MDP for New Managers - Modules 1, 2, 3 and half-day Action Learning Set - Online and/or Classroom
This programme is aimed at those relatively new to management. Participants will be asked to complete some pre-course work and follow-up activities between modules.
6.5 days NB. You must attend all 3 modules (all day of each day) and half-day Action Learning Set.
Approximately £600 per complete programme per delegate. The final charge (and late cancellation fee) depends on how many delegates book.
Overall the programme is designed to deliver on the following learning objectives and outputs for delegates:
- Enhanced confidence and effectiveness in the day to day management of individuals and teams.
- Greater awareness and understanding of different management and leadership styles and how to flex and adapt style in order to deal with different people and situations effectively.
- Enhanced ability to communicate effectively so as to present information clearly, assertively and persuasively, including communicating difficult messages and communicating in times of change.
- Enhanced confidence and effectiveness in managing upwards.
- Enhanced skill and confidence in managing performance including how to approach 1-1s and formal reviews, set objectives and monitor performance, give purposeful feedback and deal with situations of underperformance.
- Enhanced understanding and skill in creating motivating environments for individuals and teams and helping people ‘to be the best they can be’.
- Enhanced awareness, skill and confidence in dealing with conflict.
- Enhanced understanding of commercial awareness and its relevance and importance to organisations and teams.
- Enhanced skills and techniques in managing time and workload.
- Enhanced understanding and awareness of policy and procedure relating to selection and recruitment, grievance, disciplinary, capability and sickness absence, and the role and responsibilities of managers within this.
Management and leadership style
A series of discussion and practical exercises to help participants recognise their preferred management style and its impact on different situations and people. Introduction to a number of management models including Situational Leadership, Action Centred Leadership, Learning styles. This will also include looking at different team roles and team dynamics
An introduction to the DISC personality profile
Building effective, high-performing teams
Strategies for building and maintaining team performance explored through practical problem solving activities and discussions exercises. The following aspects of the manager’s role will be covered: clarifying team purpose; empowering people; recognising and rewarding people; enhancing morale and motivation
Exploring what is meant by emotional intelligence looking at the key components of personal competence/self-management and social competence/managing relationships with others. This will also include looking at how to operate assertively and deal where necessary with passive and aggressive behaviour in others
Strategies and techniques to ensure clear, open and constructive communication with individuals and teams. This will cover how to communicate and receive feedback in a constructive, effective and purposeful way
Managing performance through effective 1-1s and performance reviews
Exploring the principles of how to manage performance effectively. Participants will need to be aware of and familiar with their own organisation’s appraisal/performance review processes before attending the programme. Discussion during the training will focus on the key principles of structuring review discussions, conducting regular 1-1s/catch-ups, setting objectives, discussing and agreeing personal development plans with individuals, dealing with tricky situations during 1-1s and performance reviews
Dealing with performance issues
Strategies for holding difficult conversations when an individual’s performance is not meeting expectations, including how to set improvement objectives and review progress
Action planning and next steps including fieldwork
Exploring what delegation means, why it is done and how to do it effectively, taking into consideration the demands of the task and the current skill level of individuals.
Creating motivating work environments
Strategies to establish what motivates individuals and teams and how to respond to different needs in order to create a work environment which is conducive to people performing and achieving at their best, feeling valued and respected and deriving a sense of satisfaction and enjoyment.
Strategies and techniques for helping team members develop skills, abilities and knowledge. This will include coaching in situations of under-performance, the under-confidence, new team members needing to grow into their role.
Dealing with difficult people situations
This will explore how to tackle tricky issues with team members. This will be approached via ‘live case studies’ offered by the group.
Exploring the causes and consequences of conflict within a team and between individuals. Use will be made of the Thomas-Kilmann model to look at different reactions to conflict and conflict resolution.
Leading and managing change
Strategies to deal with change including planned change and ‘imposed’ change. The emphasis will be on leading teams through times of change and dealing with collective and individual reactions to change.
Workload matters and personal organisation
Time management strategies and techniques including how to raise workload concerns and issues with line manager and others.
Strategies for building a good rapport and positive relationship with line-manager(s) so that mutual trust and respect is established and maintained. This will include how to discuss and understand line manager’s priorities and pressures, and how to ‘lever upwards’ when required.
Exploring business and commercial awareness.
Action Planning and next steps including fieldwork
ACAS guidelines and guidance will be used as the basis for the module. Case studies and example situations will be used to ensure the module has a practical focus and participants will have the opportunity to take part in practice sessions to develop their skills and receive feedback.
- Role and responsibilities in people management matters
- Employer - employee relationship
- Awareness and understanding of legal framework, organisational policy and procedure and good practice in managing:
- Staff grievances
- Sickness absence
- Selection and recruitment
- Action Planning and next steps including fieldwork
Action Learning Set
Action Learning (AL) is a method of problem solving for managers, which also offers scope for personal learning and development. The main thrust of AL is towards practical solutions to real and specific work situations.
In conversation/discussion with other set members, an individual explores their issue in detail and begins to think through possible strategies for managing it and taking action back in the workplace. Through this process, the individual learns about him/herself as a manager and a person.
A set typically includes between 5 and 7 members, supported by a set facilitator.
10 January 2024 at 10:00 (online), 12 January 2024 at 10:00 (online), 2 February 2024 at 10:00 (online), 5 February 2024 at 10:00 (online), 8 March 2024 at 10:00 (in person), 11 March 2024 at 10:00 (in person) and 19 April 2024 at 10:00 (online)
Delivered online and in person. You must attend all the sessions. Mole Valley District Council
Online sessions include usual breaks. Zoom link(s) are auto-sent from [email protected] a few days in advance of delivery. Full instructions and course handouts will also be sent in advance.
5 spaces remaining