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Management Training Decoded: What Lies Behind The Lingo

By: Dominic Donaldson

Although there is a genuine stigma surrounding management jargon and it is often a source comic ridicule, there is method behind the madness. The words bounded around boardrooms across the globe such as strategy, streamlining, innovation, systems and procedures sometimes seem like ways of dramatising what are relatively simple administrative tasks they are essential to the organic growth of businesses.

This article breaks down the core principals of management training to unveil what lies behind the jargon. Management training and consultancy is big businesses with companies of all shapes and sizes investing time and resources. If you are employed by a company over a certain size then it is more than likely that you have been on a course of some description whether it is focussed on team building, breaking through the sales barrier or management training.

All of the aforementioned training disciplines have been approved by a system of management as they feel it worthy of investment. This comes from what is known as an overall strategy. This is a term that defines a company mission or overall company goal. There are many sorts of strategies however a focussed company will have a strong overall strategy which is based on what they ultimately wish to achieve.

Management training incorporates strategies at many different levels. A management consultancy might be brought in to work with senior management in reassessing an overall strategy which would in turn need to be imparted to middle management during management training. Middle management can then use innovative techniques to define their departmental role in implementing the overall strategy.

Many companies employ management consultancies to ensure that their strategies are implemented in an organic way. This means that the company does not grow too fast in one department, for example a company that invests heavily in sales resources however does not have the systems and procedures to support the aggressive sales strategy. This would surely mean that the customer service delivered would be sub standard and then have the opposite affect than that which the aggressive sales strategy was designed for.

Any strategy must be implemented by systems and procedures and are implemented during management training. Systems and procedures must be reviewed continuously to ensure that they are complimenting the overall business strategy. Using the same example of an overall aggressive sales strategy, this would not be supported procedures that involve sales personnel having to perform massive amounts of administrative duties.

Although sales administration is essential another procedure must be devised to free the resources, in this case the sales people, to achieve targets and meet the overall strategy. These systems and procedures are then implemented via middle management during management training, so the overall aggressive sales strategy would mean the sales manager restructuring his department using administrative staff to deal with the sales admin.

Management training is also used for initiatives such as psychosomatic testing and motivation workshops for team building. This management training focuses on individuals defining their role in a team and examining scenarios where their attributes can sometimes disrupt the overall team dynamic, focussing on how a functional team differs from a group of individuals.

This management training streamlines the focus toward the overall goal and is generally based on Jungian psychoanalytic theory based on the 16 different personality types. It is designed so that a team can focus on the overall strategies that a company has in place which is devised and implemented through management training at different levels of management.

Article Source: http://www.bluearticles.com


Dominic Donaldson is an expert on management training and contributes to trade publications on the subject.

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