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ERICSONIAN HYPNOSIS
NLP
IMPLICIT MODELING
EXPLICIT MODELING
ACHIEVATOR'S SCHOOL
EXPERT DIRECTOR
SPEECH INFLUENCE EXPERT
SYSTEMIC MODELING

Expert director

(a program for a two-day seminar)

1. The primary rules for subordinates’ selection

  1. The classification of subordinates;
  2. Advantages and disadvantages of each type;
  3. Advantages of choosing a particular type.

2. Censorship on entry.

  1. A prior selection as a necessary managing duty;
  2. Rules of the prior selection;
  3. Requirements for the prior selection;
  4. Additional points and nuances in the prior selection process.

3. Working process as a guarantee for organization’s management.

  1. Disadvantages of a spontaneous management and advantages of a regular one;
  2. Necessary elements of a working process;
  3. Requirements for creating a scheme of a working process.
  4. Intensive usage of a working process for the most effective subordinates’ management.

4.  A corporative myth as a mean of increasing subordinates’ effective work.

  1. Advantages of a corporative myth usage;
  2. Distinguishing features of organizations with a corporative myth;
  3. The Unified Influence Structure;
  4. Myth rules and gathering information within the organization;
  5. Administrative and material means of incentive and punishment;
  6. A corporative myth creation and functions of the PR – department within the organization;
  7. Internal PR as a manager’s duty.

5. Peculiar points in managing of “the nearest” subordinates.

  1. Hierarchy and classification of the subordinates according to their closeness to the top – management;
  2. Necessary requirements to the nearest subordinates;
  3. Personal relationships with the nearest subordinates.

6. The Unified Management System.

  1. A systemic character of managing efforts;
  2. Interrelationships between all the elements of a system;
  3. Necessity of a simultaneous management on all levels of a system.

7. Conclusion. Inequality ideology

  1. Principle peculiarities of the manager’s person in spite of a subordinate’s person;
  2. Usage of these differences;
  3. Harm from ignoring these differences;
  4. Personal features of the manager’s person as a mean of management.

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