I. Managerial competence and roles
Conception of manager work. Structure of managers competence. Managerial
roles. Diagnostics of working situation (analysis problem), suit percepce
(sensation). Personal groundwork of successful manager. Meaning knowledge, skill and ability on different level managementu.
II. Self-perception and perception other, managing stress
Cognitive style. MBTI test. Interpersonal perception. Factors influenced
process of selection instigation, Particular frame of perception. Mistakes in perception. Meaning perception in managerial work. Managing different stress situation in managers work. What's stress. Major elements of stress. Models of stress in managerial work. When and how happen to stress in work.. Appearances of stress situation. Managing stress. Eliminating stressors. Developing resilience. Improving the management of stress and time.
Temporary stress-reduction techniques.
III. Supportive Communication, asertivity, listening, managing conflict
The importance of effective communication. What is supportive communication?
Eight principles of supportive communicatin. Interpersonalni communication.
Assertivity for manager suit communication and his element. Assertivnees "law" and techniques. Meaning and limitation of assertivity. Active listening. Non-verbal communication for manager. Choice aspect in non-verbal communication in managerial work. Managing conflict. What's conflict. Cause - sources of interpersonal confrontations. Incidence conflict in managerial work. Conflict response alternatives. Strategies of managing conflict.
IV. Making decision, solving problem creatively, power and influence,
empowering and delegating. Process of making decision. Individual and group techniques (Ishikawa fishboune. Pareto. Occama. Delphy and so on) Steps in rational problem-solving. Limitation of the rational-solving problem. Impediment to creative problem-solving. Conceptual block. Fostering innovation.
Power and influence in organisation. Building a strong power base and using
influence wisely. Abalanced view of power. Strategies for gaining organisational power. Transforming power into influence. Unconscious power. Empowering and
delegating.What si empowerment? How to develop empowerment. Delegating process.
V. Motivation theory, using motivation theory in managerial work, motivating
other
What's motivation, motive, stimulation, stimulus. Theory of needs (Maslow,
Herzberg, McClelland, Alderfer). Expectation theory (Vroom, Porter - Lawler). Equity theory (Adams) .... Application of motivation theory in managerial job.
Strategies of motivating other (new form of job, participation, new form of
reward...)
VI. Managerial style of leading people, leadership, coaching, managing team
Trait Models, Behaviour Models (Style Theories: McGregor X/Y, University of
Iowa, Ohio State University, University of Michigan, Tannenbaum & Schmidt, Blake & Mouton Managerial Grid (1964): devised five styles with different roportions of concern for task and people) Contingency model: (Fielders 1967) Functional leadership Model: (Adair 1973) Situational Leadership Model: (Hersey & Blanchard) Path-Goal Model: (House 1971) Best Fit Approach: (Handy 1992) Transformational Leadership, Dynamics of leadership (There are a number of core leadership skills, often sought in graduate recruits as "potential". Empowerment, Intuition, Self-understanding, Vision,Value congruence) Leadership v Followership?
The Empowering Leader, Leader-Participation Model, Leader as a coach, Leader
& Team. Managing team. Negotiate a team conctract. Select the right people.
Undestanding the stages of team development. Focus tem towards a common goal. Motivate team for maximum results. Establish a training maintenance programme. Run effective team meeting.
VII. Management change
Managerial goals and role in management change. Change management skills.
Project management of change. Methods for implementing change.
Conception of manager work. Structure of managers competence. Managerial
roles. Diagnostics of working situation (analysis problem), suit percepce
(sensation). Personal groundwork of successful manager. Meaning knowledge, skill and ability on different level managementu.
II. Self-perception and perception other, managing stress
Cognitive style. MBTI test. Interpersonal perception. Factors influenced
process of selection instigation, Particular frame of perception. Mistakes in perception. Meaning perception in managerial work. Managing different stress situation in managers work. What's stress. Major elements of stress. Models of stress in managerial work. When and how happen to stress in work.. Appearances of stress situation. Managing stress. Eliminating stressors. Developing resilience. Improving the management of stress and time.
Temporary stress-reduction techniques.
III. Supportive Communication, asertivity, listening, managing conflict
The importance of effective communication. What is supportive communication?
Eight principles of supportive communicatin. Interpersonalni communication.
Assertivity for manager suit communication and his element. Assertivnees "law" and techniques. Meaning and limitation of assertivity. Active listening. Non-verbal communication for manager. Choice aspect in non-verbal communication in managerial work. Managing conflict. What's conflict. Cause - sources of interpersonal confrontations. Incidence conflict in managerial work. Conflict response alternatives. Strategies of managing conflict.
IV. Making decision, solving problem creatively, power and influence,
empowering and delegating. Process of making decision. Individual and group techniques (Ishikawa fishboune. Pareto. Occama. Delphy and so on) Steps in rational problem-solving. Limitation of the rational-solving problem. Impediment to creative problem-solving. Conceptual block. Fostering innovation.
Power and influence in organisation. Building a strong power base and using
influence wisely. Abalanced view of power. Strategies for gaining organisational power. Transforming power into influence. Unconscious power. Empowering and
delegating.What si empowerment? How to develop empowerment. Delegating process.
V. Motivation theory, using motivation theory in managerial work, motivating
other
What's motivation, motive, stimulation, stimulus. Theory of needs (Maslow,
Herzberg, McClelland, Alderfer). Expectation theory (Vroom, Porter - Lawler). Equity theory (Adams) .... Application of motivation theory in managerial job.
Strategies of motivating other (new form of job, participation, new form of
reward...)
VI. Managerial style of leading people, leadership, coaching, managing team
Trait Models, Behaviour Models (Style Theories: McGregor X/Y, University of
Iowa, Ohio State University, University of Michigan, Tannenbaum & Schmidt, Blake & Mouton Managerial Grid (1964): devised five styles with different roportions of concern for task and people) Contingency model: (Fielders 1967) Functional leadership Model: (Adair 1973) Situational Leadership Model: (Hersey & Blanchard) Path-Goal Model: (House 1971) Best Fit Approach: (Handy 1992) Transformational Leadership, Dynamics of leadership (There are a number of core leadership skills, often sought in graduate recruits as "potential". Empowerment, Intuition, Self-understanding, Vision,Value congruence) Leadership v Followership?
The Empowering Leader, Leader-Participation Model, Leader as a coach, Leader
& Team. Managing team. Negotiate a team conctract. Select the right people.
Undestanding the stages of team development. Focus tem towards a common goal. Motivate team for maximum results. Establish a training maintenance programme. Run effective team meeting.
VII. Management change
Managerial goals and role in management change. Change management skills.
Project management of change. Methods for implementing change.