Management Training

Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.

One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?

Start your management training program here with our articles, tools, self-tests, and training sessions…

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Do you ever feel like you needed more help after accessing the Help section in Microsoft Office? Here are three tips and tricks to getting the right help fast, and getting you back to work:

Q. My son was laid off from his job in April 2009. Does he still benefit from the new extension for COBRA subsidies?

More than 90% of the 3,000 employees surveyed by the Marshall School of Business said they had experienced incivility on the job. Of those, 50% said they had lost work time worrying about the incident; 50% considered changing jobs to avoid a recurrence; 25% cut back their efforts on the job. The remedy?

A simple mistake—wrongly classifying employees as exempt when they should be hourly—can easily balloon into a multimillion-dollar overtime lawsuit. Often, the trick is knowing which workers exercise enough discretion to be properly labeled administrative exempt professionals. Our exempt/nonexempt self-audit helps you make the call.

Q. I bought a new car costing $60,000 in 2009. Can I deduct the sales tax for the new vehicle purchase plus an amount for the optional sales tax deduction?

Here’s a powerful reason for managers and supervisors in New Jersey to understand the ins and outs of discrimination and labor laws. If they commit a discriminatory act, they could be personally liable.

Employers that let bosses get away with ethnic slurs risk having an unsympathetic jury decide whether and how severely to punish them. If you don’t send a strong message to those who use slurs that such behavior is unacceptable, you risk creating a corporate culture that encourages more of the same—and you may also empower supervisors to retaliate against the targeted employee.

Some employees see discrimination everywhere and constantly complain. How you react can mean the difference between winning and losing a lawsuit. Keep cool no matter how often the employee runs to the EEOC. Focus on his work, not the complaints, and treat him like every other employee.

Some employees believe they should be considered for a promotion just because they have the same job title as another employee being considered. But that’s not the case if the employees have different experience levels. For example, recent retirees may take entry-level jobs for which they are “overqualified.” When a promotion opportunity opens, their employer may be eager to use their talents more fully.

Nothing speeds a disappointed job-seeker’s trip to court like a selection process based on an employer’s use of subjective criteria to make the hiring decision. That’s especially true if the biggest deciding factor is subjective, while objective factors receive lesser weight.

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