We are pleased to submit the following seminar-training proposal for your review. This training seminar will provide the Epicenter consultants with the methods and baselines required to assess the culture, leadership, structure, and practices of the organizations they serve. Within this training proposal you will find the following areas covered: •
Roles of Leadership and Management
Empowerment, Delegation, and Participation
Power and Influence
Paradigms, Change, and Charisma
Ethics, Diversity, and Organizational Culture
Other exercises to aid in their assessment of the leadership team will be provided during the seminar and will be available for review upon your request. Thank you for taking the time to review this proposal. Please contact any of the following design team members if you have any questions concerning the training material
Roles of Leadership and Management
“Leaders are those who SERVE the people who SERVE the customer.” To be able to assess a company’s management style and to suggest improvements, you must first understand the different roles and tasks that a manager has to undertake, and how they should be done. After this is understood, you can then design a plan to correct problems in the current management style and give a plan for implementing change in the organization. This portion of our seminar will give consultants a baseline for the roles that management and leadership must fulfill in an organization.
In a perfect workplace environment, a leader/manager performs many roles. One of the first is to manage energy. In Level Three Leadership (Clawson, 2006) managing energy is one of the first topics brought up. A manager must be able to manage energy in themselves first, then in their employees as well. You should be able to recognize the level of energy in an organization as soon as you walk in the door. When a manager is enthusiastic and applies their energy to the right areas at the right times, they create a flow of energy throughout their workforce. This energy is then applied to the goals at hand, meaning productivity. A high energy level reflects high productivity and a happier workforce; where as a low energy level indicates low productivity and possibly a sluggish workforce. Secondly, a great leader has the ability to provide guidance to their employees without being too distant or too overbearing. Every person, at some point, needs guidance in their job and the manager should be able to provide that easily.
Managers must understand that every person has a different personality type and work style, and they should be able to take these different types of personalities and use their qualities in a combination that not only produces quality work, but results in the least amount of friction and trouble in the workplace. Building solid, constructive teams is of great importance, especially in a teamwork related environment.
Another important function of a manager is to set goals. A good manager should clearly set and define goals for their department. The manager must be able to devise a plan to execute the department’s goals, and be able to back up his or her goals and plans with facts. Clarity is extremely significant. The employees must all understand exactly what the goals and plans are, and why they should be attained. It is imperative to make the employees WANT to attain the goals that are set by management. For them to want to work toward those goals, they must understand why the plans benefit them individually first, and also how they will improve the company as well. Setting goals is also closely related to initiating change for the better. Three great principles that should be relayed to management to begin using are; to spread enthusiasm, inspire confidence, and demonstrate integrity.
Spreading enthusiasm can do nothing but benefit a staff. By creating a sense of urgency, lending energy, and...
Bibliography: Anderson, Melvin (2002) Business Policy and Decision Making. Embry-Riddle Aeronautical University
Blanchard, K., Carew, D., Parisi-Carew, E
Blanchard, K., Zigarami, P (1985) Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership. William Morrow Co. New York, NY 10019
Caterpillar 6 Sigma Black Belt DMAIC
Clawson, J.G. (2006). Level Three Leadership: Getting Below the Surface (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
George, M. (2002) Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed. McGraw-Hill Publishing. New York, NY 10128
Katzenbach, John / Smith, Douglas (1993) The Wisdom of Teams: Creating the High-Performance Organization
Maxwell, J.C. (2002). The Maxwell Leadership Bible. Nashville:Thomas Nelson Publishers.
Moral Dimensions of the Military Profession (1989) (Readings in Morality, War, and Leadership) 2nd Edition. American Heritage Custom Publishings New York, New York 10011
Warren Rick (2002) A Purpose Driven Life. Publisher Zondervan. Grand Rapid, Michigan 49530
Please join StudyMode to read the full document