Working methods for managers

Title: Working methods for managers

Author: Peter De Roode

Binding: Hardcover

EAN: 9789089650320

Condition: Good

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Description:
Can you save costs on employee development and at the same time increase the quality of change processes?
In most organizations, it is necessary to change continuously. Managers and their employees will increasingly have to work together to cope with the increasingly heavy demands that are being made. The question now is how to do that.
Research shows that learning from others is the most optimal way to make people understand and remember information. The solution is therefore obvious: by organizing meetings on the work floor, the manager can stimulate learning processes and thus motivate and involve his own department. His role in this is similar to that of a facilitator: he gives his employees the opportunity to learn from each other. He asks questions, guides the group process and is above all not an expert who answers all questions. In doing so, he not only has the well-being of employees in mind, but also the interests of the organization. The result? Employees feel more involved, the effectiveness of the team is increased and the learning capacity is strengthened.

Using the working methods in this book, you can organize these learning processes yourself:
- The working methods are linked to specific questions on the work floor, such as analysing risks, setting team goals, strategic innovation, improving customer focus, drawing up scenarios or developing a team strategy.
- In addition to the rational themes, the so-called upstream activities, the undercurrent is also addressed, which involves the intuitive, the irrational and the unconscious. Think of dealing effectively with unwritten rules or making trust a topic of discussion.
- Finally, working methods are discussed that create the connection between the upper and lower current. Topics include: balancing craftsmanship and results-orientedness and dealing with uncertainty.

By developing learning processes on the work floor, learning and development are no longer the sole preserve of external experts.