"Become a Coaching Manager (Part A)"
New business models, complex situations and the need to be proactive all require your coworkers to have a high degree of autonomy. They must not only be competent and motivated, but they must also demonstrate an advanced level of interpersonal maturity. For this reason, the traditional role of a manager must expand to include the role of a manager-coach.
"Become a Coaching Manager (Part B)"
Managers have a complex, multi-faceted role—hierarchical when meeting the organization’s objectives, cross-functional when developing cooperation, and innovative and interpersonal when securing commitment and developing autonomy.
"Effective decision-making (Part A)"
Most of a manager's day-to-day activities involve making decisions. These involve making technical, financial and personnel and organizational choices. Every manager must consider the importance of the difficulties they face, how they approach a problem, and the options open to them when making a decision. This module will help you to develop good reflexes.
"Being persuasive in management situations (Part A)"
The term “negotiation” is used to refer to relationships with unions and management, customers and suppliers. These are explicit negotiations. However, the term “negotiation” is less widely used in relationships between managers and staff. Nevertheless, certain situations involve negotiation, even if it is implicit.
"Being persuasive in management situations (Part B)"
If you want to negotiate with your coworkers, you need to develop a specific set of skills. As this is a long-term relationship, it is particularly important to conduct negotiations in a way that gives coworkers an opportunity to state their opinion and receive due recognition and consideration.
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