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Exploring Managerial Roles

Once they reach a certain minimum size organization inevitably begin to add managerial roles to their organizational hierarchy. The titles and responsibilities of managers vary significantly and can change rapidly as the organization pivots to confront new challenges and opportunities.

Regardless of their specific roles and duties, managers must be able to understand the behavior of those with whom they work as well as keep in touch with their own feelings. For example, since a manager is are generally responsible for the way that a group of workers fulfills their job responsibilities he or she must engage in certain activities to make sure that work goes smoothly including developing and implementing motivational strategies, designing the roles of each of the works, resolving conflicts, setting group and individual goals and evaluating the performance of the group and each of the members of the group.

Almost all managers, other than the chief executive officer, must interact with more senior managers and thus must develop an understanding of power and decision making within the organization. Specifically, managers must mindful of the overall design and structure of the organization and understand the core principles embedded in the organizational culture.

Managers must also interact with colleagues and peers throughout the organization and must develop the capacity to communicate and collaborate effectively. In many instances, managers must serve as the representative of the organization in transactions and other interactions with key external stakeholders of the organization such as customers, suppliers, regulators and the communities in which the organization is operating.

This course will expose you to how you use a rewarding experience in a managerial  position to drive and improve your existing managerial skills and acquire and perfect new ones as needed for career development to continue.

Upon successful completion of this course, you should be able to

  1. Understand the Roles and Responsibilities of a Manager
  2. Managerial Roles and decision making process
  3. Explore Managerial Activities as it concerns Planning, Organizing, Coordinating etc to function well in the managerial position
  4. And many more

Course Curriculum

SECTION 1: PRACTICING MANAGEMENT

1
Introduction to Management
Self-Paced
2
Management Roles and Activities
Self-Paced
3
Models of Managerial Activities
Self-Paced
4
Primary Functions of Management
Self-Paced
5
3-D Model of the Management Process
Self-Paced
6
Bloom and Van Reenen’s Management Practices
Self-Paced
7
Mintzberg’s “Management Roles”
Self-Paced
8
Folklore and Facts About Managerial Roles and Activities
Self-Paced
9
Interpersonal Roles As a Manager
10
Informational Roles As a Manager
11
Decisional Roles As a Manager
12
Functional Versus General Managers
Self-Paced
13
Responsibilities of General Managers
Self-Paced
14
Understanding Theory X and Theory Y
Self-Paced
15
Quiz
10 questions

SECTION 2: MANAGEMENT AND DECISION MAKING PROCESS

1
Levels of Management
Self-Paced
2
Decision Making
Self-Paced
3
Decision Planning
Self-Paced
4
Decision Making
Self-Paced
5
Characteristics of Good Managers
Self-Paced
6
Management Processes
Self-Paced
7
Basic Types of Organizations
Self-Paced
8
The Organizational Chart
Self-Paced
9
Quiz
10 questions

SECTION 3: ASSESSING CORE MANAGERIAL ACTIVITIES

1
Managerial Activities
Self-Paced
2
First-Line Managers
Self-Paced
3
Middle Managers
Self-Paced
4
Top-Level or Senior Managers
Self-Paced
5
Primary Functions of Managers
Self-Paced
6
Planning As A Manager
Self-Paced
7
Organizing As A Manager
Self-Paced
8
Commanding As A Manager
Self-Paced
9
Coordinating As A Manager
Self-Paced
10
Managerial Decision Making
Self-Paced
11
Wrapping Up
Self-Paced
12
Quiz
10 questions

SECTION 1: PRACTICING MANAGEMENT

1
Introduction to Management
Self-Paced
2
Management Roles and Activities
Self-Paced
3
Models of Managerial Activities
Self-Paced
4
Primary Functions of Management
Self-Paced
5
3-D Model of the Management Process
Self-Paced
6
Bloom and Van Reenen’s Management Practices
Self-Paced
7
Mintzberg’s “Management Roles”
Self-Paced
8
Folklore and Facts About Managerial Roles and Activities
Self-Paced
9
Interpersonal Roles As a Manager
10
Informational Roles As a Manager
11
Decisional Roles As a Manager
12
Functional Versus General Managers
Self-Paced
13
Responsibilities of General Managers
Self-Paced
14
Understanding Theory X and Theory Y
Self-Paced
15
Quiz
10 questions

SECTION 2: MANAGEMENT AND DECISION MAKING PROCESS

1
Levels of Management
Self-Paced
2
Decision Making
Self-Paced
3
Decision Planning
Self-Paced
4
Decision Making
Self-Paced
5
Characteristics of Good Managers
Self-Paced
6
Management Processes
Self-Paced
7
Basic Types of Organizations
Self-Paced
8
The Organizational Chart
Self-Paced
9
Quiz
10 questions

SECTION 3: ASSESSING CORE MANAGERIAL ACTIVITIES

1
Managerial Activities
Self-Paced
2
First-Line Managers
Self-Paced
3
Middle Managers
Self-Paced
4
Top-Level or Senior Managers
Self-Paced
5
Primary Functions of Managers
Self-Paced
6
Planning As A Manager
Self-Paced
7
Organizing As A Manager
Self-Paced
8
Commanding As A Manager
Self-Paced
9
Coordinating As A Manager
Self-Paced
10
Managerial Decision Making
Self-Paced
11
Wrapping Up
Self-Paced
12
Quiz
10 questions

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