The purpose of our traditional style of management was to maximise the return from capital and control Labour.

But the basic requirements are changing. We have moved into a "knowledge" world where our people are far better educated and live in an "information rich" society. We need a new approach focused on people rather than capital.

Fortunately there has been extensive research in this area. This course aims to represent the findings of that work.

(For further information please contact Gordon Hall on g.hall@harehall.co.uk

• How to appreciate the strengths and variety of our primary resource - our people.
• To appreciate the foundations of our management thinking, freeing the individual to challenge, and not be imprisoned by, these foundations.
• To be able to understand the environment or system in which staff work and how to develop designs that enhance effectiveness.
• To be able to design meaningful performance measures and how to interpret the collected data.
• The development of self-control and life-long learning
• How to manage in this new world
• How to lead into the future creating an atmosphere of trust and confidence.

Holistic Development - The management of people and organisations involves many interdependent facets. To make a significant difference we require to develop all these aspects simultaneously and in unison. Our managers do not need to be expert in any of the subject areas but they should have some knowledge so that they can appreciate how each element inter-links with the whole. It is how all the pieces work together that will make the difference. There are no simple answers.

Format: While the course is based on sound theory it will focus on the practical. Presentation time is kept to a minimum with the recognition that we learn predominately through discussions and practice - related to the actual challenges within the workplace.

Aim: to understand and appreciate the variety and potential of the people around us.

• The course deliberately starts with people - our principle resource - their motivation, their pride, their complexity and their variety.
• We consider our needs for work, social contact, and space to think and be creative. We explore how the brain works and how we learn.
• At the same time we look at the methods that have been developed to define our differing motivations plus thinking tools such as Mindmapping and Lateral Thinking.

• An exploration of how we have managed our people resource in the past. Under what circumstances did our management thinking evolve and what was its aims. Now that these circumstances have changed what basic assumptions are no longer relevant? By relating management styles to circumstances we can enable our thinking to design new styles to match our new circumstances. It frees us from being imprisoned by old paradigms.

• To guard against "flavours of the month," we see management as a science - a science based on theory. We explore the development of management theories.
• Furthermore within an organisation there is interconnectedness between aims, values, theoretical assumptions, methods that evolve out of those assumptions and the ultimate results. We examine this relationship.

• It is readily recognised that a well designed system or environment produces good results and chaotic systems poor results. We look into the design of systems and how they can be enhanced to capture the full contribution of individuals
• In looking at systems we go on to consider complex systems and the identification of leverage points.
• At the same time we address the methods used to analyse systems such as flowmapping and the use of systems archetypes. And also the logical extension of systems thinking into working with staff, with teams, with suppliers and with customers

• We address the two challenges of - what to measure and how we interpret the data.
• The what to measure is very much governed by the underlying assumptions of the organisation. These measures will change as the enterprise changes the foundations of its thinking.
• To ensure accurate interpretation of data the course recognises the existence of variation and provides a basic understanding of statistical process control.
• Finally we have a look at the extensive damage done by the inappropriate interpretation of data and the use of measures to pressurise people and systems.

• The modern world is moving away from externally imposed discipline onto a reliance on self-control and self-discipline. The course looks at the development of self-control, a positive mental attitude, life-long learning and our ability to challenge our paradigms.
• Conversely the course recognises that we can be uncomfortable with change, especially when we have little control of the change process and we have an investment in the existing system. It is an emotional rather than logical issue.
• We go onto to consider how the change can be facilitated through, improvement teams, self-managed learning groups, goal setting and visualisation techniques.

• From the previous elements of this course the delegates will realise that the management in the future is going to be very different from management in the past. The new world managers are going to be concerned with the design of systems, their management and the relationships between elements of the system. They will also address the meaningful and accurate interpretation of data followed by the capture of improvement suggestions, particularly from staff. The managers will be looking to empower their staff and clear any impediments to their performance. The managers will see their subordinates as customers rather than followers.

• Leadership is concerned with the values, aims and vision of the organisation and the representation of this vision so that it catches the commitment of staff. Each section leader has the responsibility to be a conduit of this vision. From this basis address the negative as well as the positive. The negative would entail the diligent search, and illumination of, practices, systems or people who conflict with the values and aims. The positive would be to channel all the positive energy of staff into a focused future direction for the organisation.
• The above tasks would entail the elimination of fear and blame, and the development of an open, trusting and confident environment. Furthermore the leader requires to think and look long term and enable the organisation to be prepared for tomorrow.

The format and presentation of the above course would be designed to suit the client. The costs will vary accordingly - please Contact Gordon Hall on g.hall@harehall.co.uk

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