Leolingham2000
Management Consultant
KVE
Trainer
Sgaparna
Soft Skills And English Language Enhancment
Sir Joe
Training

Recently conducted a program on Supervisory Skills.Participant response was overwhelming. A learning experience indeed!
Has anyone conducted a similar program?
Aparna Sengupta ([email protected])9892253682

From India, Thana
APARNA,

CONGRATULATION ON SUCCESSFUL T&D PROGRAM.

AS PER YOUR REQUEST,

I AM OUTLINING OUR APPROACH TO ''SUPERVISORY TRANING''

IT IS SKILL BASED PROGRAM , WITH FOLLOW UP ASSIGNMENTS

ON THE JOB.

REGARDS

LEO LINGHAM

SUPERVISOR’S SKILLS/ABILITIES/COMPETENCE

The levels of achievement

Seldom/sometimes/usually/most of the time/always

The levels of importance

Little-some-important-major-critical

SUPERVISING YOURSELF

‑ FIRST UNDERSTAND YOURSELF BEFORE

YOU TRY TO UNDERSTAND OTHERS.

1. . . . Making the best use of time while on the job?

2. . . . Planning ahead so to know what you want to do?

3. . . . Organizing his/her activities so to save time and get productivity?

4. . . . Conducting oneself so that the workers respect you?

5. . . . Cooperating with other supervisors or departments?

6. Living with job pressures?

7. Honestly adapting to change?

8. Using a daily checklist of projects to be completed?

9. Being accountable for your actions?

10. Making a definite effort to grow and develop on the job?

-------------------------------------------------------------------------------------------

SUPERVISING YOUR PEOPLE

PLAN, DIRECT AND CONTROL THE EFFORTS OF OTHERS.

1. . . Giving workers definite assignments and productivity goals?

2. Training the workers for top performance?

3. Counseling and coaching the people?

4. The workers feeling they can approach their supervisor at any time?

5. Getting the workers to accept responsibility?

6. Orienting new employees properly?

7. Controlling tardiness?

8. Getting the workers to develop good work habits?

9. Having good morale in the organization.

10. Handling the worker's complaint?

================================================== === SUPERVISING YOUR JOB

‑ BE ACTION‑ORIENTED ‑ GET THE JOB DONE

I Managing by objectives?

2. Reaching your objectives ‑ get the job done?

3. Keeping equipment in good repair?

4. Workers producing in relation to acceptable quality standards?

5. Operating with a cost control program?

6. Supervisors doing their part to have proper housekeeping in all work areas?

7. . . . Operating within the safety /environmental regulations provided to the supervisors?

8. . . . Carrying out the directives of top management?

9. . . . The supervisors seeking out ways to improve their operation?

10 Making the total commitment to the job?

================================================== ======

LEADERSHIP

INSPIRING ACTION THROUGH EXAMPLE AND POSITIVE PERSUASION.

1. Leading by example?

2. Inspiring team effort?

3. Getting the supervisors to accept the respon sibility that getting the job done lies squarely

on their shoulders?

4. Treating the workers fairly?

5. Supervisors displaying self‑confidence in their leadership?

6. . . . Encouraging ideas and suggestions from the workers before making a decision?

7. Supervisors knowing their job?

8. Being patient with the workers?

9. Not knowing an answer, to admit it openly, and not bluffing?

10 . . . Making a determined effort to remember names?

================================================== ========== COMMUNICATION

‑ EXCHANGING THOUGHTS AND IDEAS FOR MUTUAL UNDERSTANDING AND ACTION.

1. . . . Listening to the people when the occasion warrants it?

2. . . . Keeping personal problems from interfering with his/her job as a supervisor?

3. Giving clear and accurate instructions?

4. Writing a memo so it is understandable?

5. Standing in front of a group and communi­cating orally?

6. Encouraging the people to communicate to the supervisor?

7. . . The supervisor making a conscious effort to communicate with his/her boss?

8. . . . The supervisors putting their people at ease before starting to communicate with them?

9. . . . Employing empathy, or putting yourself in the other person's shoes, when communicating ‑ with thp

================================================== =================

MOTIVATION

‑ GETTING PEOPLE TO DO WHAT YOU WANT THEM TO DO.

1. Being self‑motivated?

2. Giving orders that get acceptance and action?

3. Motivating each worker as an individual?

4. Being positive in sayings and actions?

5. Encouraging loyalty to the organization?

6. Promoting good morale among the workers?

7. Showing appreciation for good work?

8. Appealing to a worker's pride?

9. Getting workers to produce as expected?

10. Asking workers for their opinions and suggestions?

================================================== =========

HUMAN RELATIONS

‑ GETTING ALONG WITH PEOPLE

1.. . Taking the time to know each worker as an individual?

2. . The workers feeling that their supervisor jespects them?

3. . . . Treating and supervising men and women the same way?

4. ..Talking to people as equals?

5. ... Communicating to a worker what he/she is expected to do on the job?

6. . . . The workers knowing where they stand at all times?

7. . . . Keeping supervisors from manipulating their workers?

8. . . . Controlling personality clashes so they do not affect supervision?

9. Disciplining a worker when it is needed?

================================================== =

SUPERVISORY COURSE OVERVIEW

SUPERVISORS / Managers do not work in isolation. They must develop the ability to influence individuals and groups to work towards attaining organizational goals. Increasingly organizations are recognizing the important role that effective interpersonal skills play in achieving these goals.

This workshop is designed to develop the personal insight necessary to lead, manage and interact with colleagues effectively and productively. Participants will have the opportunity to identify and practice the key skills of communication, motivation, delegation, problem solving and decision making so they can learn to maximize their own potential and that of their staff.

===========================================

LEARNING OUTCOMES

• Demonstrate a variety of techniques to strengthen team morale

• Identify the factors which contribute to effective leadership in the workplace

• Demonstrate a range of communication tools to establish credibility

• Delegate appropriately

• Negotiate and manage conflict constructively

• Counsel employees for performance improvement

• Build and maintain networks and relationships

===========================================

PARTICIPANTS

•First line Managers

• Team leaders

• SUPERVISORS

Programme Benefits to the

Participants

•Bridges the gap between managers and staff to help solve people problems.

•Provides a system of supervision to master interpersonal skills.

•Builds teamwork and team spirit through group dynamics.

*Develops all‑ways communication for better performance.

*Gets leadership to reach your goals and behavioural objectives.

*Encourages training to save time and get better performance.

•Motivates the supervisor to get action and productivity.

•Encourages correct decisions quickly and effectively.

•Stresses self‑improvement for increased productivity.

•Creates and atmosphere of action for improved morale and employee job satisfaction

===============================================

People Management Skills Program

Subject Overview

MODULE 1-- Analysing the subordinate's job.

What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.

---------------------------------------------------------

MODULE 2 -- Selection process.

Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.

-------------------------------------------------------

MODULE 3 -- Setting objectives.

Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.

-----------------------------------------------------------

MODULE 4 -- Performance review and development plan.

Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.

----------------------------------------------------------------------------------

MODULE 5 -- Counselling during the interviews communication skills.

-------------------------------------------------------------------------------

MODULE 6 -- Managing by situational leadership influence.

Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.

---------------------------------------------------------------------------

MODULE 7 -- Managing by exception ‑ techniques.

--------------------------------------------------------------------

MODULE 8 --After performance review meeting.

Coaching for improved performance. Mentoring.

--------------------------------------------------------------------

MODULE 9 -- Staff counselling and problem solving.

------------------------------------------------------------

MODULE 10 -- Managing problem employees.

*Behaviours and intervention strategies.

-----------------------------------------------------------------

MODULE 11 -- Motivating people through supporting communication.

*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.

------------------------------------------------------------

MODULE 12 -- Managing the change.

Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.

------------------------------------------------------------

MODULE 13 -- Managing diversity

--------------------------------------------------------

MODULE 14 -- Assertiveness.

-------------------------------------------------------------

MODULE 15 -- Delegation

==================================

OUR APPROACH TO THE TRAINING PROCESS

Learning Techniques Include:

Workshop activities

Problem solving exercises

Training videos

Case discussions/presentations

Role play simulations

On the job real life exercises during the phases

Of the program.

=========================================

The Learning Process

While the emphasis is on learning practical knowledge and skills which can be immediately implemented back on the job, the participants will also find the programmes to be stimulating, motivational and fun.

The design of each workshop is such that the participants will be involved in problem­solving, syndicate discussion groups, practical case‑study assignments and the development of real life strategies to use on returning to their workplace. In effect, they are expected to bring their jobs to the classroom in order to deal with their day‑to‑day challenges. This approach results in higher level of involvement and motivation to learn and practice the attitudes and skills set as learning objectives.

WE also supports internal reinforcement of training programmes though on‑job coaching by company management.

This is a key factor in the long term success of any skill learning programme, as lasting change requires the formation of new habits of thought and action which takes time and needs constant reinforcement.

OUR approach is results‑oriented



PROGRAM IMPLEMENTATION

PHASE 1 [ 3 days ]

MODULES [ 1-4]

-on the job exercises phase 1 [ 3 nos.]

--------------------------------------------------

PHASE 2 [ 3 days]

Refresher on phase 1

Review of ‘’ on the job exercises’’ [ phase 1]

MODULES [ 5-8]

-on the job exercise phase 2 [ 3 nos ]

-----------------------------------------------------

PHASE 3 [ 3 days]

Refresher on phase 2

Review of ‘’ on the job exercises’’ [ phase 2]

MODULES [ 9--12]

-on the job exercise phase 3 [ 3 nos ]

-------------------------------------------------------------------------

PHASE 4 [ 3 days]

Refresher on phase 3

Review of ‘’ on the job exercises’’ [ phase 3]

MODULES [ balance of modules]

-on the job exercise phase 4 [ 3 nos ]

TELEPHONE FOLLOW UP ON THE PARTICIPANTS.

===============================================

From India, Mumbai
Hi,
Do you have Supervisory Training Skills program organized in Pune I am interested to attend. If so please let me know the fees and duration.
You can also mail me at
Thanks,
Kavita

From India, Pune
Hello People, I am currently developing curriculum for a training programme on People Management Skills. The programme which will be designed along Basic, Intermediate, Advanced and Expert Levels is targeted for my staff in the supervisory roles which will enable to manage their staff for efficient performance.
I need materials and inputs to assist me to develop the curriculum along the Basic, Intermediate, Advanced and Expert levels.
My email address is
Thank you.

From Nigeria, Lagos
This discussion thread is closed. If you want to continue this discussion or have a follow up question, please post it on the network.
Add the url of this thread if you want to cite this discussion.






About Us Advertise Contact Us
Privacy Policy Disclaimer Terms Of Service



All rights reserved @ 2021 Cite.Co™