Becoming a Manager


Overview/Description
Target Audience
Expected Duration
Lesson Objectives
Course Number


Overview/Description
What does becoming a manager involve? What skills are needed to be a good one, and what will others expect of you? These are all natural questions for anyone who is about to become a manager, or who has recently been promoted. Moving into a first management role represents possibly one of the biggest changes in your working life. The transition from team member to manager is an exciting, but challenging one. It takes most people out of an area in which they have been comfortable and successful for some time, into more unfamiliar territory. Moving from being one of the team to leading it can be daunting.

Target Audience
Anyone who is about to be promoted, or who has just been promoted to a first management or supervisory role

Expected Duration (hours)
6.0

Lesson Objectives

Perceptions of Management

  • recognise the value of stopping to consider what a management role involves before taking it on.
  • identify the five core functions of management.
  • characterise how a manager spends his time in a described situation.
  • determine the constraints and demands on a new manager in a described situation.

    • From Team Player to Manager

  • recognise the value of reviewing what may happen during the transition from team player to manager.
  • put in order the stages in the management decision-making process.
  • determine whether the management decision-making process has been correctly applied to a given situation.
  • determine what action should be taken in a described situation.
  • determine how a company's culture affects a new manager, in a given situation.

    • Developing Yourself as a Manager

  • recognise the benefits of making time to pursue personal development.
  • categorise examples of manager activities using the important/urgent matrix.
  • match examples of behaviour with the corresponding learning styles.
  • categorise factors as either drivers for, or resistors against, the success of a new manager.
  • determine whether a change should take place, based on the drivers and resistors in a given scenario.

    • Course Number:
    MGMT8001