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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Terminating someone who is pregnant or who just gave birth can be dangerous. If you must fire her, make sure you can provide clear and consistent reasons. Tell supervisors they should never make comments that sound as if the real reason is pregnancy.
You want to make every hour count, so you plan your day in 15-minute chunks and prioritize your tasks. That’s smart time management, but it doesn’t guarantee you’ll work productively. You’ll operate most efficiently if you banish aimless anxieties and the urge to procrastinate. Here’s a road map to boost your productivity:
Raleigh, N.C.-based Morganite Industries has reaped a 178% return on the investment it made to put its benefits enrollment, communication and data exchange online. It took only seven months for the 2,500-employee organization—which provides tax, benefits, health, safety and financial services for its parent company, Morgan Crucible—to recoup its initial investment.
Administrative pros looking for a way to stretch their skills often turn toward certification. But do the Certified Professional Secretary (CPS) and Certified Administrative Professional (CAP) ratings help you advance your career? Or command a higher salary? Are they worth the work and cost?
The secret to new product innovation? Keep the boss away. A study by The Nielsen Company of 30 large consumer packaged-goods companies found that those whose managers kept a light touch generated 80% more new-product revenue, compared to those with heavy management involvement.