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For Freshman/Senior-level courses in Career Planning, Career Development, and Job-Seeking Skills. Focused solidly on “doing” rather than on “explaining,” this text gets right to the heart of career decision making: It 1) walks students through the process of self-knowledge and self-discovery, 2) encourages them to believe in themselves and in their own ability to influence outcomes and achieve their career goals, and 3) guides them in working with various job/caree… More >>

The Career Adventure: Your Guide to Personal Assessment, Career Exploration, and Decision Making

We are aware of the animal studies than show the differences in behavior between males and females that have characterized females as being more nurturing and of males classically exhibiting aggressive, dominant “A”€ type behavior -€“ but how far do these results transfer across to management roles in organizations?

We also know that there are differences in some physical performance aspects of men and women which have to be taken account – especially in occupations where physical strength and stamina is important e g The Army, The Fire Brigade

When we look at some of the more sophisticated Psychometric tests measuring personality characteristics such as 16pf, we do know that there are some gender differences which are significant enough for us to use different norm tables for men or women in order to normalize any comparative results.

So if we accept that there are some gender based differences in managerial style and approach should we then provide different forms of management development training for man and women?

I think that the answer is probably no – because there are other factors that are even more important to consider when we look at the role of a manager, their styles, approaches and when we consider the people that they are managing or dealing with as customers and clients.

The sorts of factors that are more important to consider are these:-

- What are the gender types and likely responses of the customer set for your product or service?

- How good at your managers at understanding personality differences and gender styles in this customer set? Can they deal effectively with diverse types?

- What makes a successful manager in your business from a competency point of view?

- What are the different learning styles of your participants on any training program and how well are you delivering your program to reach and appeal to these different styles of activist, pragmatist, reflector etc?

- What is the culture and style of your organization that you are looking to reinforce and encourage – whether it is adopted my male or female managers is less relevant.

In conclusion whilst accepting that differences do exist in the styles of individual managers, there is a broad spectrum of styles and approaches produced by individual differences rather than by simple gender stereotyping and that there are other factors outlined above which are more significant.

The peer-to-peer coaching approach is a highly effective method of management & leadership skills development used in wide range of organizations around the world.

• ISBN13: 9781591396314
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.

To be effective, managers have to be skilled at acquiring power-and using that power to persuade others to get things done. This guide offers must-know methods for commanding attention, changing minds, and influencing decision-makers up and down the organizational ladder. P>The New Manager’s Guide and Mentor The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most re… More >>

Power, Influence, and Persuasion: Sell Your Ideas and Make Things Happen

Expert:  Tracy Goodwin has received numerous public speaking awards and has been a college professor of public speaking, interpersonal communications, voice and diction, and business speech for over a decade. Filmmaker: MAKE | MEDIA

Short piece on new emerging business paradigm. Interview with Jeff Dunn, Richard Hawkes, Dawna Markova and Richard Barrett, in Costa Rica at the CEO Leadership Summit. Looking at business as a platform for solving global issues. Produced by Growth River.

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The coauthor of the international bestseller Execution has created the how-to guide for solving today’s toughest business challenge: creating profitable growth that is organic, differentiated, and sustainable.

For many, growth is about “home runs”—the big bold idea, the next new thing, the product that will revolutionize the marketplace. While obviously attractive and lucrative, home runs don’t happen every day and frequently come in cycles. … More >>

Profitable Growth Is Everyone’s Business: 9 Tools You Can Use Monday Morning

There’s one aspect of influencing that might help you prepare your influencing strategy more effectively, and that’s to look at the whole arena in terms of overt or covert influencing.

Here’s how we define the difference.

In overt influencing both you and ‘influencee’ know what’s happening; both of you are conscious of what’s going on. It’s like flirting: you know your doing it and the recipient knows as well.

In the case of influencing it’s as though everyone’s cards are on the table: everyone knows what hand the other ‘holds’.

There tends to be a free exchange of useful information that will be mutually beneficial and all parties prefer things to be transparent. Along with that, agendas and goals are also clear and agreed and the influencing ‘play’ if you will is about how to ‘get there’.

When the influencing is covert, you are conscious of what’s going on and your own behaviour, but the other party/ies will usually be unaware that you are trying to influence them. In this situation you need lead by example: you need to have a clear strategy in your head and have an end goal to aim for. Not only that, you may both have completely different agendas (not necessarily conflicting, just different), so it’s up to you to involve them as though were helping you create the strategy.

As well, you need to understand what they want and need and accommodate your personal style to better suit their needs. Now by this we don’t mean twist yourself into knots and become someone you aren’t. Rather, it’s about understanding what part of your own personality fits theirs and ‘turning up the volume’ on that one part.

For instance, perhaps most of the time you’re a straight-forward, no-nonsense person with a quick mind who makes decision really fast. But you’re trying to influence someone who doesn’t think in the speedy way you do and likes to consider things very carefully.

In this case, you won’t get very far on the influencing stakes if you show impatience or try to talk them into seeing things your way. This is a time when you could turn up the volume on your listening skills to demonstrate that you are considered as well (you may very well be considered it’s just your quick-wittedness may not look like it to other people).

Once you define whether an influencing situation is overt or covert, you can adjust your behaviour accordingly to get a result you’ll all be happy with.

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This volume offers conceptual frameworks for matching individual skills and preferences with job demands and requirements…. More >>

Self-Assessment and Career Development

Management development can be used to improve poor management practices and leadership development at any point in the employee lifecycle.  By keeping a record of your employees’€™ talents, skills and preferences, you will be able to help your managers become better managers.  Management development will also help you effectively manage, motivate and retain your talent.

With objective, quantifiable data about individual employees, you can make the best possible employee development and training decisions. By identifying employees who need improvement, the areas in which they need further development and the progress they have made toward improving the necessary skills, you can set your organization up for future success.  Management development works in three parts:

First, is an extensive evaluation that is used to provide managers with multi-rater feedback from those who observe their performance: their bosses, subordinates, and peers. This is an important process because increased awareness motivates managers to change the way they do their jobs.

The second part is an analysis that alerts top management to potential managerial problems that can develop when managers’ goals are not in alignment with the goals of the organization. Having this information encourages leadership development on an individual level as well as across the enterprise. This information will also strengthens communication and builds stronger organizations.

The third is an organized management development program that addresses specific leadership skills identified in the survey as requiring improvement, enabling managers to pursue self-improvement in the areas most essential to improving their job performance. Consisting of 18 modules, managers create and complete a customized management development plan using modules. Unlike many courses and seminars, management training activities are integrated into a manager’s daily tasks.

Management development is mainly used for professional training and evaluation of a manager’s job performance, but will also help your organization solve the following challenges:

-  Ineffective management practices
-  Poor management performance,
-  Poor communication
-  Inadequate leadership
-  Distrust of management
-  Inability to delegate
-  Low motivation
-  Lack of commitment
-  Stagnation of ideas and status quo
-  Low performance standards
-  Workplace conflicts

Management development measures the following competencies:
-  Communication
-  Leadership
-  Adaptability
-  Relationships
-  Task management
-  Production
-  Development of others
-  Personal development
-  Listening to others
-  Processing information
-  Communicating effectively
-  Instilling trust
-  Building personal relationships
-  Delegating responsibility
-  Adjusting to circumstances
-  Thinking creatively
-  Providing direction
-  Facilitating team success
-  Working efficiently
-  Working competently
-  Taking action
-  Achieving results
-  Cultivating individual talents
-  Motivating successfully
-  Displaying commitment
-  Seeking improvement