Team direction and management

• 2

• 6

  weeks

Upon completion of training through the different units, the user will be able to:
– Assess the importance of a correct performance evaluation to improve results in the organization
– Identify the fields of professional action to which evaluation techniques are applied
– Develop the key stages and tasks of a performance evaluation interview
– Prepare the necessary information to evaluate the performance of the people who collaborate with you
– Define delegation as a people management tool
– Recognize the advantages of delegation for the boss and the collaborator
– Identify resistance to the delegation process and apply appropriate solutions
– Correctly determine what tasks can be delegated, when and to whom
– Correctly apply the phases of effective delegation
– Design monitoring and control mechanisms for delegated functions
– Conduct a follow-up interview and evaluation of the delegation
– Identify situations of upward delegation
– Apply delegation in complex environments
– Create a work team with people who have the ideal characteristics to achieve the established objectives
– Establish the general objectives of the work team and formulate the specific objectives that enable their achievement
– Detect, select and develop resources and incorporate new ones if necessary
– Identify and manage the variables on which the effective functioning of the team will depend
– Evaluate the degree of team performance
– Transmit the main keys to effectiveness in decision making
– Describe the different stages of decision making
– Analyze the different problem solving methods
– Assess the consequences of decisions
– Systematically use decision-making tools
- To analize the situation
– Plan objectives
– Agree on objectives with management
– Agree on objectives with the team
– Identify the fundamental factors of an efficient leadership style
– Assess the importance of the degree of development of employees when using one leadership style or another with them.
– Distinguish one's own management style from the analysis of different models
– Describe the basic characteristics of the situational leadership model
– Identify the degree of development of team collaborators
– Establish the criteria for selecting the most appropriate management style based on specific situations
– Schedule a meeting
– Start and end a meeting
– Develop a meeting and encourage the participation of group members
– Evaluate the effectiveness of the meeting
– Define motivation and leadership
– Interpret the main theories on human motivation at work
– Identify your prejudices about motivation at work
– Develop a “motivating action plan”
– Discover the true value of incentives
– Contrast your hypotheses about incentives
– Deduce the level of need of your collaborators
– Discover your leadership style
– Modify your leadership style according to the characteristics of the group you have to lead
– Confirm the results obtained after the “motivating action plan”

• 2

• 6

  weeks

MODULE 1. THE EVALUATION INTERVIEW
Performance evaluation
.- Achievement of objectives
.- Advantages of performance evaluation
.- The problems of performance evaluation
.- Management by objectives
.- The justification of successes and errors
.- Evaluation factors
.- The evaluation system

Interview preparation
.- Requirements to prepare for the interview
.- The internal dialogue
.- Asking questions
.- The atmosphere of the interview
.- The most frequent errors
.- The interview documents

Conducting the interview
.- Start phase
.- Development phase
.- Analysis of results and evaluation
.- The negotiation
.- Definition of future plans
.- Closing of the interview

MODULE 2. EFFECTIVE DELEGATION OF FUNCTIONS
Identify the advantages of delegation
.- Flat structures: reasons for their implementation
.- Advantages and disadvantages of flat structures
.- The delegation. basic principles
.- Resistance to delegation on the part of the collaborator
.- Resistance to delegation by people who occupy leadership positions
.- Advantages of delegation for management personnel
.- Advantages of delegation for the collaborating person

Delimit the limits of the delegation
.- Function, task and activity
.- Establish limits on delegation
.- Phases in the delegation process
.- Delegable and non-delegable tasks
.- Criteria for delegating
.- Leadership adapted to the characteristics of the collaborator
.- Delegation dashboard
.- Leadership to develop people
.- Characteristics of the leader

Control delegation
.- The delegation interview
.- The delegation interview technique
.- Fundamental aspects of the delegation interview
.- Delegation and control
.- Basic rules for task control

Apply delegation
.- The culture of the organization and delegation

MODULE 3. IMPROVE THE PERFORMANCE OF A WORK TEAM
Create a work team
.- Criteria for selecting team members
.- Team work advantages
.- Disadvantages of teamwork
.- Productivity of the group depending on the number of participants
.- How to unite the team
.- Principles that govern the participatory group
.- Definition of performance
.- Measures to improve performance

Establish and adapt the objectives of a work team to its purpose
.- Types of objectives of a work team
.- How to determine the general objectives of a team
.- Characteristics of the general objectives of a team
.- How to determine the specific objectives of a team
.- Characteristics of the specific objectives of a team

Identify and manage the variables on which the effective functioning of the team depends
.- Types of variables
.- Independent variables that influence team performance
.- Intermediate variables that influence team performance
.- Importance of motivation in team performance
.- Importance of organizing resources based on space-time limits
.- How to manage structural variables so that the team works effectively
.- How to manage environmental variables so that the equipment works effectively
.- How to manage the variables related to the task so that the team works effectively
.- How to improve the motivation of team members
.- How to enhance participation
.- Manage interpersonal relationships of team members
.- Characteristics of the effective team
.- Characteristics of ineffective equipment
.- Characteristics of the task-focused leader
.- Characteristics of the people-centered leader
.- Characteristics of the effective leader
.- Work team development process

Evaluate the performance of a work team
.- Why evaluate
.- Work and team evaluation criteria
.- When is the evaluation useful
.- Preparation of a questionnaire
.- Techniques for performance evaluation
.- Evaluation moments
.- Examples of graphic scale
.- Bales category systems for evaluating group functioning
.- Objectives of the interview
.- Interview preparation
.- Development of the interview
.- Practical rules for the interview
.- Errors that should be avoided in the interview
.- Questionnaire for after the interview

MODULE 4. DECISION MAKING
Describe decision making
.- Stages and concepts of decision making
.- Business factors that intervene in decisions
.- Classification of decisions
.- Decisions based on problems

Decide individually and in groups
.- Ways to decide
.- Qualities associated with a decision maker
.- Regulatory model
.- Decisions and their protagonists
.- Typology of group decisions
.- Functions of the groups
.- Characteristics of a team

Analyze and solve problems
.- Decision making. the six steps model
.- Techniques and tools
.- Definition of the problem
.- Analysis of potential causes
.- Identification of solutions
.- Choosing the best alternative
.- Development of an action plan
.- Implementation of the solution

MODULE 5. ESTABLISHMENT OF OBJECTIVES
To analize the situation
.- Situation of a work area
.- Management by Objectives or DPO
.- Definition of objective
.- The three “ces”
.- Risks and difficulties

Plan objectives and their development
.- Define the positions
.- Key areas of responsibility
.- Objectives and resources
.- SWOT method
.- Objectives and intentions

Agree on objectives with management
.- Coordinate the objectives
.- Break down the objectives
.- Action plans
.- Cascade breakdown
.- Achieve the objectives
.- Pareto Principle

Agree on objectives with the team
.- Assignment and agreement of objectives
.- Resist change
.- Team motivation
.- End of the process

MODULE 6. MANAGEMENT STYLES
Transform management into leadership
.- The new role of the leader. your challenges
.- The Kotter model
.- The need for leaders in organizations
.- The desirable profile of the leader

Identify the role of the leader
.- The formulation of objectives
.- Work planning
.- The implementation of good communication
.- Active collaboration
.- The motivation of collaborators
.- The delegation of functions
.- Team development
.- The solution of problems
.- Work facilitation
.- Control of results

Lead a work team
.- Team management
.- Management of a team during its creation
.- Management of a team when there are conflicts
.- Management of a team in the restart phase
.- Management of a consolidated team
.- Management of a team at full capacity

Become a facilitative leader
.- Formulation of skills
.- Identification of leadership models
.- The application of power
.- The impulse of creativity
.- Change management

MODULE 7. DIRECTION OF MEETINGS
Schedule a meeting
.- Characteristics and types of objectives
.- Types of meetings
.- The physical layout
.- Participants
.- The technical means
.- The order of the day"
.- A motivating call
.- Call model

Start the meeting
.- How to present a meeting
.- How to motivate at the beginning of the meeting
.- Types of decision making
.- Stages in decision making
.- Effective decisions

Develop a meeting
.- How to coordinate a meeting
.- Conditions that favor full participation
.- Stages the group goes through
.- Stages through which a task goes
.- Roles that arise in a meeting
.- The role of the director of a meeting
.- Solve difficult cases in a meeting
.- How to close a meeting
.- Actions after the meeting
.- What is a record

Evaluate meeting efficiency
.- Evaluation techniques
.- Variables that determine effectiveness
.- Model for evaluating the objectives of a meeting
.- Model for evaluating the structure of a meeting
.- Group functioning evaluation model
.- Model for evaluating the director's performance
.- Decision-making evaluation model
.- Effective meetings and ineffective meetings
.- Causes of the failure of a meeting

MODULE 8. MOTIVATION AND LEADERSHIP
Design a motivating action plan
.- Fundamental concepts
.- The scientific direction of the work
.- The influence of human relationships on performance

Use valuable incentives
.- The value of incentives
.- Types of incentives
.- Hygienic incentives
.- Enrich the tasks
.- Principles to enrich a job
.- Douglas and McGregor's theories X and Y
.- The recipe
.- The Blake and Mouton grill
.- Hersey and Blanchard

Detect team needs
.- Abraham Maslow's pyramid
.- The “purchase of satisfactions”
.- Maslow vs. Herzberg

Evaluate the results
.- Why evaluate
.- Product and equipment evaluation criteria
.- When is the evaluation useful
.- Performance evaluation techniques
.- Evaluation moments
.- Categories to evaluate the operation of a team

• 2

• 6

  weeks