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Free workshops "Manager's toolkit"

These twelve free workshops will allow you to look at management from a different perspective. Business management is about managing people. And managing people is about understanding people and communicating with people. How we choose an organisation and how it chooses us. How we see the world and how people around us see it. What motivates people and what demotivates them. How to work with organisational problems, how to find a solution, make a change and stay alive at the same time. How to “sell” your decisions to managers and subordinates? What is a team, and how to create your team? About all this – presentations on Slideshare.net and recordings of our workshops.

All workshops were conducted in Russian

Workshop 1

The key’s in the lock. Have you ever wondered why a person chooses this particular organisation and then, sometimes, for the rest of your life, groans that everyone around is an incompetent jerk but doesn’t leave it? And why does the organisation enthusiastically hire a person and in a week (month, year) fire him as incompetent? We’re looking for the organisations that are looking for us. And the competence is irrelevant at all.

Workshop 2.

We’ll talk about communication. In fact, we’re going to talk about it for the rest of these workshops, but we have to start somewhere. So, how we see the world, can we see the world with other people’s eyes and how the map differs from the territory.

Workshop 3.

Understanding people at work. We’ll talk about motivation and about why people do what they do. There are a huge number of theories, from Fayol and Mintzberg models to colour vectors, DISC and MBTI. What’s typical is that they all work sometimes. It remains to understand when it happens “sometimes” and what to do if it doesn’t happen.

Workshop 4.

Information analysis and decision making. Management has many excellent tools for information analysis and decision making. Problem-based approach, Ishikawa chart, structured decision-making matrix and much more. Exactly, that’s what we won’t talk about. But we’re going to talk about something else. It’ s about the SCORE problem research model. About the positive intention of the whole system. About what the problem is. And why you need to solve it or how you can’t get into Karpman’s triangle.

Workshop 5.

One in the field is not a warrior. Or is anyone a warrior? Where is the right place for the leader, in front of the group, in the back or the middle? How to create a team and manage an organisation. There are reliable models in management, but we will look at it from a completely different angle.

Workshop 6.

Smartbooks say that conflict is useful. And even necessary. There is even such a technique, management through conflict. Divide and conquer. But is it so? And if so, how to make sure that the conflict does not disrupt the organisation? 

Workshop 7.

What do business owners buy from successful managers? Successful changes! Where do managers break their necks, and what do they burn out? Unsuccessful changes. Three-stage model, six-stage model, project management, Agile etc. And, as Zhvanetsky said, “When you turn it on, it doesn’t work”. And it shouldn’t because not all changes are possible at all. How to make a change and stay alive.

Workshop 8.

Effective marketing and financial management occupy about half of the course “Effective Manager”. I am far from the idea of telling you about marketing because my approaches may seem too radical to you. I have written three books, and about one and a half of them are focused on the relationship with consumers. But we, managers, have to sell our ideas every day. To our managers, to our subordinates, to our colleagues.

Workshop 9.

The world around us is changing with great speed, and in the life of every organisation, sooner or later, there comes a moment when old strategies stop working. The organisation sets itself new goals and looks for ways to achieve them. Sometimes this understanding already exists, and the main task of the owners is to make sure that top managers adopt a new strategy and ways to implement it. Sometimes this understanding does not yet exist, and work is needed to clarify what has changed in this world and how the organisation must be changed to reach success. One way or another, it is time to bring all the top managers together and thoroughly discuss the changes to come. This time we will talk about organisational strategy and strategy sessions.

Workshop 10

What is good for a Russian, for a German is death and vice versa. How it looks like from the British or Finnish point of view – it’s better not even to think. However, you have to remember, especially if you work for a multinational organisation or deal with suppliers and buyers from other countries. Let’s talk about cross-cultural communication.

Workshop 11.

There is an area where many managers prefer not to look. As Tolkien wrote in The Lord of the Rings: “Do not meddle in the affairs of Wizards, for they are subtle and quick to anger”. This area is corporate finance. This door is guarded by wise guards in raspberry ties and formidable accounting valkyries. Meanwhile, in science, which does not go beyond the four acts of arithmetic, there is and can not be anything complicated. Here are the basics of finance we’re going to do.

Workshop 12.

Statistically, three out of four projects end up failing. The reason is considered to be unclear objectives, poor planning, lack of consideration of risks and so on. But there is the main reason that causes it all: bad communication, inadequate management of people. Projects are running by people, so all project management is about managing people, and not drawing beautiful pictures in MSProject. So let’s talk not so much about resource management, but about managing people, who control resources and are themselves the most crucial resource.

Oleg M. Vaynberg

Brisbane, Australia. MBA, tutor, business coach, NLP-master, author of three books on organizational coaching.

For 18 years, he headed the IT division of a federal Russian company.

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