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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College presidents don’t like to admit it, but as cheerleaders in chief, they need charm to chat up everyone from teenagers to rich donors. Without charm, they’d be sunk.

Job descriptions are the cornerstone of communication between you and your staff. Job descriptions can also be useful tools in court. Make sure you have job descriptions for all employees’ positions. Then keep those descriptions updated whenever the duties change.

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:

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.

After a discrimination complaint has been found to be without merit, most reasonable employees accept their employer’s conclusions and go back to doing their jobs. But some become bitter, suspecting that HR and management are out to get them and interpreting every subsequent interaction as evidence of a hostile conspiracy. When this happens, the worst thing you can do is play into the fear.

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.

Durham-based educational testing firm Measurement Inc. has agreed to pay $110,000 to settle an EEOC religious discrimination suit filed on behalf of a former employee who belongs to a Christian denomination known as the Children of Yisrael.

The threat of a retaliation lawsuit can make supervisors feel like they have to walk on eggshells when dealing with employees who complain. That kind of overreaction can make good management impossible. Instead, instruct managers and supervisors to document the reasons behind any workplace changes that may have an adverse impact on employees who have complained about discrimination.

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