• PRESSURE AND STRESS
  
• COPING WITH STRESS
  
• TIME AT WORK
  

MANAGING TIME

2. COMMUNICATING AND INFLUENCING

Communication skills are critically important in today’s working environment, where individual and
organisational effectiveness depends increasingly on the ability to build relationships and influence others.
Although we each communicate differently, there are core skills and processes which you can draw upon to
improve your effectiveness and this workbook focuses on developing those skills. We explore what is involved
in the communication process and encourage you to apply your skills in a range of situations.

The workbook comprises four sections, containing activities and case studies to help you apply what you have
learned. They are:

• THE COMMUNICATION PROCESS
  
• INFLUENCING OTHERS
  
• EFFECTIVE MEETINGS
  

EFFECTIVE PRESENTATIONS

3. CREATIVITY AND DECISION MAKING

Decision making is an integral part of nearly everyone’s daily work. There are decisions about planning,
resourcing, recruiting, developing staff, and so on. Many of these decisions are routine and low risk. A
decision may take you two minutes to arrive at, and involve you in thinking about a few different criteria. On the
other hand, it could involve a whole range of criteria and you could be just one of many people involved in
making the decision! Either way, the basic process is the same, and like most processes, decision making
benefits from a systematic approach.

Decision making and creative thinking share in common the fact that they are both forms of effective thinking,
and they share that characteristic with problem solving. Systematic problem solving often requires creativity to
come up with an effective solution, and you need to make decisions if you have more than one possible
solution to a problem. The whole topic of problem solving and decision making is very strongly related to
recent developments in total quality management (TQM) and continuous improvement. This workbook will help
you to solve problems and make decisions in support of continuous improvement in your organisation.

This workbook is divided into four sections covering different topics. The sections are as follows:

• INFORMATION
  
• PROBLEM SOLVING
  
• CREATIVITY
  

DECISION MAKING


1.MANAGING IN A DYNAMIC ENVIRONMENT

The Organisational environment is a dynamic one. Continuous change has become the one constant factor we
all have to manage at work, as structures, processes and relationships evolve at an increasing rate. Change is
a potentially exciting as well as a challenging and sometimes frustrating experience, and it’s important that we
are able to proactively seek out and implement change if we are to be truly effective. The ability of an
organisation to achieve competitive advantage depends on its ability to continually adapt to changing
demands.

This workbook focuses on the process of change in organisations and how you can manage it as effectively
as possible. We explore the need to change and the change process itself, providing practical strategies for
implementing and managing the effects of change. Whatever your role, it is likely that you will need not only to
respond to, but also to initiate and manage changes at work. This workbook will help you to develop the skills
required for both tasks.

This workbook is divided into four sections covering different topics in the change management area.

• WHY CHANGE?
  
• THE CHANGE PROCESS
  

IMPLEMENTING CHANGE

1.INFORMATION FOR COMPETITIVE ADVANTAGE

All managers use information for planning and control. This workbook looks at the benefits to the organisation
from information systems that support learning organisations, business process re-engineering and
knowledge networking. We consider the requirement of having an information strategy and meeting those
requirements from an appropriate system – manual or computer based.

Having evaluated the current situation, we look at selecting and implementing a new system and the
importance o reviewing the effectiveness of your information and communications systems.

This workbook is divided into five sections covering different topics within information management.

• INFORMATION MANAGEMENT IN CONTEXT
  
• STRATEGIC CONSIDERATIONS OF INFORMATION MANAGEMENT
  
• INFORMATION SYSTEMS
  
• COMMUNICATION SYSTEMS
  
• SELECTING AN APPROPRIATE SYSTEM
  

IMPLEMENTATION AND REVIEW

1.CUSTOMERS AND MARKETS

Customers and markets are at the core of any business – all of an organisation’s activity is geared to
producing products and services that its customers will buy and use. In this workbook, we will establish that
everyone has customers, even though many people think that if they are not in the "front line" (meeting, serving
and selling to customers) they do not have customers as such. The problem is that you can view almost
anyone as a potential customer, so it is useful to find ways of breaking this pool of customers into
manageable proportions.

If you adopt a systematic approach to the way in which you research who your customers are and what they
want, you can ensure that the products and services that you provide give your customers satisfaction. That in
turn will mean that you retain and expand your customer base.

The emphasis in this workbook is on embracing a market orientation, and working to identify how to provide
quality customer service.

This workbook is divided into four sections covering different topics in the customers and markets area. Here
is a list of the sections:

• STRATEGIC MARKETING
  
• MARKETING PRINCIPLES
  
• CUSTOMERS
  

CUSTOMER SERVICE


1.WORKING IN TEAMS

Nearly all of us work in a team environment, as most work tasks require more than one person to complete the
activity. You may be a team leader and already understand that getting the team to perform at its full potential is a
considerable challenge. The interpersonal relationships in teams, and the group dynamics of a successful team are
often frustrating, but when things are going well, very rewarding. The buzz and satisfaction of a team that is
performing well, with mutual trust and the consequent ability to support each other can provide one of the most
motivating environments in which to work.

This workbook emphasises the value of creating trust and openness in a team. It recognises the complexity of trying
to manage in an ever changing environment – not only do the work tasks change, but the personal circumstances of
the individuals and often the composition of the team change, leaving the leader to manage a situation that is in a
constant state of flux. There are no simple quick fixes to issues in teams; the models and theories we explore in this
workbook are designed to help you analyse the key issues and to provide ideas and strategies to help you to respond
to the challenges of working in teams.

This workbook is divided into three sections covering different topics within Working in Teams. Here is a list of the
sections, with a brief description of what each of them covers.

• LEADERSHIP
  
• LEADERSHIP MODELS
  
• MOTIVATION
  

TEAM DEVELOPMENT


1.THE EMPLOYMENT CYCLE

The world of employment has changed considerably over the past few years as individuals and organisations
adapt to changing social, economic and political environments which impact on how, when and where we
work. The nature of employment itself is becoming more varied, with an increasing range of opportunities for
flexible working arrangements becoming available across both the public and private sector.

This is the context for this workbook which considers the key processes involved in the ‘employment cycle’ –
critical points in a given period of employment. We focus on those aspects which you as a manager need to
understand if you are to manage human resources effectively, more specifically the recruitment and selection
process, and aspects of joining and leaving the organisation.

This workbook is divided into four sections covering different topics within the employment cycle. Here is a list
of the sections:

• THE EMPLOYMENT CYCLE
  
• PREPARING FOR RECRUITMENT AND SELECTION
  
• THE INTERVIEW PROCESS
  

JOINING AND LEAVING THE ORGANIZATION

1.MANAGING PERFORMANCE

In this workbook, we look at how you as a manager can get the best performance out of the teams and
individuals who work for you. We will see that, as with so many things, time invested in planning will be
rewarded in terms of improved performance. Yet despite its importance, many managers do not plan
systematically, preferring instead to use ‘gut feel’ or crisis management instead. We will look at how you can
set objectives and allocate work for teams and individuals. The aim is to get the most out of people while at
the same time benefiting both the individuals concerned and the organisation.

Once plans have been implemented, there is a temptation to move on to the next challenge, but a vital part of
managing performance is your ability to systematically assess work as it is progressing. Without monitoring
and reviewing the results, it is hard to claim that planning has been successful! Management is seldom simply
about applying a formula. Changes in the way that we work – flatter organisational structures, greater flexibility
in work practices and patterns, matrix management with an increased use of cross-functional teams – make it
impossible to define formulae that apply generically to managers.

These changes, and the pace of change, mean that reviewing and improving performance is increasingly
important. Both the public and private sectors are rewarding staff on the basis of the results that they achieve,
and inevitably there will be occasions when performance falls short of the standard required, a situation which
can quickly become difficult and costly if the manager fails to handle the situation correctly. Employment law
means that it can be a costly and time-consuming experience, and so in this workbook we also consider the
principles behind the disciplinary and grievance policies so many organisations have. The emphasis in this
workbook then is on managing human resources, rather than the physical resources in the work environment.

This workbook is divided into four sections covering different topics within Managing Performance. Here is a
list of the sections:

• PERFORMANCE MANAGEMENT
  
• PLANNING
  

MONITORING AND REVIEWING



IMPROVING PERFORMANCE

1.DEVELOPING POTENTIAL

We live and work in a world of constant change, where one of the keys to success is the ability to continually learn
and develop, to gain new skills and build on existing ones. We need increasingly to take responsibility for our own
learning. This workbook helps you acquire the skills you need to make the most out of learning and development
opportunities and also helps you to support the development of others.

The workbook comprises five sections, containing activities and case studies to help you apply what you have
learned. They are:

• CONTINUOUS DEVELOPMENT
  
• IDENTIFYING NEEDS
  
• PLANNING DEVELOPMENT
  
• DEVELOPING OTHERS
  
• EVALUATING DEVELOPMENT
  
  

1.MANAGING OPERATIONS AND SERVICES

Almost any definition of management tells us that managers use the resources at their disposal to achieve the
objectives of the organisation they work for. You probably recognise this description of an aspect of your role,
whether you work in a manufacturing environment or in an organisation providing services.

This workbook explores aspects of managing resources. To use resources effectively, you need information, not
only about your own organisation’s operations, but also about the business environment in which you operate.
Information is a vital resource, and developments in information technology mean that you can have access to
almost limitless amounts! It’s all too easy to waste time on information, so we will look at how to gather, record
and store information effectively.

The management of physical resources, equipment, materials, premises, services and energy is another key area.
We look at planning, obtaining resources, making sure supplies are available, and monitoring how resources are
used.

An overlapping area is the working environment within organisations. In particular, health and safety has been the
subject of comprehensive legislation, and organisations need their managers to be aware of their duties and
responsibilities, so we also consider your role in establishing and maintaining a healthy and safe environment at
work.

This workbook is divided into four sections covering different topics within Managing Operations and Services.
Here is a list of the sections:

• INFORMATION PROCESSING
  
• MANAGING OPERATIONS
  
• RESOURCE MANAGEMENT
  

THE WORKING ENVIRONMENT

1.FINANCIAL AWARENESS

Every manager needs to take decisions. It can be argued that all of these decisions will have a financial impact on
the health and well being of the organisation.

In this workbook we concentrate on analysing financial information in order to make informed decisions. Some
information will be used prior to making decisions (e.g. in the preparation of costs, budgets and making a case for
expenditure) and some will be used to monitor and control the financial outcomes of decisions as they are
implemented.

This workbook is divided into four sections covering different topics in the financial awareness area. Here is a list
of the sections:



THE BALANCE SHEET AND PROFIT AND LOSS ACCOUNT

• RECOMMENDING EXPENDITURE
  
• COSTS AND COSTING
  

BUDGETS – PREPARATION AND CONTROL

1.MANAGING PROJECTS

More and more organisations are adopting a project-oriented approach to getting work done. The range of
projects is massive, but projects are not new.

What is new is the use of sophisticated techniques for managing these projects. Project management has
evolved because of a number of influences:

Economic pressures in an industrialised world
Concern for those working on projects
Competition between rival contractors

Why is project management important? The Audit Commission recently found that local authorities in England
and Wales spent around £7 billion annually on construction and other capital projects, but two-thirds of these
projects were completed late and more than a quarter overspend by 5% or more. The Audit Commission
identified improvements in project management as a major method of reducing this figure.

The Government of Hong Kong experienced similar problems before the hand over to China, but with different
concerns. They had a programme of public works amounting to billions of dollars, but a shortfall in project
management skills resulted in an embarrassing underspend. Projects were not completed on time, but the
funds that had been committed to the projects could not be spent elsewhere, leaving a wealthy government
with an uncomfortable surplus!

Despite the fact that both of these examples are funded by government, projects do not have to be huge or in
the public sector to benefit from good project management. Our aim in this workbook is to show you that
project management is simply the structured use of good management practices.

This workbook is divided into four sections covering different topics. Here is a list of the sections:

• INITIATING PROJECTS
  
• PLANNING PROJECTS
  
• DELIVERING PROJECTS
  
• COMPLETING PROJECTS
  
  
  
  

ASSESSMENT

Participants are assessed on the programme as follows:

2 group Work-based, work-related projects on completion of the each cluster.

An integrated work-based project to be tackled individually on completion of the programme. The
projects should be of value to Organisation and should afford delegates the opportunity to integrate and
apply the key learning concepts of the programme to their own organisation.

A dedicated assessor works with the participants throughout the program, attending all workshops
providing accurate and useful feedback to ensure progress is made by all participants on the
programme.

Follow up 2 day workshop 6 months after completion of the programme for review on Competencies,
Personnel Development Plan and a "Refresher" (Optional – to be costed separately).

CERTIFICATION

Manchester Business School certifies this programme. Delegates who successfully complete the programme
may be awarded an MBS Organisation AMP Certificate.