Developing Managerial Effectiveness
Develops a broad organizational perspective for middle managers charged with setting and implementing business plans that look beyond the confines of the department. This program provides key leadership concepts and tools in strategic management, performance management, conflict negotiations, and business understanding through financial information.
As a manager in your organization today, you must look well beyond the confines of your department. You are required to understand the impact of the market changes in your business unit, the strategic direction of your organization, and how the various components of your company must work together to create competitive advantage and provide value.
| White Paper Download: Surviving the Terrible Two(thousand)s: A Participant’s Guide In a new white paper, leadership consultant and Smeal College of Business professor Albert Vicere outlines five key perspectives that leaders should adopt to turn an economic crisis into a force for positive change. Weaving together reactions and insights collected through interviews with CEOs and business thought leaders, Vicere drives home the adage that we create the future we desire, and with an action-oriented, optimistic spirit, it is well within any leader’s reach. |
Program Objectives
This program guides managers to a better understanding of their contribution to the overall success of the organization. Participants will emerge from the course with a broadened set of leadership skills and an expanded perspective on strategic, financial, and leadership issues.
Who Should Attend?
Developing Managerial Effectiveness is designed for managers who are directly responsible for the performance of a business unit or department. The program also addresses the challenges of functional managers and those who lead in a matrix organization.
Program Benefits
Developing Managerial Effectiveness improves your contribution in these key areas:
- Understanding and implementing business unit strategy
- Making financially sound business decisions
- Leading others to attain critical goals and improve performance
- Developing your personal management/leadership style
Program Content
Strategic Management
- Understanding the Competitive Environment
- Developing Core Capabilities
- Working Within New Organizational Forms
- Merging Strategy and Structure
The Leader's Role
- Management Styles
- Manager's Roles and Responsibilities
- Organizational Culture
- Role in Strategy Implementation
Financial Planning and Control
- Financial Control Systems
- Analysis of Financial Statements
- Capital Budgeting
Managerial Leadership
- Team Building
- Communication and Relationship Management
- Performance Management
- Motivational Techniques
- Encouraging Employee Commitment
Conflict Management
- Styles for Handling Conflict
- Creating Solutions to Complex Situations
Decision-Making Styles
- Decision-Making Techniques
- Organizational Impacts on Decision Making
Computerized Business Simulation
“Going into this program my expectation was that it would be a review of topics learned during my MBA studies and also various courses taken at other times within our company. It was indeed a review of many of these things, but my expectations were exceeded. They were exceeded because this program is put together very well and in such a manner that they are able to hit on the "right" issues that are relevant to the real world (not just text book "stuff"). They also do a very good job of tying things together throughout the week such that you come away with a lot of tools that can be used back on the job.”
--Bill Wallace, Sales Director, Americas, Hercules Inc.
Value Created for You and Your Company
Developing Managerial Effectiveness includes a valuable business simulation exercise. In a risk-free environment, participant teams apply newly learned program concepts to running their own electronics manufacturing company.
Application is a catalyst for mastery. Participants practice executive level decision-making and see the impact of their decisions on business performance. The simulation drives home key concepts of the program by...
- developing strategic thinking;
- building competitive awareness;
- reinforcing financial fundamentals;
- demonstrating the overall interaction of various parts of a business; and,
- measuring the effectiveness of team-based decisions.
“I have to admit that prior to the attending the course, I was a little apprehensive since I have my MBA and have taken various management courses over the years. However, I did get a lot out of this course, with it serving as a refresher in many areas and more importantly, challenging my old habits and paradigms. I also got a lot out of the individual personality profile and the negotiating skills section. Overall, the course exceeded my expectations and is definitely one of the better ones I've attended.”
--Brian McGrath, Director, Global Procurement, Ashland Inc.
Faculty Leaders
Faculty Director
Charles J. Ninos, President, C. Joseph Ninos and Associates
Faculty Leaders
Gary Bolton, Professor of Business Economics, The Smeal College of Business, Penn State
Patrick Cataldo, Managing Director of Executive Education, The Smeal College of Business, Penn State
Dennis A. Gioia, Department Chair, Management and Organization; Professor of Organizational Behavior, The Smeal College of Business, Penn State
Learn more about Dennis Gioia's experiences and expertise!
Christopher Muscarella, Professor of Finance, L.W. 'Roy' and Mary Lois Clark Teaching Fellow, The Smeal College of Business,
Penn State
Edward T. Reutzel, Associate Professor of Supply Chain Management, The Smeal College of Business, Penn State
For more information contact:
Penn State Executive Programs
Smeal College of Business
The Pennsylvania State University
382 Business Building
University Park, PA 16802-3603
Phone: 814-865-3435
Fax: 814-865-3372
On the Web:
http://www.smeal.psu.edu/psep/
Email: psep@psu.edu
developing_managerial_effectiveness.pdf
