anaging for Productivity

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I couldn't have been more pleased with the "Managing For Productivity" seminar. The response of my entire management team to your presentation was overwhelmingly enthusiastic. Everyone was stimulated by your spirited and professional delivery of the material. I have already seen the results of some of the management techniques you presented. William Askin, Director, Techmatics, Inc.

 

This workshop shows managers what they can do to increase the job satisfaction and productivity of their staff members. It also addresses the eight major causes of job dissatisfaction by teaching managers how to avoid creating situations that cause employees to become demotivated (marginally productive). Insuring people's job satisfaction and productivity requires a management strategy that makes people responsible for their own performance. This is "empowerment". Such a strategy makes management an orchestration process rather than one of control. For the strategy to work, employees need a clear vision of the goals and expectations; the manager needs to trust more and manage less.

Time Frame - Two Days Audience - Managers and Supervisors

 
 

Results Achieved

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• stronger employee commitment to self improvement
• increased employee involvement in the evaluation process
• better insight into one's personal impact on employee performance
• eliminate the manager's and employees anxiety over performance discussions
• higher caliber leadership through greater understanding of people
• happier, more productive staff due to better utilization of individual skills
• reduce chances of unintentially demotivating valuable staff

Skills Acquired

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demonstrate skills in using the Situational or Life Cycle theory of leadership identify employees who have the potential to grow from those who do not demonstrate how to give negative feedback without utilizing criticism explain how to match task requirements with individual strengths specify how to assess the motivational interest and capability level of each employee describe the strategy for gaining employee commitment to self development list the six purposes of performance feedback and coaching sessions

describe the four levels of delegation; specify when to use each level outline the process of making expectations clear so that good results occur outline how one listens verbally, visually, and kinesthetically identify the elements that create a self-motivating climate illustrate the listening skills of relection and paraphrase describe how to encourage employees to evaluate themselves specify how to assess the maturity of a work group

 
 

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