Managing the Organization From the Top

Abstract

This is not a course on the total job of a top executive. Rather, it focuses on how top managers under utilize subordinate managers to their own detriment and that of the organization. The course shows how top executives can create a subordinate management team that will produce consistently high results with a minimum of top-level involvement, freeing top management for their important entrepreneurial and public relations functions.

This program enables each participant to clearly identify the unique accountability of each level of management. Additionally, the participants will develop a managerial role and expectation for the level below them. Moreover, they will master the process of causing meaningful managerial activities to take place on a sustained basis.

This course is highly participative with the use of reality-based case problems. The participants are involved in each major step of the program by doing group work.

LEARNING OBJECTIVES

Three questions, critical to the effective management of any organization, are addressed and answered:

  • What is the role of top management in making the organization run at peak productivity?
  • What is the relationship between top management and middle management in directing the activities of the organization toward its objectives?
  • How can top management get total performance from the organization with a minimum of personal involvement?

 

WHO SHOULD ATTEND

This seminar is designed for top and middle level managers who have managers reporting to them.

PREREQUISITE

This course has no prerequisite.

MATERIALS

You will receive a course binder containing a copy of the presentation slides.

WHAT YOU WILL LEARN

DAY ONE:
The Elements and Influences of the Multilevel Organization

  • The unique contribution of top management, middle management and supervision
  • The key role of the middle manager
  • Getting total performance from subordinate managers

 

The Causal Atmosphere
  • The single most powerful tool top management can use
  • How to generate causal atmosphere
  • How you can apply causal atmosphere to your objectives

 

Avoiding Organizational Structure Problems
  • Organizational relationships of line and staff
  • Matrix problems and project management
  • The price you pay for misuse of staff functions
    • Abdication of major functions by subordinate managers
    • Authority without accountability (staff control)
    • Competition between line and staff
    • “Elephantiasis” (the growth of staff functions without contributions)
  • How to avoid these costs and generate relationships of line and staff that pay off

 

DAY TWO:
Organization Management
  • 7 failure points common to all organizational structures
  • How to plan to avoid these failures

 

Opportunity Management
  • How top and middle managers can contribute to the future profitability
  • How subordinate managers can analyze the contribution each activity makes to the organization
  • “Contribution Analysis”
  • How to restructure activities to yield the greatest return
  • It is more important to do the right things than to do things right!

 

BA Courses