1. 1
Business Management Course
OBJECTIVES OF THIS PROGRAM
The Business Management program is designed to provide
business owner/managers with the knowledge and tools to allow
them to make more timely and effective management decisions.
This program will provide them with the fundamental skills
required to implement the concepts introduced in each module.
It will present options and solutions for situations that he/she
may encounter each business day.
Upon completion of this program participants will
understand the concepts, terminology, and many of the formulae
required in each discipline. What is more important, they will
know when to proceed on their own in a particular management
situation, and how to identify when they may need professional
business counselling.
The overall objective of this program is to make each
participant a confident, proficient business person.
TRAINING METHOD
Our program uses a series of interactive seminars in which
participants take part in case studies, exercises, group
discussion, and demonstrations to solve problems posed to them
by the seminar leader. This method has been proven to reinforce
ideas introduced during a training session. The participant
leaves with an understanding of the intended application of a
management idea and the theoretical philosophy. In addition, a
course reference manual is provided to each participant at the
completion of the program. This manual can be utilized in the
day to day running of their individual businesses.

2. 2
GENERAL COURSE OUTLINE
The Business Management Diploma Program, consists of twenty
one (21) modules, encompassing one hundred and forty two (142)
hours of training and twenty four (24) days to complete. It
addresses three (3) fields of expertise, Financial Management,
Human Resources, and Marketing. Each discipline consists of
several modules and each module is further divided into
individual topics of study and discussion. The modules are as
follows:
* Customer Relations & Quality Service
* Surveying Your Market
* Advertising and Promotions
* Selling Skills
* Visual Merchandising
* Establishing a Selling Price
* Fundamental Bookkeeping
* Interpreting Financial Statements
* Analysing Financial Statements
* Managing Your Cash Flow
* Credit and Collections
* Recruiting and Selecting Personnel
* Performance Review
* Coaching and Counselling
* Delegation
* Motivating Your Employees
* Improving Team Work

3. 3
* Decision Making and Problem Solving
* Conflict Management
* Communication Skills
* Managing Your Time effectively

4. 4
Customer Relations & Quality Service (1 day)
Service quality has become the buzz word for businesses. No
matter what kind of service you offer, customers are more
informed, better educated and have a larger selection of
businesses to fulfil their needs than ever before. Many of your
customers are not as concerned with prices as past generations.
They want and expect quality products at a fair price.
One of the most important concepts for people involved in
customer service to understand, is that although customers may
exchange money for a specified product or service, their
feelings toward the supplier are influenced by a host of
additional factors. Customers, "buy" much more. Customer
service does not work unless people are committed to it. The
acid test comes when you are called upon to give something
extra-time, effort, initiative into the transaction; to "own"
the problem and do something to resolve it to the customer's
satisfaction. Consideration has to be given to the attitudes
toward "owning" the problem or complaint.
The objective of this program is to instill an understanding
of what the customer will expect in the future and provide
participants with the skills required to provide outstanding
service.
Topics:
1. Defining customer relations
1.1 Why firms lose customers
1.2 What is customer relations?
1.3 How good customer relations benefit your business
1.4 Determining how they and their organization rate in
customer service terms
2. What do people really buy?
2.1 Specifying what it is, in addition to the basic product
or service, their customers "buy"
2.2 Determining the changes they should be made to better
satisfy customers

5. 5
3. Handling complaints
3.1 Why it is important to welcome complaints
3.2 Examining the steps used in handling a complaint
3.2 Guidelines to follow when handling customer complaints

6. 6
Surveying Your Market (1 day)
The importance of surveying your market is that it helps to
identify our customer needs. This will allow us to offer the
proper merchandise and services that the customer is searching
for to satisfy their needs. Satisfying that need can motivate
an individual to become your customer.
Because the needs of one group vary from that of another
group we need to look at the demographics of your area. By
using demographics and psychographics we are able to segment our
market and determine which characteristics they possess. We
then want to find out who has these characteristics so we know
who to market our products and services to.
In this module we will examine how to analyze customer needs,
identify different needs of our customer by segmenting our
market using demographics. Making a list of what we should know
about our customer. Examining the various types of measurement
techniques that are available to conduct a market survey.
Topics:
1. Marketing research
1.1 Determining what market research can do for you
1.2 Reviewing basic elements of marketing
1.3 Explaining how companies can orient themselves in
relation to their customer
2. Analysing customer needs
2.1 Explaining why needs and wants are the same thing in
marketing
2.2 Defining a need
2.3 Examining Maslow's hierarchy of needs as it relates to
marketing and your products
3. Demographics & psychographics
3.1 Examining the four factors that influence the needs of
people
3.2 Identifying different needs of our market by segmenting
3.3 Examining local demographics

7. 7
3.4 Reviewing characteristics of the Canadian consumer
market
3.4 Analysing the effect of demographics on how we market
our product
3.5 Establishing our target market
4. Our customer
4.1 Finding out who has these characteristics
4.2 Developing a profile of who the potential customer is
4.3 Making a list of what we should know about our customer
4.4 Finding people in our target area with these
characteristics
5. Market survey
5.1 Examining the various types of measurement techniques
5.2 Guidelines for developing self-completion
questionnaires
5.3 Preparing a questionnaire for your customers

8. 8
Advertising and Promotion (1 day)
Promotion is, very simply, the act of talking to your target
market. When developing a promotional strategy we need to know
who we are targeting, where they are, and how to reach them.
This information will allow us to target our advertising as
effectively and economically as possible.
In this module you will learn about positioning and decide
what your unique selling proposition is. We will examine why it
is important to communicate the proper message and how to choose
the proper media to deliver your message. We will also look at
how to establish an advertising budget and how to evaluate your
advertisement effectiveness.
Topics:
1. Positioning your business
1.1 Defining what positioning means to your business
1.2 Positioning shapes perception
1.3 Finding out what your unique selling proposition is
1.4 Identifying the sequence of stages consumers go through
in determining what to purchase
2. Developing a message
2.1 Remembering the product's name
2.2 Recognizing the product's benefits
2.3 Examining the emotional needs of your target market
2.4 Keeping the message simple
3. Chosen the media
3.1 Identifying the types of media that exist in the
marketplace today
3.2 Reviewing the strengths and weaknesses of the various
media
3.3 Measuring the effectiveness of the media
3.4 Examining the different levels of reaching a prospect
3.5 Promoting a product when there is a window of
opportunity

9. 9
4. Advertising budget
4.1 Analysing common mistakes made in establishing a budget
4.2 Examining the recommended approach
5. Evaluating your advertisement
5.1 Evaluating whether or not the advertising of a product
was a success regardless of the media you used
5.2 Guidelines used to evaluate advertisement
6. Measuring our advertising campaign
6.1 Evaluating whether a success or failure
6.2 Conducting a post-mortem

10. 10
Selling Skills (1 day)
A salesperson's responsibility is to encourage and guide
customers who have already expressed an interest in purchasing
your product by entering your premises. The customer's decision
to visit you may have been linked to your advertising, store
displays etc. but the ultimate decision to buy from you will
depend on the skill of the salesperson to identify the
customer's needs and present them with a product that fulfils
those needs.
This module examines ways in which salespeople can approach a
customer to learn his/her needs. It focuses on how to properly
present merchandise and how to use its features and benefits as
a selling tool. Considerable time is spent on techniques in
up-selling, handling customer objections, and identifying
different types of customers. Finally, various sale closing
techniques are reviewed.
Topics:
1. Product knowledge
1.1 Examining what product knowledge is
1.2 Discussing how and where you can obtain product
knowledge
1.3 Deciding what questions to ask to obtain product
knowledge
2. Steps in personal selling
2.1 Deciding which approach to use when meeting the
customer
2.2 Determining the needs and wants of the customer
2.3 Presenting the merchandise using various techniques
2.4 Examining key selling points by using benefits and
features
2.5 Listing the benefits of setting up a clientele file
3. Overcoming objections
3.1 Examining why customers present objections
3.2 Analysing the difference between an excuse and an
objection

11. 11
3.3 Looking at various techniques used in answering
objections
4. Closing the sale
4.1 Being alert for closing signals given by the customer
4.2 Examining why sales people oversell and how to avoid it
4.3 Closing techniques you can use to close a sale
5. Suggestive selling
5.1 Demonstrating the types of suggestive selling you can
use with your merchandise
5.2 Using impulse buying
5.3 Handling more than one customer

12. 12
Visual Merchandising (1 day)
Visual merchandising, to be effective, must be timely. One
of the functions of visual merchandising is to attract
customer's attention and arouse enough interest to make them
want to investigate the merchandise more fully.
In this module window displays and schedules will be
explored, as well as display fixtures on which merchandise can
be shown to its best advantage. The use of colour and lighting
to provide a visual presentation that is provocative and eye
catching will be examined.
TOPICS
1. Store image
1.1 Examining the factors that the store image is based on
1.2 Choosing an image
2. Window display
2.1 Turning lookers into shoppers with your window display
2.2 Developing a schedule for you window presentation
2.3 Guidelines to follow for window display
3. Colour schemes
3.1 Listing colours in their order of popularity and the
impressions they give
3.2 Understanding the relationships of colours using the
colour wheel
3.3 Explaining the four basic colour combinations used to
enhance visual displays
4. The use of props
4.1 Listing examples of inexpensive props
4.2 Listing of props that can be acquired at no cost
4.3 Examining props that are not seen

13. 13
5. Lighting
5.1 Differentiating between overall lighting and highlighting
5.2 Deciding what to do and not to do when using spot lights
and flood lights
5.3 Explaining how to use light gels
5.4 Reviewing the tricks of the trade when using lighting
6. Signage
6.1 Examining the different types of informational signage
and cards
6.2 Avoiding the two biggest mistakes in signing
7. Interior presentation
7.1 Deciding the placement of merchandise and fixtures on the
sales floor by using a floor plan
7.2 Studying the traffic patterns inside and outside the
store in relation to the interior presentation
7.3 Understanding the importance of dividing the store into
departments
7.4 Deciding the single most valuable area in the store and
the best place to put impulse items
8. Fixtures
8.1 Examining different types of fixtures
8.2 Questions you should ask when choosing store fixtures
8.3 Looking at the upkeep of fixtures
9. Deciding what your housekeeping checklist should include

14. 14
Establishing a Selling Price (1 day)
The business objective in establishing a selling price should
be the maximization of profits. Placing the proper price on a
product or service is important to the profitability of any
business. It is also a very important customer relations tool.
Poor pricing will be a major inhibitor to securing repeat sales.
Effective pricing will assure you of customer satisfaction with
a fair profit margin.
This module examines different methods used in establishing a
selling price. You will learn how to use different techniques
in calculating the selling price of your product or service such
as break even analysis, mark up and mark down. We will also
examine the various strategies that may affect the pricing of
products or services such as price differentiation, market
skimming and penetration and price discounts.
Topics:
1. Arriving at a selling price
1.1 Examining the relationship between price, cost, and
volume
1.2 Looking at the customer's point of view
1.3 Examining what the competition is doing
1.4 Considering the cost aspect of the product
2. Using the break even analysis to calculate a selling price
2.1 Identifying fixed costs and variable costs
2.1 Calculating the break even point
2.2 Explaining how to include a level of profitability with
the break even analysis
3. Calculating a selling price using mark ups and mark downs
3.1 Reviewing how to calculate a mark up
3.2 Determining how to arrive at a percentage when we
calculate mark up
3.3 Calculating the retail price using mark up
3.4 Calculating the cost using mark up
3.5 Defining a mark down
3.6 Explaining why markdowns need to be taken

15. 15
3.7 Calculating a mark down
4. Determining a selling price using other common used
strategies
4.1 Examining how demand-oriented pricing affects your
selling price
4.2 Listing examples of price differentiation
4.3 Examining how competition-oriented pricing and bidding
affects your selling price
4.4 Examining the use of market skimming and penetration,
imitative and psychological pricing in determining your
selling price
4.5 Examining how price discounts and price quality
relationships affects your selling price
5. Examining the use of loss leading

16. 16
Fundamental Bookkeeping (2 days)
For a business person, a good system of financial records can
mean the difference between limping along with stones in your
shoes and running a good race in the competition for profits.
The business person needs to understand how we arrived at the
end product "Financial Statements". Only then will they be able
to use them in order to make future decisions. It also provides
a basis for business planning by showing the results of past
decisions and furnishing the facts needed for future decisions.
This module introduces the principles of the double entry
accounting system. Participants are lead through the process
required for recording basic accounting transactions to the
appropriate journals, and the subsequent recording of this
information to the general ledger. Finally, preparation and
explanation of a trial balance and final adjustments to the
income statement are demonstrated and the balance sheet
explained.
Topics:
1. Describing the nature of the events that are recorded in
accounting and the importance of business papers in recording
those events
2. Translating the events into bookkeeping language
2.1 Understanding the definition of assets, liabilities and
owner's equity
2.2 Understanding the definition of revenue and expenses
2.3 Classifying accounts into assets, liabilities, owner's
equity, revenue or expenses
3. Generally accepted accounting principles
3.1 Describing the process by which generally accepted
accounting principles are established
3.2 Explaining accounting concepts and principles
4. Balance sheet and income statement
4.1 Understanding the definition of a balance sheet
4.2 Understanding the definition of an income statement

17. 17
4.3 Showing where the individual assets, liabilities,
capital, revenue and expenses appear on the balance
sheet and income statement
4.4 Recognizing and being able to indicate the effects of
transactions on the elements of the accounting equation
4.4 Explaining the link between the two statements using net
profit or loss
5. Storing information in accounts
5.1 Explaining the meaning of the words debit and credit in
relations to T-accounts
5.2 Explaining the effect of debits and credits on the
balance sheet
5.3 Describing the use of debits and credits to record and
store the effects of business transactions
5.4 Explaining how the link between the two financial
statements determines whether we have a debit or a
credit on the income statement
5.5 Explaining the rules of debit and credit and the four
things you have to do before you can record an entry
5.6 Analysing transactions and show their effects on the
accounts
5.7 Illustrating the rules of debit and credit using
transactions
6. Recording transaction in journals
6.1 Demonstrating procedures to follow when recording
journal entries
6.2 Explaining the use of a combined journal and how to
record entries into this journal
6.3 Demonstrating how special journals are used
7. General ledger and the chart of accounts
7.1 Explaining the purpose of the general ledger
7.2 Posting entries from the journal to the general ledger
7.3 Describing the use of a number to identify each account
8. Trial balance and work sheet
8.1 Preparing and explaining the use of a trial balance
8.2 Explaining why a work sheet is prepared and being able
to prepare one

18. 18
Interpreting Financial Statements (1 day)
Financial Statements can be one of the most intimidating
records in a business. They can also be the business person's
best friend if they understands what the information means and
how it can be made to work for them. No business person can
consider themselves entirely informed about the position of
their company, the competition or their industry unless they
understand financial statements and the information they
contain.
In this module we reveal the main elements of the Income
Statement and the Balance Sheet in detail. Explanation will be
given on how to interpret the information contained in each. We
will explain the differences between an unincorporated and
incorporated business and how it affects owner's equity. Upon
completion, program participants will comprehend the
significance of these two statements and their importance to
every business.
Topics:
1. Assets
1.1 Defining current assets and fixed assets
1.2 Recognizing the difference between current assets and
fixed assets
1.3 Listing examples of current and fixed assets accounts
1.4 Explaining why fixed assets are recorded at cost
1.5 Examining how to calculate contra accounts
2. Liabilities and owner's equity
1.1 Defining current liabilities and long term liabilities
1.2 Recognizing the difference between current liabilities
and long term liabilities
1.3 Listing examples of current liabilities and long term
liabilities
1.4 Explaining owner's equity for an unincorporated and
corporate business
1.5 Examining the advantages of a corporation

19. 19
3. Balance sheet
3.1 Preparing a balance sheet
3.2 Examining the significance and limitations of the
balance sheet
4. Income statement
4.1 Explaining the objective of the income statement
4.2 Examining the differences between a single-step and a
multiple-step form income statement
4.3 Analysing transactions that involve the purchase and
resale of merchandise
4.4 Explaining the nature of each item entering into the
calculation of cost of goods sold and gross profit from
sales
4.5 Examining the breakdown of operating expenses between
selling expenses and administrative expenses
4.6 Examining why the profit is not available in cash in one
lump sum at the end of the year
5. The importance of notes to the financial statements

20. 20
Analysing Financial Statements (2 days)
The business person's ability to interpret, analyze, and make
decisions about the information presented by the financial
statements and related financial information is what this module
is all about. Every business person must know the full
potential of their company and be thoroughly aware of the means
by which this potential can be realized before they can guide
their organization to ultimate success.
In this module participants discover how to analyze Financial
Statements to make more effective business decisions. This will
be achieved by using Income Statement analysis and Balance Sheet
Analysis. This type of analysis will highlight trends, which
can be used to improve business operations and correct problem
areas. Participants will learn, in detail, how and why
different business ratios are calculated. This type of analysis
is used extensively by financial institutions.
Topics:
1. Income statement analysis
1.1 Describing and preparing common size income statements
1.2 Analysing and interpreting common size comparative
income statements
1.3 Describing changes that have occurred from one period to
the next using trend percentages
1.4 Explaining the advantage of converting the dollar amount
to an index trend
1.5 Considering the implications of inflation when you
compare your income and expenses
1.6 Examining the use of the consumer price index when
comparing your income and expenses
2. Current ratio
2.1 Calculating and explaining what the current ratio
measures
2.2 Analysing how current ratio position affects short term
liquidity and profitability
2.3 Examining how the current ratio affects the liquidity of
a company

21. 21
3. Inventory to working capital ratio
3.1 Calculating the ratio of inventory to working capital
3.2 Listing the factors that could influence the value of
inventory
3.3 Analysing the effect of the working capital position
3.4 Explaining the acid test ratio and what it measures
4. Net sales to inventory ratio
4.1 Calculating the ratio of net sales to inventory
4.2 Explaining how the ratio serves as an indicator of the
merchandising efficiency of a company
4.3 Listing reasons for inventory markdown
5. Accounts receivables to working capital ratio
5.1 Explaining the dependence of working capital on trade
receivables
5.2 Computing the accounts receivables to working capital
5.3 Examining the effect of this ratio on the acid test
ratio
6. Collection period ratio
6.1 Examining how the credit and collection policy has a
direct influence on sales, profits, and needs for
borrowing
6.2 Calculating the collection period ratio
6.3 Explaining what the ratio is designed to accomplish
7. Current liabilities to net worth and total liabilities to net
worth ratio
7.1 Examining how the operating freedom of a company is
effected
7.2 Explaining how time and fixed term affects these two
ratios
7.3 Examining current and total liabilities to net worth
ratio
8. Long term liabilities to working capital ratio
8.1 Explaining the reasons companies resort to long term
borrowing

22. 22
8.2 Calculating long term liabilities to working capital
8.3 Examining and determining the use of long term borrowing
9. Net profit to net worth ratio
9.1 Listing reasons why a company is required to make a
profit
9.2 Computing net profit to net worth ratio
9.3 Listing reasons why companies require additional capital

23. 23
Managing Your Cash Flow (1 day)
Many businesses make a profit according to their income
statement, but don't have the cash to pay their current accounts
payable. A business will not exist for long if it does not pay
its bills. Cash management is therefore an extremely important
part of the financial management of any business.
In this module we will examine the tools that are available
to keep you up-to-date of the current cash position of the cash
flow. One of the best tools is the cash flow chart. It is
designed to estimate future cash receipts, outlays, and balances
and the compare actual results with the estimate at the end of
each month of operations. The chart provides a schedule of cash
flow and a ready device for determining if the schedule is being
met.
Participants will prepare a cash flow chart based on the
expected flow of cash in and out of the company based on
internal information and forecasted financial statements. After
completing the cash flow chart participants will examine month
by month the cash balances and determine how to avoid cash
shortages in the months that they appear. We will also look at
the steps that could be taken to reduce a cash shortage.
Topics:
1. Definition of cash flow
2. Receiving and paying out cash
2.1 Listing how a business receives cash
2.2 Listing how a business pays out cash
3. Examining information needed to construct a cash flow
3.1 Examining information contained in the financial
statements
3.2 Identifying information needed from internal records
4. Cash flow statement

24. 24
4.1 Explaining what a cash flow statement provides you
4.2 Reviewing how the accrual system affects cash flow
4.3 Identifying weaknesses in our cash position
5. Preparing a cash flow forecast
5.1 Explaining the format of a cash flow forecast
5.2 Estimating and/or planning cash receipts and
disbursements.
5.3 Completing the cash flow chart month by month
5.4 Projecting the cash balances month by month
6. Interpreting and finding solutions to the cash shortage
problems
7. Comparing the difference between net profit and cash balance
at year end

25. 25
Credit and Collections (1 day)
The granting of credit is a very important decision to a
business. Sales are the life-blood of every business and are
vital to profitability. If credit is withheld unnecessarily, a
loss may result. On the other hand, if credit is granted
unwisely, substantial losses may be incurred in terms of both
time expended and lost revenue. Whenever credit has been
granted, receivables and collections must be managed effectively
to avoid tying up large amounts of working capital and impeding
cash flows.
In this module we will examine preventive steps, so that you
don't have to chase after customers for payments. You will
learn how to establish a credit policy as well the cost of a bad
debt to a business. We will focus on the importance of checking
references and obtaining information for credit. You will also
learn how to evaluate an applicant and monitor existing
customers.
Finally, for those accounts that still remain delinquent, we
will show you the stages of collection.
Topics:
1. Comparing the advantages and disadvantages of selling on
credit
2. Establishing a credit policy
2.1 Reviewing questions that should be answered before you
decide details of your credit management
2.2 Listing factors that would cause you to adopt a more
liberal policy
2.3 Listing factors that would cause you to adopt a more
conservative policy
2.4 Calculating the additional sales you must make to
recover
the amount lost through bad debts
3. Obtaining information
3.1 Listing the type of information you need to make a
decision on whether or not to grant credit to an
individual

26. 26
3.2 Listing the type of information you need to make a
decision on whether or not to grant credit to a business
3.3 Reviewing pre-printed questionnaires for individuals and
corporations
3.4 Examining other methods of obtaining information on
individuals and corporations
4. Checking the references and updating information
4.1 Listing types of questions to ask when checking
references
4.2 Keeping your credit files up-to-date
5. Evaluating and acknowledging the applicant
5.1 Examining the major components of credit evaluation
5.2 Setting up a scoreboard
5.3 Acknowledging the applicant with a letter
6. Monitoring your accounts receivables
6.1 Examining the basic information needed to determine the
state of the account
6.2 Calculating the collection period and aging accounts
receivables
6.3 Listing the warning signs that might indicate problems
in collecting from an existing customer
7. Handling delinquent accounts
7.1 Reviewing the benefits of an efficient follow-up system
7.2 Examining the stages of collection
7.3 Deciding on final action

27. 27
Recruiting and Selecting Personnel (2 days)
Recruiting and selecting reliable and effective people to
work for us is not an easy task. There are never any guarantees
that the people we do hire are going to work out. However,
there are guidelines you can follow and precautions that will
improve your chances of making an informed decision.
Participants will learn how to determine what they need, how
to find the best applicant, discover how to review résumés &
application forms; how to conduct interviews; how to check
references; and how to make the final decision. If you
follow these guidelines, you'll be on your way to building a
workforce that's qualified, talented and motivated.
Topics:
1. Conducting a job analysis
1.1 Guidelines for a job analysis
1.2 Obtaining information for a job analysis
1.3 Listing the types of questions used when analysing
individual positions
2. Job description
2.1 Examining what a job description should indicate
2.2 Outlining specific duties of a job description and what
type of information should be included
2.3 Summarizing duties into basic responsibilities
2.4 Determining what type of information to include in basic
responsibilities
2.5 Writing up a job description
3. Job specifications
3.1 Determining the specifications of the position
3.2 Determining the qualifications needed
3.3 Examining types of questions to ask when determining
specifications of the position
3.4 Writing up a job specification

28. 28
4. The application form and the résumé
4.1 Listing the type of information the application form
should include
4.2 Examining questions that are unnecessary to ask and
those that are prohibited by law
4.3 Reviewing a completed application form to alert you to
potential danger signs
4.4 Examining the key areas of a resume
4.5 Identifying applicants that show the most promise using
a selection grid
5. Job interview
5.1 Discussing the purpose of an interview
5.2 Examining different types of interviews
5.3 Identifying the different stages of an interview
5.4 Developing questioning skills to use during interview
5.5 Examining other common selection measures
6. Checking references
6.1 Obtaining accurate information about candidates
6.2 Deciding when and who to contact
6.3 Deciding who not to contact
6.4 Examining commonly asked questions for reference
checking
7. Narrowing it down and making your selection
7.1 Reviewing an interview summary form that is used after
each interview
7.2 Rating interviewees according to common selection
criteria, to make final decision

29. 29
Performance Review (1 day)
Performance review is an on-going year-long process of
setting goals and objectives, and giving on-going coaching and
feedback. It can be the means by which managers monitor
employees progress so that when something goes wrong you know it
and can make mid-course changes while they are relatively easy
to make. It shows a method of conducting a performance review
where managers will welcome the feedback, and employees will
welcome the measurement of achievement that a good performance
review can provide.
Participants will discover why a performance review system
must not only accurately measure current performance levels, but
also contain mechanisms for reinforcing strengths, identifying
deficiencies and feeding such information back to rates in order
that may improve future performance.
Topics:
1. Setting performance objectives.
1.1 Deciding whether or not the objective is focused on
specific results to be achieved
1.2 Listing performance objectives according to their order
of importance
1.3 Writing a performance objective that is clearly worded
and measurable
1.4 Identifying the resources that a manager refers to, for
setting performance objectives
2. How to find and measure performance factors
2.1 Selecting performance factors from the job requirements
2.2 Defining behaviour in a way that makes them clearly
measurable
2.3 Understanding the difference between behaviour and
attitude
2.4 Examining the ratings used to measure performance
factors

30. 30
3. Gathering and analysing data throughout review period
3.1 Collecting data at regular intervals
3.2 Documenting as you give feedback during the year
4. Steps conducted prior to and during performance review
4.1 Listing the reasons for asking employee's input before
the performance review
4.2 Meeting with employee to discuss self-evaluation
4.3 Completing report card portion of performance review
4.4 Previewing performance review form with an associate
4.5 Scheduling review meeting with employee
4.6 Conducting performance review discussion
4.7 Creating an employment development plan
5. Writing a performance review.
5.1 Avoiding common rating errors
5.2 Rating the performance
5.3 Summarizing the best information collected

31. 31
Coaching and Counselling (1 day)
This program is designed to increase a manager's skill as a
coach and as a counsellor. The role of the coach and counsellor
is critical in today's organizations. Organizations are
changing.
One of the keys to success of today's managers will be to
lead and coach their people. Coaching is not just telling
people what to do; it also involves helping them achieve their
fullest potential. Successful coaches have to assume a variety
of other roles such as team leader, listener and facilitator.
As a manager, you will encounter employees who are defensive,
with problems, that interfere with work performance. These
problems can often be prevented and/or remedied through the
thoughtful day-to-day application of counselling skills.
Counselling skills will provide managers with the means to
assist people to discuss and clarify their problems and to
explore alternative solutions.
In this module we will show you how to develop employees by
providing them with opportunities to develop their skills and
experience while ensuring they receive continuous feedback,
counselling and follow up.
Topics:
1. Coaching and counselling
1.1 Explaining the difference between a coach and a
counsellor
1.2 Listing effective and ineffective approaches to coaching
and counselling
1.3 Listing your strengths and weaknesses when coaching or
counselling employees
1.4 Learning how to determine when to coach and when to
counsel
3. Coaching employees
3.1 Demonstrating why telling is not teaching
3.2 Comparing the learning styles of a student with the
coaching style of the teacher
3.3 Explaining the components of effective coaching

32. 32
3.4 Practising coaching skills
3.5 Examining how to give performance feedback
3.6 Practising giving performance feedback
4. Counselling employees
4.1 Listing your concerns about confronting others
4.2 Examining the components of effective counselling
4.3 Outlining the steps used in counselling employees
4.3 Practising counselling interviews

33. 33
Delegation (1 day)
"Getting things done through others" is today accepted as an
essential aspect of the process of management. Implicit in this
definition is the concept of delegation. It is, however,
surprising to find that many managers experience difficulty in
seeing that improving their ability to delegate may actually
offer a solution of their problems.
In this module we will look at the need for delegation in an
organisation. You will discover why it is important to give
good instructions when delegating. We will look at why
managers do not delegate and why some supervisors over-delegate.
We will explore the problems of delegating effectively and we
will find out why supervisors fail to delegate or over-delegate.
Finally we will develop an action plan for on-the-job
implementation.
Topics:
1. Need for delegation
1.1 Understanding the need for delegation
1.2 Establishing the nature of delegation
2. Giving instructions
2.1 Deciding if it is better to think through exactly what
is required before delegating a task
2.2 Understanding the importance of giving clear
instructions at the start so as to save time
2.3 Discovering how to make sure the person receiving the
instruction understands them
2.4 Discovering how to make sure the person is capable of
doing the job assigned
2.5 Examining why they should agree, with the other person,
when the job will be finished
3. Effective delegation
3.1 Defining what is meant by effective delegation
3.2 Exploring the problems involved in delegating
effectively

34. 34
3.3 Examining the elements of delegation
3.4 Exploring why managers fail to delegate or over delegate
3.5 Considering good practice in relation to delegation
4. Developing an action plan
4.1 Identifying action for more effective delegation
4.2 Developing an action plan for on-the-job implementation

35. 35
Motivating Your Employees (1 day)
Employee motivation is extremely important to your company.
Besides affecting the extent of employee job satisfaction,
motivation also greatly affects productivity and your profit.
Motivation is an inner desire to fulfil a need or attain a
goal. When it comes to motivating our staff, it can be one of
the most perplexing management topics a business manager can
encounter.
In this module we will be looking at management style to
determine if the style is appropriate to motivating employees.
Management style is important because the wrong style will
stifle motivation - the right style will make it happen. We
will also identify factors that motivate people, what they
expect from their jobs, and common internal and external
motivational factors. The reasons that employees do not always
perform as managers wish them to will be reviewed. Finally,
participants will examine 18 ways to motivate employees, and how
to prepare a motivational plan for their business.
Topics:
1. What is motivation
1.1 Defining what motivation is
1.2 Deciding what motivates employees
2. Management style
2.1 Determining your management style
2.2 Examining how your belief system determines the way you
manage people
3. How are employees motivated
3.1 Understanding the hierarchy of motivational needs
3.2 Relating each level to real-life situations
3.3 Identifying and developing strategies for dealing with
motivational problems
3.4 Identifying which factors motivate employees
3.5 Guidelines for motivating employees

36. 36
4. Why employees don't always perform as managers wish
5. Eighteen ways to motivate employee performance

37. 37
Improving Team Work (1 day)
This program is designed to bring a more cohesive focus to a
team's mission and how its members can work together to
accomplish it. All too often, however, groups can be
inefficient and ineffective as they go about their tasks.
This module will help you understand the group process and
how different roles used by team members affects the pursue of
your goals. This is often neglected because of our
preoccupation with "getting work done". Through participation
in this program, individuals quickly become aware of
unproductive behaviours and are guided to more productive ways
of being group members.
Topics:
1. Group behaviour
1.1 Looking at examples of effective and ineffective groups
1.2 Deciding what you need from a group to be the best
possible member
1.3 Deciding whether several heads are better than one
2. Understanding the group process
2.1 Identifying different roles used in a group by members
of the team
2.2 Understanding the difference between task related and
maintenance roles
2.3 Discussing the impact of these roles on the way you
approach a task
3. How people communicate in groups
3.1 Developing communications skills that can help a group
to move forward
3.1 Working in subgroups
3.2 Giving everyone the opportunity to speak
3.3 Summarizing what the last person said

38. 38
4. Consensus seeking
4.1 Explaining how synergistic outcomes for the group is
greater than the sum of the parts of the group
4.2 Applying strategies for building group consensus

39. 39
Decision Making and Problem Solving (1 day)
In your role as a manager you are expected to make and
implement decisions. The decision-making style you use will not
only affect the quality of the decision itself, but will also
influence the effectiveness and efficiency of its
implementation. Determining how to decide is an essential but
often neglected stage in the decision-making process.
The ability to deal with problems effectively is a major
requirement of management. It is like a journey into the
unknown. It begins with a perception of a need for change or a
sense that something is "not quite right" and moves through a
series of thoughts, feelings, beliefs, interactions, and
solutions.
This program is designed to enable participants to learn and
apply concepts and techniques related to making decisions and
solving problems. Decision-making and problem-solving requires
creativity, intuition, and imagination. It also requires careful
analysis, diagnosis, and step-by-step action planning.
Topics:
1. Determining how to decide
1.1 Exploring the options available when determining how to
make decisions
1.2 Identifying the factors that can indicate the most
appropriate decision-making style
1.3 Considering the benefits and problems associated with
different styles.
1.4 Establishing a procedure for selecting an appropriate
style from the options available
2. Identifying and analysing problems
2.1 Identifying what causes a problem
2.2 Recognizing that a problem exists
2.3 Recognizing the need to gain an understanding of a
problem before deciding on a solution
2.4 Defining the problem specifically
2.5 Collecting information relevant to the problem

40. 40
2.6 Developing an approach for gaining an understanding of a
problem by analysing its consequences and causes
2.7 Suggesting solutions for removing causes
3. Generating creative solutions
3.1 Recognizing the value of generating creative solution to
problems
3.2 Considering ways in which creative thinking can be
encouraged
3.3 Exploring approaches for solving problems creatively by
involving others

41. 41
Conflict Management (1 day)
Conflict can be healthy when it brings about new ideas and
deeper relationships. For this to occur, the basis for dealing
with the conflict must be win/win. Conflict is unhealthy when
it leads to distrust, anger, and withdrawal. These results
usually mean that conflict has been approached on a win/lose
basis.
The goal of this program is to bring participants to the
awareness that relationships with friends, family, and co-
workers merit the investment in time and energy required for
disagreements to be resolved, in such a way that both parties
feel like winners.
The program helps participants to understand what they bring
to conflict situations they face in their lives and presents the
opportunities for participants to learn effective conflict-
resolution skills.
Topics:
1. What you bring to conflict situations
1.1 Examining feelings about conflict
1.2 Looking at your conflict style
1.3 Assessing your conflict-resolution style
1.4 Experiencing different approaches to conflict
1.5 Explaining how conflict behaviour is situational
1.6 Identifying misunderstandings in conflict situations
1.7 Learning how to view others objectively
2. Conflict-Resolution effectiveness
2.1 Acquiring skills in stating complaints and requesting
change
2.2 Examining the anatomy of an argument
2.3 Learning strategies for dealing with difficult people
2.4 Reframing conflict scenarios
2.5 Becoming adept at cooperative forms of negotiation
2.6 Explaining what to do when negotiation fails or never
gets started

42. 42
Communication Skills (1 day)
Your success as a communicator will depend greatly on your
ability to communicate effectively and to encourage people to
communicate with you. Basic to good communication is the
ability to maintain a non-judgemental attitude and allow the
other person to explain, clarify and express their ideas without
interference.
This module demonstrates the necessity of mutual
participation if full understanding between the giver and
receiver of a message is to be guaranteed. The number one cause
of bad communication is poor listening skills. Genuine
listening is very much an active process, something we all need
to work at all of the time if we are to be effective
communicators. This module also considers the barriers to
listening, and how they can be overcome.
The use of good questioning techniques will help you
determine the appropriate questions to ask in order to receive
the desired answers you are seeking. So much of what we
communicate comes from our body language rather than just the
words we use. We need to ensure that our body language supports
our verbal communication.
Topics:
1. Perception
1.1 Recognizing the difference's in our perception.
1.2 Examining why our perception's are different.
1.3 Understanding why what's important to you may not
necessary be important to the person you are
communicating with.
2. One way - two way communication
2.1 Identifying the need to give information in a logical
sequence
2.2 Understanding the importance of regularly checking to
see that communication has been heard and understood
2.3 Recognizing that there is joint responsibility between
the speaker and listener in effective communication.

43. 43
3. Listening skills
3.1 Recognizing the importance of effective listening in
interpersonal communication
3.2 Examining the various environmental, psychological and
personal barriers to effective listening
3.3 Considering ways of improving listening skills
4. Assumptions
4.1 Understanding the dangers of making assumptions
4.2 Guarding against communication breakdowns due to false
assumptions
5. Questioning skills
5.1 Understanding the significance of good questioning
5.2 Recognizing the difference between open and closed
questions
5.3 Understanding the types of questions that can be used
5.4 Using summarizing as an aid to maintaining boundaries on
a discussion
6. Using body language
6.1 Demonstrating the importance of body language
6.2 Identifying the main types of non-verbal signals that
comprise our body language

44. 44
Managing Your Time Effectively (1 day)
Time is what most people would like more of. Unfortunately
there are only 24 hours in a day. In order to gain more time
during a day we need learn how to use our time more effectively.
This module is designed to help you find out how to get more
done in less time. You will identify areas where improvement is
needed. Discover time-tested tips on managing interruptions,
telephone time, visitors etc.. You will identify your goals and
learn how to overcome obstacles to reaching your goals by using
strategic planning. Learn the secrets to getting the most
important things done by prioritizing and planning daily. Find
out why your desk represents the single most important part of
your office and how to make it work for you and what to do about
paperwork. Discover specific tools and systems to keep track of
the detailed information related to projects, assignments,
people, resources and records. For the chronic collector we
have guidelines that will help you save only the essentials.
Topics:
1. Discovering where you are spending your time
1.1 Explaining how to fill out a time log
1.2 Analysing the time spent in a typical day
2.3 Identifying inefficiencies in time spent
2. Finding solutions to time wasters
2.1 Listing things that waste your time
2.2 Examining solutions to various time wasters
3. Planning
3.1 Listing the goals that you would like to accomplish
within the year
3.2 Examining each goal and evaluating whether they are
specific, measurable and achievable
3.3 Prioritising your goals using the A B C system
3.4 Listing activities that will help you achieve you A-1
goal
3.5 Evaluating whether or not you have reached your goal

45. 45
4. Planning daily
4.1 Explaining how to make up a daily plan
4.2 Reviewing guidelines in completing a daily plan
4.3 Prioritizing your daily plan
4.4 Finding out if we are using the right calendar
5. Kicking the procrastination habit
5.1 Listing the reasons people procrastinate
5.2 Identifying techniques that will help you overcome
procrastination
6. Examining tickler systems that jogs your memory
6.1 Explaining how a tickler card system works
6.2 Explaining how a file folder tickler system works
7. Mastering your desk and the paper jungle
7.1 Explaining why desks get cluttered
7.2 Reviewing the 5 steps to help unclutter a desk
7.3 Filling out an accessibility survey
7.4 Setting up a daily paperwork system
8. Deciding how, when and what to save
8.1 Reviewing guidelines for collectors
8.2 Deciding what to save