Competences for managers

Delegation is the delegation of authority and tasks, usually by a manager to subordinates. The main aim is to save the supervisor's time for more important activities and to reduce workload. Effective delegation significantly improves managerial skills. Employees have the opportunity to develop professionally and are more motivated at work. At the same time, the organisation can achieve greater efficiency through delegation.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• you will understand delegation as a management skill
• you will be aware of the principles and principles of the delegation process
• to learn about delegation methods and techniques
• you will learn techniques to involve the team in the work and how to divide it up
• to learn how to communicate your views and needs in differently composed teams and groups
• to identify barriers to effective delegation competencies for managers

Employee evaluations include ongoing monitoring and review of performance as well as regular assessment of long-term results. Appraisals are one of the basic tasks and tools of a manager. Its purpose is to alert employees to any shortcomings in their work in a timely manner and to enable them to correct them as soon as possible. It is also a way of communicating to employees that they are doing their job well, thereby boosting their motivation and confidence.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• you will gain insight into the issue of employee evaluation
• you will learn how to conduct employee evaluations
• to learn how to prepare well for the evaluation process
• to learn how to conduct an effective appraisal interview
• to learn how to eliminate potential risks of conflict arising from appraisals
• to learn how to work with the outputs of the appraisal process

Coaching is a process that supports the search for individual solutions for an individual in his/her chosen field. A coach is not a trainer or a counsellor (mentor), but seeks solutions together with the coachee. It is primarily a way of communicating and working with people to help them find solutions to different situations more quickly and better, overcome work or personal problems and ensure their professional development. The coaching approach in the work of a manager is considered one of the most effective and motivating ways of leading people with a clear impact on performance.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• you will get a comprehensive overview of coaching
• to learn about the place of coaching in the daily work of a manager
• you will learn about coaching as a change in mindset and life attitude
• to learn the basic communication techniques that are necessary for coaching
• to learn how to create a relationship with the coachee
• to learn coaching techniques

Providing feedback is the process by which the recipient of a message gathers information and then evaluates it. Generally speaking, it is information about one's own behaviour from oneself and others. Feedback is one of the basic tools of leadership and employee development. It is part of regular appraisal interviews. It should be given at the completion of every major task. In a short informal form, it is part of the daily communication between the employee and his/her supervisor.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to learn how to provide effective feedback to subordinates
• to learn how to deliver constructive criticism
• to learn how to praise team members properly
• to learn how to accept feedback
• to get tips on how to give feedback to different types of people

Working with talented individuals is an essential part of effective people management and team development. The key to working with talent in a team is identifying them for both horizontal and vertical growth within the organisation. This includes motivating them, encouraging their development and providing the necessary support to maximise their potential. If we work with the talent in the team, devote energy to them and develop them, we can build a very strong point in them - the ability to consistently achieve (almost) perfect performance in specific tasks or to get a suitable candidate for another or higher position.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to learn what talent management is and why it is important
• to learn about the key elements of talent management
• to learn how to identify talent in your employees
• to gain tools for developing, retaining and motivating talent
• to learn how to create an action plan for working with talent

Decision making is one of the important activities that managers undertake in an organization. Decision making is an integral component of managerial work and is applied in virtually all managerial activities. Decision making is the process of choosing between at least two possible courses of action. Managerial decision making involves a combination of the science and art of decision making.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• you will learn what are the types of managerial decision making
• to learn about the decision-making process
• to learn techniques on how to make decisions
• to learn how to interpret your decision to your team
• to learn how to work with employees who do not make decisions

Change management is an activity (methodology, process) that aims to facilitate and accelerate the change process so that the chosen strategy can be implemented effectively and the results of the investment can be obtained more quickly. Change is a natural part of every person's and organisation's life and is often really necessary. However, the true leader is the embodiment of change itself. He or she can deal with unexpected turns of events and brings about many useful changes. At the same time, he or she communicates the changes effectively so that they are accepted by employees.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to find out what your innate equipment is for change
• to develop your relationship with change and open yourself up to it
• to discover the key success factors for managed change
• to learn how to communicate the changes being introduced to the team
• to discover how to maintain your own and your team's motivation during turbulent changes and crises
• to learn how to work with unmotivated people

Setting goals involves developing a plan of action to motivate and guide a person or group towards a goal. It is essential for anyone who is serious about achieving success. Goal setting is part of everyday managerial work. For a successful manager, it is essential to know the methods of goal setting that will contribute to their acceptance and successful achievement.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to get inspiration on how to build and set goals
• to learn methods to set the right goals
• to learn how to set motivational goals
• to you will learn how to monitor and control the achievement of goals
• to learn how to give effective feedback

Project team leadership involves the activities of leading people towards the successful completion of a project. The success of a project depends primarily on the people on the project team themselves. It is important to know what a good Team Leader must be able to do and what the optimal roles in a project team are. It can be said that the more effective the leadership of the project team, the better results are achieved.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to clarify the role of the Team leader
• to learn how to use specific tools for successful project team leadership
• to learn how to situationally lead a team
• to learn how to communicate effectively in diverse teams and how to manage these teams
• to get tips on how to be an authority figure and be respected by your team
• to get guidance on how to work on your confidence as a Team Leader

Effective team leadership is an essential skill for every manager. Team leadership is about influencing subordinates in the right way in order to optimally use their skills for the benefit of the organisation. At the same time, lead subordinates to independence and responsibility. To direct them, to create conditions for them, but to leave them free to make independent decisions and think for themselves.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to clarify the role of the manager/leader
• to learn how to use specific tools for successful team leadership
• to learn about leadership styles
• to learn how to better harness the potential of subordinates to improve their performance and desired work behaviours
• to learn to identify the factors that affect team performance
• to gain practical inspiration for more effective leadership

Selection of employees is a process of several steps to decide which candidate will be offered the position. Successful managers realize that the secret to success lies in people, human capital is the key value and competitive advantage of an organization. Therefore, knowing how to conduct a selection process and choose the right people for their teams is essential for successful managers.

Target group

Academic and non-academic senior employees of faculties, HEIs, RMU and other economic centres.

Goals

• to provide a comprehensive view of the issue of human selection
• to strengthen your knowledge and skills in the area of selection management
• to learn methods for selecting the right candidates
• to understand how to ask the right questions and identify key information
• to discover the most common mistakes that occur in the context of conducting a selection interview