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Successful Middle Management

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Abstract: 

Most programs designed for managers are not effective. Those that are purely behavioral may change the “attitudes” of the participants while they are in the program, but very little, if any, results are shown back on the job. Those that are mostly systems oriented lack recognition of the influence of human behavior in total performance. Both ignore the impact of the organization structure on managerial performance. This seminar covers effective organization structure and “rational” human behavior to enable managers to produce their desired results without hype and without fads.

The most important benefit of this program is the clarification of unique contributions each level of management makes to achieve the highest managerial performance. Each participant will be enabled to obtain the best result from line/staff functions. Managers will acquire skills in getting performance results from the training of others in their unit, saving huge costs of other training that produce no results.

This 2-day seminar is highly participative, supported by realistic case studies, group assignments and discussions.

LEARNING OBJECTIVES

Participants will gain the ability to be able to:

  • Develop middle and higher managers to achieve organizational goals and objectives through other managers, supervisors or team leaders
  • Cause the organization structure to operate the way it was intended — to achieve results rather than build bureaucracy
  • Continuously seek “opportunity management” by using limited organizational resources where the “opportunity” is found
  • Achieve management, supervisory and team productivity — avoiding wasted time and resources on “management fads” which sound good but produce frustration, distrust and chaos

 

WHO SHOULD ATTEND

This seminar is designed for managers who have a least one level of management or supervision below them.

PREREQUISITE

This course has no prerequisite.

MATERIALS

You will receive a course binder containing a copy of the presentation slides.

WHAT YOU WILL LEARN

The Elements of Successful Organizations

  • The opening session provides the foundation of the seminar. The participants develop the critical role of the middle manager in an organization and differentiate the key role of middle management from that of top management and first-line management. This differentiation is not academic. It shows the unique organizational accountability for each member. The job of the middle manager is to manage the organization. This involves three organizational skills:
    • “Getting the first-line management to produce results”
    • “Organizational Management”
    • “Opportunity Management”

 

The Elements of Successful Organizations

  • Through a realistic case study, the participants discover the total job of the first-line manager. Work place realities are examined with particular emphasis on the pressures and influences created by higher management. The case is designed to demonstrate the magnitude of the first-line manager’s job.

 

Creating the “Causal” Atmosphere

  • This represents the single most powerful tool the manager has for getting results from the organization. Three types of “atmosphere” are presented: discourage, allow, “causal.” The participants are shown how managers create each type and what they should do, step by step, to generate the “causal” atmosphere by applying these techniques on a case of their own choosing. This exercise demonstrates that managers do not have to change their style to get more results from their organization.

 

The Managers Apparent Interest Index

  • In order to know how well managers are succeeding in creating a “causal” atmosphere, they need a tracking tool. The Manager’s Apparent Interest Index is presented with emphasis on how to use it and how it can help managers determine their own effectiveness and make modifications when and where necessary.

 

Improving the Organizational Structure

  • The opening session provides the foundation of the seminar. The participants develop the critical role of the middle manager in an organization and differentiate the key role of middle management from that of top management and first-line management. This differentiation is not academic. It shows the unique organizational accountability for each member. The job of the middle manager is to manage the organization. This involves three organizational skills:
    • Abdication by subordinate managers
    • Authority without responsibility (staff control)
    • Competition between line and staff
    • Elephantiasis (the growth of a ghost line organization)

 

The Payoff Duties

  • The two unique areas of organizational profitability are “organization management” and “opportunity management.” The 4 deadly sins that are common to all organizations that sap the strength and productivity are explained. The participants are taught how to recognize the signs of this problem and also how to use line and staff to prevent organizational failure points. In addition they will learn how to maintain the organizational health and vitality throughout their areas of management.
  • “Opportunity Management” is a special technique, which contributes to the profitability of the organization — now and in the future. The principle objective is a basic understanding by managers that it is only secondarily important that managers do things right; the primary job is that managers do the right thing. Peter Drucker’s principle that 10% of any organization’s resources produce 90% of the results is explained and supported to highlight the problem. Participants are shown how to determine the contribution each activity is making through “needs / return analysis” and “objective / realization” and how to restructure those activities to yield the greatest return to the organization.

 

course info

Course ID: PM-0121
Course Level: Intermediate
Duration: 2 days

upcoming sessions

Oct. 01, 2018 - Oct. 02, 2018
Instructor: Terry Kozlowski

Event starts in: 254 days
Toronto (TBD)

Register Now

PMI PDUs

PMI Talent TriangleThe following table provides the breakdown of the professional development units (PDUs) for this course aligned with the PMI Talent TriangleTM.

  Tech. Ldrshp. Strat. & Bus.
PMP 0 5.5 1.5
PgMP 0 5.5 1.5
PfMP 0 5.5 1.5
PMI-ACP 0 5.5 1.5
PMI-SP 0 5.5 1.5
PMI-RMP 0 5.5 1.5
PMI-PBA 0 5.5 1.5

 
The three columns in the above table are Technical Project Management, Leadership, and Strategic & Business Management.

Other Credits

Other professional (re)certification credits are available, including:

  • Certified Business Analyst Professionals (CBAPs) earn 7CDUs (Category 2B)
  • Certified Software Quality Engineers (CSQEs) earn 1 RU
  • CIPS Information Systems Professionals (ISPs) earn 7 Learning Credits
  • CIPS Information Technology Certified Professional (ITCPs) earn 7 Learning Credits