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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?

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Many businesses have a link on their web sites that creates an auto-responder e-mail. You can buy fancy auto-responder software programs to enable this functionality. However, you can create your own program using Outlook 2007. It’s not beyond the average user!

After 20 years of being a secretary, writes one administrative professional, she knows how to do the necessary work. That hasn’t kept her current supervisor or her supervisor’s boss—both women—from berating and intimidating her. The admin asks, “How can I learn to stand up for myself in a professional manner?”

Stever Robbins, famous for advice on maximizing your creativity and whipping your e-mail into submission, now is integrating time management and innovation into a coherent system for getting things done. From his new guide to working less and accomplishing more:

Some employees think they can freely break rules they consider unimportant. Trouble is, other employees often follow suit. Your best bet for stopping such nonsense: Explain to the main culprit that his behavior is unacceptable—and then give him one last chance. Get that warning in writing with a formal last-chance agreement.

For most problem employees, deteriorating behavior and performance is a gradual process. Smart employers track the downward trajectory along the way.

Save yourself lots of trouble by posting all open positions and telling employees exactly how to apply. When jobs aren’t posted and a member of a protected class misses out on a job opportunity, he or she can argue that the employer purposely hid the opening in order to exclude some individuals.

Sexual harassment sometimes grows slowly, starting out fairly innocuously before accelerating to behavior that creates a truly hostile work environment. Courts understand that and have created a specific legal doctrine to help harassed employees—the continuing violation doctrine.
A former secretary at a Nacogdoches vehicle dealership says the sexual harassment there was so severe she had no choice but to quit. That’s the definition of “constructive discharge,” and it’s the basis of the lawsuit Jennifer Burch has filed against Eastex Tractor & Powersports.
Employers can defend against alleged retaliation by showing they had a good reason for the adverse action. For example, if a supervisor moves an employee to another position for a legitimate management reason, that’s not retaliation. Consider the following case.
Here’s a warning you should make sure supervisors hear loud and clear: No one in management should ever mention a protected characteristic (such as age, race or gender) while discussing a promotion or hiring decision.
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