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Role of the Manager
Training & Organizational Development
Role of the Manager
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
I have been asked to go back to the basics and role out the role of the manager for all our secondary managers.
I'm looking for interesting ways to facilitate this topic to make it stick and have som
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Forums » Topic Forums » Training & Organizational Development » Role of the Manager
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Role of the Manager
posted at 8/16/2001 9:10 AM EDT
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Posts: 9
First: 7/23/2001 Last: 9/25/2001 |
I have been asked to go back to the basics and role out the role of the manager for all our secondary managers.
I'm looking for interesting ways to facilitate this topic to make it stick and have some fun. I welcome everyones suggestions and sources. Thank you |
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Role of the Manager
posted at 8/17/2001 10:27 AM EDT
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Posts: 99
First: 6/22/1999 Last: 12/11/2001 |
Are you a member of ASTD? (American Society of Training & Development) Go to their website, www.astd.org
and check out books, videos, tips, etc. It will give you a good start. |
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Role of the Manager
posted at 8/20/2001 11:20 AM EDT
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Posts: 7
First: 8/20/2001 Last: 9/5/2001 |
Now, urgent attention is being focused on the exclusive domain called "knowledge management" - there are maps, and taxonomies, and all manner of tools or techniques available to managers.
We are beginning to see automated, mechanical systems that can help us perform some of the disparate tasks of managing our knowledge, too. But most of what we know and value as knowledge is a personal, individually owned and -grown asset. How should an organization "organize" that stuff, how should it be "managed", and when is it appropriate to consider that knowledge to be the "property of the corporation"? During the last few years, the experts have been hovering around the whole "knowledge-based economy" paradigm like proverbial moths to the flame. We have heard from the engineering crowd, the chaos theorists, the "revolutionaries", the evolutionary "creationists", the transformational nirvana-seekers, and who knows who else is waiting in the wings. The plain and simple fact of the matter is that the producer or common-carrier of the asset under examination - the actual human being who has to work with, work to produce, or work to adapt "knowledge" has largely been forgotten and ignored. The knowledge-worker is the true "wonder-works" of this new age - how does that person improve, change, manage, evaluate, organize, or control her "raw materials"? What skills, behaviors, activities, competencies, or results should that knowledge-worker focus-on and develop? If we ever learn how to "manage" knowledge, when will we learn how to lead and direct the knowledge-worker? Perhaps the answers to these questions may be too difficult to see at this moment of time, there are a few answers that exist and some that will need to be discovered. There is a place that is trying to address the special educational needs of knowledge-workers and those that lead or manage those professionals. Their main page is at: http://www.syntopic.net You can also get much more information about their unique "executive-strength" approach to knowledge-work related training at the following place: http://www.syntopic.net/syntopic_programs.htm Be sure to get your hands on their free eBook and other things that you find there. Regards, sunesys P.S. That free eBook is about creativity and innovation - it should juice-up and add some energy to your own knowledge "stockpile" - so use it and watch your own performance take-off! - http://www.syntopic.net |
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Role of the Manager
posted at 8/23/2001 9:26 AM EDT
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Posts: 1
First: 8/23/2001 Last: 8/23/2001 |
This is a double edge sword. Leadership vs managerialship. If you are training the latter, take out the July issue of HR Magazine and read the article by Donald Herrmann, "Passing The Buck". Good stuff here to use as topics of discussion in management training. This cannot be a one time training event. I find it best to have cyclical training, e.g. 4 hour sessions every other month on relative issues such as, leagal issues, recruiting and selection, performance management and appraisal, corrective performance management, giving recognition, coaching vs counseling...the list can go on indefinitely. I recommend you define the objective and work backwards from there on how it is best to achieve the objective. Hope this helps... |
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