Seminars & Workshops

Models for Management Seminar
Modules 1-7

Number of Participants:  6-16

Duration: 5-1/2 Days (46 hours)

Target Audience: Business Owners, Executives, Managers, Leaders and Supervisors at all levels

Enhancements for 2009 seminars:

1. Comprehensive self-assessment and coaching debrief. Assessment measures 20 scales including Thinking Styles, Behavior Traits and Occupational Interests.
   
   
2. 360-degree feedback assessment and coaching session. Feedback assessments measures 8 major areas and 18 sub-areas.
   
   
3. 360-degree feedback action planner based on the results of the 360-degree assessment. Includes input from the participant. Creates a 25-page action plan.
4. DISC Profile Assessment to enhance communications in the organization.
5. Three additional one-day workshops over the next 3 quarters after finishing the Models workshop.

 Click on information on these modules:

Public Seminar Schedule                                                 Testimonial Letters

Program Description

Models for Management, Modules 1 - 7 is a program for executives, managers, leaders and supervisors. It teaches the behavioral practices necessary to succeed as a manager or leader. The program presents the same behavioral philosophies and practices that formed the basis for major research efforts involving over 16,000 managers. This project identified those behaviors that characterize high-achieving managers and significantly distinguish them from their less-achieving colleagues. 

The Models seminar is based on classic validated theories of human behavior and includes the models of McGregor, Rosenthal, Maslow, Herzberg, McClelland, Lewin, Blake & Mouton, Luft & Ingham, Hall, and others. It represents a serious effort to provide insights that enable managers to be more effective. We are most pleased that many participants refer to this program as the "turning point" in their careers.

Seminar Objectives

1. To identify managers' personal ideas about managerial effectiveness - the "best way" to make decisions, how "best" to communicate, motivate, etc.; 
   
   
2. To introduce and experiment with validated behavioral science models of personal and organizational effectiveness; 
   
   
3. To compare these personal ideas and behavioral science models so that participants will have access to data-based insights into current and potential effectiveness; 
   
   
4. To provide opportunities for managers' self-appraisal of their practices from a behavioral science perspective; 
   
   
5. To link the seminar experience to the "real world" and to "real people" via co-worker appraisals of managers' practices; 
   
   
6. To present a broad base of behavioral science thought so that managers may come to understand and make enlightened choices about their personal interactions. 

Beginning the Process

The design does not confine the learning to the program itself. It may be more accurate to think of it not as a program but as a process, initiated by the individual and ended only when that person decides to go no further. The process really begins when participants receive learning instruments to be completed before the seminar along with 360° feedback materials for several subordinates or co-workers.

The co-worker materials provide feedback to the participant when they are examined and placed in an appropriate context during the seminar. Data from the workplace makes the learning have real meaning and, of course, it is to the workplace that these participants will return to apply the process and test its utility. It is this "linkage" between the seminar and the "real world" that enables participants to really apply what they learn. This linkage also significantly distinguishes Teleometrics' programs from most other management training and development programs available today.

Awareness Precedes Choice

Managers' assumptions dictate their practices. The way leaders/managers think about and plan, the actions they see as desirable and feasible, all stem from their personal "theories" of management. This seminar creates conditions under which participants become aware of these personal theories and of their impact on others - as well as of alternative theories they might use. Such awareness becomes the basis for making enlightened choices, among identified options, in managerial or leadership behavior.

Group Problem Solving

As in many other programs, the group is the basic vehicle for learning in the seminar experience. But, whereas many learning designs focus primarily on the group, this program's design recognizes a more basic truth: groups and organizations are composed of individuals, each of whom has different needs, resources, and preferences. Personal identity is never lost in this seminar; nor should it ever be, for the key to group and organizational effectiveness is the creative use of individual resources. Group problem-solving has, therefore, become a major part of the Models for Management seminar.

Structured Process

Seminar activities never occur randomly or in a vacuum. Using unique, specially designed work booklets, videos, and validated personal feedback instruments, each group session is presented within an appropriate structure. Participants are often unaware of certain aspects of learning at the time they occur, and the structure allows them to discover, recall and learn from these otherwise elusive dynamics.

Organizational Dynamics

The dynamics that characterize small group work simply mirror the dynamics of organizational life. Participants may study, at close range, under more systematic and less anxiety-producing conditions, the cause-and-effect relationships underlying both the effectiveness and the ineffectiveness of organizational systems. For example, how often do people seem committed to decisions and then fail to follow that commitment with affirmative action? Or, why do some people seem to distrust any kind of group action while others revel in committee meetings?

Understanding one's group in the seminar setting provides the framework for understanding the real life systems of the workplace.

Linkage: Revealing the Real World

Co-worker materials, sent to the participants before the seminar, provide much needed, but difficult to obtain, feedback data from one's work associates. These linkage materials inject realism into the seminar that is unmatched in other programs. Simultaneously, they provide the mechanism for transferring seminar learning back to the real world of work. These materials are the basis for back-home discussion and greatly assist the leader/manager in applying the seminar learning within the organization

Synthesis

Many programs concern themselves with a single behavioral theory or model, as if it covered the entire spectrum of managerial and organizational issues. A more comprehensive approach, however, is designed into the Models for Management experience.

There are several models that apply to the process of managing and to the effectiveness of organizations. The work of Drs. McGregor, Rosenthal, Maslow, Herzberg, Blake & Mouton, McClelland, Luft & Ingham, and Hall are explored. These models address the nature of people in the workplace. Because it is possible to explain these models in terms of one another, it greatly expands a participant's grasp of each of the individual models - and their interrelationship. This process of synthesizing is unique to Teleometrics and enables the leader/manager to understand his or her own behavior and the behavior of others in the organization.

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