Developing Managers
ASTD 2008 Copyright
Manager skills training
Atwood, Christee Gabour
ASTD Trainer's WorkShop Series
978-1-56286-516-0 274p (2008 Aug)
This training manual on developing managers presents a plan for delivering programs that range from one hour to two days. It contains all the tools and resources an instructor needs to build training programs that allow managers to become effective when dealing with the people and activities they manage each day. Topics covered include basic leadership skills, coaching, motivation techniques, performance appraisals, effective presentation and meeting skills and many others.
Management quagmire
Llorens, Juana
T+D v62 n7 p14-15 (2008 Jul)
Intelligence. As managers are promoted from within, they face transition obstacles. The most common obstacle, reported by 86 percent of managers, is the shift from being an individual contributor to managing the work of others. A sidebar of fatal assumptions helps new managers avoid transition problems.
Learning pathfinder
Laff, Michael
T+D, v62 n4 p38-41 (2008 Apr)
Helping managers and other employees formally chart their career development and progression within an organization often falls by the wayside. Valspar, based in Minnesota, is one company that has taken on the challenge of defining skills to succeed in various positions throughout the organization and produced a development resource guide. While its highly valuable for employers to create an on-boarding program for managers to establish strong bonds, most employers do not implement that practice. The more common practice is managers devising their own self-directed learning practices to fill in the gaps. With more and more information and training available in podcasts and webcasts, technology is helping to support management development.
Management onboarding
Derven, Marjorie
T+D, v62 n4 p48-52 (2008 Apr)
This article advocates the value of a management on-boarding process; a richer process than the traditional new employee orientation. An on-boarding program is a systematic process to establish a positive trajectory early in a new manager’s career. The approach, which includes cultivating key relationships and access to information, phased implementation, and defining multiple roles, offers strategic advantage because few organizations do it well. The article concludes with the admission that some companies continue to feel that the new manager should be savvy enough to make it without such a program.
Developing great managers: 20 "power hour" conversations that build skills fast
Haneberg, Lisa
978-1-56286-501-6 224p (2008 Feb)
This manual for developing managers at all levels provides tools, resources, and content to support the training this special population. The premise of the book is one-hour sessions on a specific management topic supported by practical and real-life activities and projects. Haneberg uses her "power hour" informal learning methodology to drive home valuable lessons and content.
Create a management development program
Stroup, Jim
INFOLINE, 16p (2008 Feb)
Stock no.250802
Keeping a pool of skilled managers is the goal of most organizations. This booklet will guide in the workplace performance professional in determining organizational management development goals; identifying prospects for management training; creating a management development program; and monitoring the program and adjusting it based on business changes and needs. It defines levels of management and covers the informal learning opportunities that can be created. The Job Aid is titled "Building Your Management Development Program."
Man versus machine
Weaver, Pete
LEARNING CIRCUITS, v9 n1 (2008 Jan)
This article reports on the status of leadership and management development via simulations, games, and other e-learning-type delivery methods. While progress is being made, this author asserts there are layers related to soft skill changes that are not present with technical skills—behavioral learning. Behavioral learning requires personal commitment to change or improve which can not be measured or determined by a game or simulation.
10 steps to be a successful manager
Haneberg, Lisa
Book ISBN: 978-1-56286-475-0 126p (2007)
This management primer contains 10 steps to support the development of successful management skills and strategies. The 10 steps covered are: clarify, negotiate, and commit to your role; understand your expected results; know your piece of the business; build a great team; choose employees wisely; define and model excellence; plan the work and work the plan--flexibly-; obliterate barriers; proactively manage change and transition; and leave a legacy of capacity to produce. Each chapter in the book focuses on one of these steps and includes examples, checklists, and other tools that support the content.
10 steps to be a successful manager: facilitator's guide
Haneberg, Lisa
ISBN: 978-1-56286-476-7 130p (2007)
This facilitator's guide is a companion to the "10 Steps to be a Successful Manager" book. It contains tools and resources to be used by management development trainers working with new managers or helping to enhance the skills of existing managers.