appropriate solution
• Step 5: Implement solution
• Step 6: Evaluate the effectiveness of solution

29. STEP 1: ANALYZE (BY MEANS OF
FISHBONE DIAGRAM)

30. STEP 3: EVALUATE (BY MEANS OF
DECISION MATRIX)

31. STEP 4: TYPES OF SOLUTIONS
• MOP-IT • STOP-IT

32. STEP 5: IMPLEMENT (BY MEANS OF
ACTION PLAN)

33. • Refer to pages 46-47 in Learner Guide
Individual and group decision-making
Criteria for effective decision-making
Apply the 6-step problem-solving process
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 3

34. SESSION 4:LEADERSHIP BEST PRACTICE
• The leadership process
• Sources of leadership power
• Transformational and other leadership styles

37. LEADERSHIP PROCESS
• Creating a Vision
• Articulating that vision in a Compelling and Inspirational
manner
• Guiding and Supporting followers in the pursuit of
achievement of the vision
• Being a Driver and Agent of Change
• Nurturing, Developing and Empowering followers
• Serving as a Role Model

41. • Refer to page 54 in Learner Guide
Sources of leadership power
The value and merits of Transformational
leadership
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 4

42. SESSION 5: COMMUNICATION AND
INTERPERSONAL SKILLS
• Communication
• Relationship building
• Interpersonal processes
• Empathy
• Empowerment

45. COVEY’S EMOTIONAL BANK
ACCOUNT

47. BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +
Expertise.
• Achieving a distinguishable level of follower faith and
loyalty is certainly not an overnight occurrence and can be
achieved only through openness; committed people
investment and a proven scorecard of leadership and
performance excellence.
• Leader behaviour, actions and decisions congruent with
reliability, fairness, consistency and transparency are
instrumental values which can enhance follower perception
of the leader’s reputation, standing and eventually, their
willingness to follow and support that leader.

48. EMPOWERMENT – BEING A
CONDUCTOR/FACILITATOR OF LEARNING

49. • Refer to pages 70-71 in Learner Guide
Communication
Relationship-building
Empowerment
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 5

50. SESSION 6:MOTIVATION
• Performance equation
• Benefits of motivated workforce
• Motivation strategies

51. PERFORMANCE EQUATION

52. BENEFITS OF A MOTIVATED
WORKFORCE
• Quality performance
• High levels of productivity (“a team member
is a productive team member”)
• High levels of commitment (to both the team
and organization)
• High levels of team cohesion

53. THE PIVOTAL MOTIVATIONAL ROLE OF
THE TEAM LEADER

54. • Refer to page 76 in Learner Guide
Motivation strategies
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 6

56. TEAM LEADER MOTIVATION ACTIONS
• Set specific goals for employees
• Goals should be realistic and attainable
• Job must suit the employee’s personality
• Respect and recognise individual differences
• Provide immediate feedback to employees on their performance
• Rewards should be individualistic
• Link rewards to performance
• Honour the principle of internal equity (i.e. fairness for all employees)
• Motivational theories should be regarded as cultural bound

58. STAGES OF TEAM DEVELOPMENT

60. PERFORMANCE DEVELOPMENT

61. CAUSES OF POOR PERFORMANCE
• Personal problems
• Skills/competence
• Lack of resources
• Organizational factors

62. • Refer to pages 89-90 in Learner Guide
Characteristics of effective teams
Performance development
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 7

64. DIVERSITY MANAGEMENT STRATEGIES
• Fully accept diversity
• Recruit broadly and select fairly
• Provide orientation and training programs
• Sensitize team members
• Strive to be flexible
• Seek to motivate individually and support valuable team membership
• Reinforce employee differences
• Encourage interaction and engagement

66. • Refer to page 95 in Learner Guide
Diversity management
• Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 8

67. CONCLUSION
• Key points
• Summary
• Questions

68. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: Charles_Cotter