Developing and Leading Teams to Achieve Organisational Goals and Objectives

  • Duration: 3 Days
  • Language: English
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Courses Description

To develop understanding and ability in developing and leading teams, as required by a practising or potential middle manager

Target Audience

For new and aspiring department heads, regional team leaders and other first-line managers, who are looking to gain comprehensive business knowledge, and develop the skills needed to lead a team of leaders. Ideal for those looking to take on higher level responsibilities

Objectives

By the end of this training, participants will be able to:

  • Understand the importance of leading teams to achieve organisational goals and objectives
  • Be able to develop and lead teams
Assessment Strategy
  • Pre and Post training test to measure knowledge and learning levels
  • Engage trainees in exercises and group activities
  • Evaluation form to be filled by trainees

Module 1:

  • Concepts of authority and power; responsibility and accountability
  • Differences between managing in public, private and voluntary sectors
  • Processes of delegation and empowerment
  • Factors influencing behaviour at work; theories of motivation and their application to individuals, including incentives and rewards
  • Strategies to encourage managed risk-taking and to learn from failure
  • The characteristics and behaviours associated with initiative, leadership, creativity and innovation, and how to foster them
  • Need for performance assessment, and provision of development and/or counselling where necessary
  • Relationship between team performance and organisational goals and objectives
  • The Balanced Scorecard
  • Quality initiatives such as TQM
  • Techniques to evaluate team performance
  • Feedback, recognition and reward techniques to support, motivate and monitor

Module 2:

  • Characteristics of groups and teams, team membership and leadership
  • The importance of direction and values in creating effective teams
  • Stages in team development, use of team roles for building a balanced team
  • Teams in different contexts, e.g. operational, project, management, contractors, volunteers
  • Inter-relationships between team and individual performance and development
  • Factors influencing behaviour, theories of motivation and their application to teams, including reward systems, promotion, succession, and job rotation
  • Techniques to evaluate team performance
  • Techniques to review own performance, such as peer review and 3600 feedback
  • Management and leadership styles and qualities
  • Methods to promote trust and respect within the team
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