Course Agenda

Day One – Sunday, 18 February 2007

The Role Of The Supervisor

• Key aims and objectives

• Areas of responsibility

• Supervision – defining styles

• Establishing your credibility

• On-going self-assessment

Supervising Communications

• What is verbal and non-verbal communication?

• The communication process – internal and external

• The problems with communication

• Communicating to staff at different levels of the organisation

• Body language, words and voice modulation

• Striking a balance between listening and talking

• The difference between understanding and agreeing

• Building relationships and trust

• Securing management buy-in

"What’s My Style?"

By completing this questionnaire, you will learn your preference for one of four basic behavioural styles. Learn how style affects behaviour, and how to capitalise on strengths and combat weaknesses to increase supervisory effectiveness.

Day Two – Monday, 19 February 2007

Supervising Team Work

• Why should we develop teams?

• The difference between people in groups and as individuals

• Team development, forming and building

• Key characteristics of effective teams

• Operational roles, responsibilities and relationships

• The supervisory role within the team

• Recognising strength and improving weakness

• Balancing task focus and relationship focus

Supervising Change

• The challenge of change

• Leading change when you’re not in charge

• The role of the supervisor in change management

• Communicating change

• Modelling change for your team

• Involving your team in the change

• Helping others break free from the past

Motivational Strategies

• Motivating yourself and your team

• Motivation theories

• Motivating your team to achieve targets

• The importance of goals and objectives

• Putting the theory into practice

• Monitoring motivation levels

• Reviving de-motivated individuals and teams

"Conflict Strategies Inventory"

This inventory identifies your individual approach to conflict. This information will help you resolve conflict more effectively by establishing what might be a more appropriate approach.

Day Three – Tuesday, 20 February 2007

Monitoring And Performance

• Objectives and goals

• Standards and targets

• Monitoring performance

• Authority and responsibility

• Prioritising your own workload

• Effective time management

• Managing meetings effectively

• Delegating for maximum efficiency

• Conducting appraisals

Performance Management

• What is performance management?

• How does performance management affect your supervisory role?

• The aims and objectives of performance management systems

• Developing performance goals

• Managing staff appraisal interviews

Day Four – Wednesday, 21 February 2007

Delivering Effective Business Presentations

• Preparing presentations for specific purposes

• Outline, research and preparation of materials

• Effectively delivering the presentation

• Evaluating the effectiveness of the presentation

You will be given the opportunity to practice your presentation skills and receive feedback from the course leader and fellow delegates.

Day Five – Thursday, 22 February 2007

Supervising Conflict

• Identifying potential conflicts

• Adopting a counter-conflict approach

• Balancing appropriate assertiveness and empathy

• Diffusing tension

• The use of questioning

• Effective techniques to resolve conflict situations

• Follow up action plans

Summary, Review And Action Planning

Where to from here? This session is an opportunity to consolidate your learning and make concrete plans for your future success as a supervisor.

The programme will also provide you with opportunities to assess which skills you would like to concentrate on for further development.