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Intermediate Manager Skills – Part Two
Face to face / Virtual public schedule & onsite training. Restaurant lunch included at STL venues.
From £446 List price £650
- 1 day Instructor-led workshop
- Courses never cancelled
- Restaurant lunch
Syllabus
Who is this course for?
This thought-provoking (part two of two) intermediate manager course has been designed for senior managers, those growing their teams, taking on increased responsibility or stepping up into a more senior role.
![manager training programs manager training programs](https://www.stl-training.co.uk/asset/image/course/box/342.jpg)
Objectives
You will be introduced to, discuss and gain practical experience of a full range of key leadership and management skills and gain the confidence to achieve greater professional success and personal effectiveness.
Prerequisites
Ideally you will have completed Intermediate Manager Skills - Part One before taking this course.
Benefits
By the end of part two of this course you will be able to- Assess team and individual motivation to increase performance and engagement
- Find the best way to manage conflict to ensure co-operation in the workplace
- Identify how you and your team can survive and thrive in a changing environment
Course Syllabus
Sustainable Team Performance; Team Building, People Management, Performance and Motivation
Team roles and responsibilities
Recognising and managing different team roles
Motivation theories and their impact in the workplace
Recognising the signs of de-motivated teams and employees
3 factor motivational principles: practical ways to re/motivate your team
Influence and persuasion
Managing your team's relationship with other departments
Managing performance and setting objectives in relation to the organisation as a whole
Dealing with Conflict
Identify your unique influencing style and that of your team
Assertiveness in the workplace
Handling conflict within the team and increasing co-operation
Resolving conflict: recognising and adapting your unique leadership and communication style
Managing Change and Business Management
Understanding the nature of change and a model for implementing it
Reactions to change and managing people effectively through the process
Working and influencing across the organisation
Long-term business planning and perspectives
Engagement and alignment
Prices & Dates
What you get
"What do I get on the day?"
Arguably, the most experienced and highest motivated trainers.
Face-to-face training
![lunch](https://www.stl-training.co.uk/asset/image/syllabus/wyg/banner/lunch.png)
Training is held in our modern, comfortable, air-conditioned suites.
Lunch, breaks and timing
A hot lunch is provided at local restaurants near our venues:
- Bloomsbury
- Limehouse
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Refreshments
Available throughout the day:
- Hot beverages
- Clean, filtered water
- Biscuits
Virtual training
![virtual training](https://www.stl-training.co.uk/asset/image/syllabus/wyg/banner/virtual-training-1.png)
Regular breaks throughout the day.
Learning tools
![in-course handbook](https://www.stl-training.co.uk/asset/image/syllabus/wyg/banner/in-course-handbook.png)
In-course handbook
Contains unit objectives, exercises and space to write notes
24 months access to trainers
Your questions answered on our support forum.
Training formats & Services
Training Formats & Services
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Testimonials
FERROVIAL CONSTRUCTION (UK) LTD
Mauro Delgado,
Section Engineer
Both parts I & II very interesting and opened my eyes. Specially how i will approach my conversations with managers analysing the possible outcomes. Also put an outside point of view on how people perceive me. Overall covered important aspects.
Intermediate Manager Skills - Part Two
Nucleus Global
Ayesha Karin dada,
Senior FPA
Very good and useful techniques learnt, wider depth of knowledge received in management and helps me understand situations at work better
Intermediate Manager Skills - Part Two
Nucleus Central
David Patching,
Motion Design Manager
Great course, Phil was a great trainer - Patient and very knowledgable
Intermediate Manager Skills - Part Two
Training manual sample
Below are some extracts from our Intermediate Manager Skills - Part Two manual.
Sustainable Team Performance
Team Building, People Management, Performance & Motivation
Team Roles & Responsibilities
In any effective team, there are a number of key tasks and activities which must be completed by the individuals working in it.
Above you can see the activities that need to take place if a team is to be successful – someone needs to make sure that these activities are happening. Depending on the team and its purpose, not all of the above may be essential. Also, it does not mean that you must have at least 6 people in your team! The assumption is that some team members will be happy to take on one or more of the above roles. Experienced managers will know how to make the most of the resources at their disposal, to ensure that the above roles are being taken care of within the team.
Giving Direction
This is about pulling ideas together and looking for practical ways of pushing the team into making decisions.People who take on this role are often the appointed leaders.They are needed because sooner or later the talking will have to stop and people will need to get on with the work!
Promoting Unity
This is a very important role within the team – someone needs to be aware of how everyone is feeling, picking up signals regardingwhat’s happening within the group. If nobody assumes this role, it is easy for the team to become divided, especially when it is under pressure.
Deadline Focus
This person might cause some frustration because of their obsession for detail, but they do make sure that nothing gets overlooked and jobs are completed on time.
Organising People
This person turns decisions and plans into practical tasks so that others can get on. Without this there is a danger that nothing will get done.
Finding Out Requirements
These people are the ‘fix-its’ of the team, a source ofinformation and ideas. Their role is to prevent the team losing touch with reality and ensuring task delivery, especially when the pressure is on.
Analysing Situations
The main aim of this role is to stop the team from committing itself to the wrong course of action.
Consider your current team – are all of these roles being covered? Some managers would answer ‘yes, but they’re all me!’ This is not a great situation to be in! Can you empower your team to take on these roles? Or, if you have noticed that some of these roles are being taken care of by team members, but not all, what can you do to ensure they are all covered?
Recognising & Managing Different Team Behaviours
Behaviour Styles
Adapting To Behaviour Styles
Motivation Theories
Motivation: ‘Getting people to do both willingly and well the jobs that need to be done.’
One of the biggest barriers to organisational success is lack of motivation. As a result, time and resources are wasted, and morale is lowered. For people working in the company, being motivated makes work more fun and productive – after all, we spend a lot of time at work and going to the office every day.
For any company, it’s more cost-effective to have positively motivated people. For the staff – work can be fun, and they can realise their potential. For managers – motivated people don’t need to be closely managed, which saves time and effort, while still producing good results.
We must also consider the risks of having demotivated people around – not only are they not productive themselves, they demotivate those around them.Motivated and engaged individuals are more productive. The most effective people recognise this and make use of a variety of techniques to motivate other team members, colleagues and clients to get the results they want.
Maslow’s Hierarchy Of Needs
Abraham Maslow, 1943
Herzberg’s Two Factor Theory of Motivation
Frederick Herzberg, 1959
Despite the age of these theories, they can still be highly relevant to the modern workplace. Now let’s consider more recent research into the world of motivation:
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