Management Training Online

CLICK HERE

to make an enquiry

The "Management Skills Award" course consists of 13 online management training sessions which are each between 20 to 30 minutes in duration.

You also have the option of completing a multiple choice assessment at the end of the course and upon passing you will receive a formally accredited management award.

When you pass you will receive a certificate accrediting the award:

"The Management Skills Award"

The Management Skills Award is formally accredited by Qualifications Network. Qualifications Network are a recognised awarding organisation who are regulated by Ofqual.

If there are a number of you who would like to take the award then please contact us for corporate bulk discounts.

CLICK HERE

to make an enquiry

• A definition of communication in business
• Examples of how people see things from different perspectives
• The skills of face-to-face communication
• A model for communicating effectively
• Using your satellite navigation system of communication
• How matching and mirroring creates bonds between people
• How pacing and leading creates progress in relationships
• How filters affect our belief systems
• The effective use of deletion, distortion and generalisation filters
• The three skills in the art of persuasion
• How to express your ideas through images and emotion
  

• A definition of advanced communication and how advanced communicators differ from the norm
• How we communicate thoughts from ourselves to another person and how that process could go wrong
• How our senses are used to assimilate information
• How information is monitored and assessed as we receive it and interpret it
• What we do with information that we receive
• How to identify the thinking patterns of other people by watching their eye movements
• The words that advanced communicators use to send and receive messages
• How ‘artfully vague’ language can create a higher level of understanding between people
  

• Why teams sometimes fail to work effectively
• How to assess your team’s strengths and development areas
• Why long term goals are essential for highly motivated teams
• The Tuckman model of team development
• The Situation leadership model and how it fits with team development
• The seven characteristics of high-performing teams
  

• A definition of coaching for businesses
• Two tries and tested coaching models
• How to apply the coaching continuum to assess when and how to coach effectively
• How to ensure coaching sessions are effectively applied by the coachee
• How to give quality feedback when coaching
• The skills needed to coach in a team environment
• The skills of great coaches, including questioning and listening, reframing and clarification
  

• A clear definition of delegation’s purposes and benefits
• Why some managers fail to delegate effectively
• Five must-ask questions for yourself before delegating
• What skills the person needs in order to be delegated to
• A series of ideas on how to delegate effectively
• Some situations that you might encounter, like “I don’t have time to do this”
• Why some people are unwilling to accepted delegated responsibility and what to do about it
• What to do after you’ve delegated tasks
• How to evaluate the results of delegated tasks
• The next steps to delegate effectively
  

• What exactly EQ is, and how it’s defined in business
• Several business cases that clarify the results of Emotional Intelligence
• How the brain is set up to use emotions and the basics of understanding the emotional brain
• The five stages that make up emotional intelligence
• The competencies for effective application of EQ
• How to put highly-developed EQ skills into practice
  

• Four styles that are used in business today: Autocratic, Democratic, Bureaucratic and Charismatic
• The advantages, disadvantages and uses of each of the styles
• Six ‘emotional styles’ and when to use them
• The benefits of choosing a specific style and the results you can expect
  

• The characteristics of a leader and a manager
• What’s the main differences are between the two
• Different facets of management at different planes of the organisation
• The concept of SuperLeadership
• Results-oriented management
• The guidelines making up situational leadership
• Different ways to improve your management and leadership styles, including developing your personal brand, emotional intelligence, developing leadership skills, inspiring, energising and encouraging others
  

• How to create the future by managing change
• The stimulus-response model of change
• A real example of how change affected a whole nation
  The reality of change - how Hertzberg and Maslow’s theories account for most of our behaviour and attitudes to change
• Six questions that facilitate change
• External drivers to change, including the PESTLE model
• Methods of dealing with resistance to change
• Tips for making change a reality
• Tips for setting and communicating the vision of change
• A six-step process for driving change forward within your business
  

• Why employees would not perform adequately
• How to define the purpose, duties and responsibilities of the employee
• How to define performance goals and measurable outcomes
• How to run a performance development meeting
• How to deal with attitude problems
• What to do if performance doesn’t improve
• The benefits of performance management
• The benefits of tapping into people’s potential
  

• What motivation really is
• Hertzberg’s, McClelland’s Maslow’s and Vroom’s ideas
• The drivers of employee motivation
• Why motivation is important
• The four keys to personal drive and motivation
• Putting it into practice
• Creating a vision, empowering, energising, leading and inspiring
  

• Is it possible to manage time?
• Four principles of effective use of time
• The time matrix for effective results
• Efficient Self-management tips
• Ideas for managing email effectively
  

• What is conflict?
• How to resolve conflict
• Resolutions formats for conflict
• Constructive v Destructive behaviours