Taking on a Management Role
- Link: Taking on a Management Role
- Topic: Management - Organizational Leadership
- Level: Elective
- Sponsor: WebJunction/Skillsoft
- Format: self paced online
- Contact Hours: 3.5
NOTE: You must have a WebJunction Skillsoft Learning account to access this course. Instructions for setting up an account are in the yellow box on the right side of the Voluntary Certification Homepage.
Click on the link above and enter your learning account login and password. Follow the path below to find the course.
Catalog > Management > Taking on a Management Role
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 player 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 AudienceAnyone about to be or who has just been, promoted to a first management or supervisory role.Objectivesrecognize the value of stopping to consider what a management role involves before taking it on.identify the five core functions of management.characterize how a manager spends his time in a described situation.determine the constraints and demands on a new manager in a described situation.recognize the value of reviewing what may happen during the transition from player to manager.determine whether the management decision-making process has been correctly applied to a situation.sequence the stages in the management decision-making process.determine what action should be taken in a described situation.determine how a company's culture impacts a new manager.recognize the benefits of making time to pursue personal development.categorize examples of manager activities using the important/urgent matrix.match examples of behavior with the corresponding learning styles.determine whether a change should take place, based on the drivers and resistors.categorize factors as either drivers for, or resistors against, the success of a new manager.