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Fees per delegate

Part One or Part Two only
R3 840.00 (excl VAT)

Part One and Part Two
R6 912.00 (excl VAT)

Included in the fees

• Course material
• Parking
• Refreshments
• Lunch
• Certificate of Attendance

Enquiries

E-mail Hennie or phone him on (011) 726-3040

Payment

Electronic Transfers
Name: Equity Compliance and Solution
Bank: FNB
Branch: Northcliff
Branch Code: 253 705
Account No: 62063883964

Cheques to be made payable to Equity Compliance and Solution.

Please fax a copy of the deposit slip together with the registration form to Hennie on (011) 726 2400.

Please do not mail payments.

Maximise your People
Management Skills
A comprehensive two-part workshop, which is designed to equip line managers, supervisors and team leaders with the tools required to optimise the potential of their employees
FOR A BROCHURE & REGISTRATION FORM IN PDF FORMAT ... [ click here ]

Part One: Providing delegates with the theoretical understanding essential to effective people management skills

This two-day workshop provides delegates with an understanding of the principles, practices, leadership and management skills they require to realise the potential of themselves and their people. This workshop lays a foundation of understanding – introducing the skills and processes entailed in the modern Line Manager’s role.

Part Two: The practical application essential to effective people management skills

This second two-day workshop assesses understanding of the Part I Workshop and assists delegates in applying the principles, practices, leadership and management skills taught in Part I, through the use of workplace related case studies.

Parts One and Part Two are run within one month of each other.

Course outcomes include

• Equipping managers with the confidence, competence and capabilities to perform successfully as managers and leaders in today’s challenging workplace
• Assisting managers to deal with the behavioural challenges of
  moving from “Team member to Team leader”
• Introducing the human and management skill sets
• Reviewing and applying these sets
• Introducing delegates to the five “classic” motivational theories. These theories are then related to the workplace and everyday applications will be discussed and illustrated
• In Part One of the workshop, introducing and discussing the evolution of leadership and popular leadership models. In Part Two leadership practices are applied in the resolution of case studies taken from actual workplace situations
• Introducing Performance Appraisal techniques – candidates are given implementation models to assist them in conducting effective appraisals
• Making delegates aware of the importance of managing the development of their people within the Skills Development Legislative framework
• Negotiating the negative aspects of inappropriate emotions and encouraging the required emotional set
• Achieving positive and constructive change with regard to themselves and their teams

Programme Outline

Part One

The Transition to Supervision Management

• Exploring key elements in the transition from specialist role to the role of supervisor
• Defining key supervisory skills relevant to successfully facilitating individual and team potential
• Understanding the role of today’s supervisor
• Identifying key supervisory skills and functions for managing your people

Enhancing your Effectiveness and Performance by Mastering Self Management

• Setting and achieving your goals
• Managing your stress levels and those of the people around you
• Understanding the concept of a balanced life
• Implementing a self management strategy

Creating an Environment within which Team Members will be Motivated

• Introducing you to the structure of basic human motivation
• Distinguishing between factors that simply satisfying people and those that raise job satisfaction
• Understanding the benefits of creating a motivational environment
• Reviewing popular motivational theories and knowing what motivates you
• Providing you with tools on how to motivate different categories of workers
• Developing an insight into the follower’s meaning  

 Leadership and Decision Making

• Understanding what is meant by the term leadership
• Differentiating between leadership and manager
• Identifying the skills needed to become a leader
• Investigating the components of emotional intelligence
• Recognising the functions of a manager and leader
• Knowing the different types of leadership
• Learning how to make the right decisions

Situational Leadership

• Providing you with a structure of the situational leadership model
• Applying the situational leadership model in the workplace
• Avoiding the traps and defaults associated with the model
• Leading through a typical change process

Performance Management

• Knowing the structure of the performance management process
• Understanding how to apply the performance management process
• Avoiding the traps and defaults associated with performance management
• Determining how supervisors can improve team effectiveness through performance management

Applying Performance Appraisal Techniques

• Providing you with a supervisory support model
• Interactive resolution techniques
• Looking at the performance continuum
• Performance appraising your team

Part Two

A review of how the participants applied the key elements introduced in Part One

• The transition experience
• Leadership practices
• Applied Motivation
• The Followership Model
• Human and Management skills
• Engaging with and assessing your team in terms of the models and methodologies introduced in Part One

Case Study one

• A briefing of the case study scenario, key role players and the work setting
• Syndicate selection
• Syndicate work sessions
• Syndicate presentations and feedback session

Case Study two

• Syndicate work sessions
• Syndicate presentations and feedback session - A progressive review of the emerging situation

Case Study three

• Syndicate work sessions
• Syndicate representations and findings in a boardroom discussion environment; reporting to senior management

Case study application

• The case studies in hindsight
• Personal application and learning

Summary and close

About your presenters

Neale Roberts has 27 years hands-on business and start up experience. He has lectured Leadership and Strategy on executive MBA courses. His facilitation, strategic vision and dynamic presentation skills have led him to involvement in many organisations in various consultative roles.

Ken Graham has in excess of 30 years experience in the Multinational and National corporate IT industry. He held various line and staff positions, in Switzerland and in the United States. Whilst overseas he participated in the design, development and delivery of major management and personal development programmes, which were introduced worldwide. As an independent consultant Ken now specialises in the field of Human Asset Management and the realisation of individual potential in the workplace.

Elana Siew has 10 years experience in various industries. After spending 3 years researching and preparing course material, in 2002 Elana joined Neale Roberts, in Mentors, as a management consultant and trainer. She has been active in Mentors in training, coaching and facilitating individuals on all levels of the organizational hierarchy.

Neale, Ken and Elana bring to this workshop a wealth of personal experiences and they will share their actual case studies, highlighting why so many Leaders and Teams fail despite the good intentions of the organisation.

	ENQUIRIES ABOUT OUR CONSULTING SERVICES E-mail Lungile Nxumalo or phone Lungile on (011) 726-3040
	ENQUIRIES ABOUT OUR WORKSKOPS AND SEMINARS E-mail Hennie Oosthuizen or phone Hennie on (011) 726-3040
	ENQUIRIES ABOUT OUR CONFERENCE CENTRE E-mail Caroline Chamboko or phone Caroline on (011) 726-3040
	ENQUIRIES ABOUT OUR CONFERENCES E-mail Ryan Muller or phone Ryan on (011) 726-3040