The New Manager

WORKSHOP DESCRIPTION

Stepping into a management role is one of the most challenging transitions in a career. New managers must quickly learn how to lead people, understand organizational structures, and navigate evolving expectations. Without proper support, new managers often struggle with confidence, communication, delegation, and productivity. This workshop equips new managers with the foundational knowledge and skills needed to succeed.

This workshop introduces participants to the core concepts, responsibilities, and competencies required of new managers. It explores organizational structure, management functions, classical and modern management theories, and the evolving role of managers in today’s dynamic environment. Through discussion, reflection, and practical exercises, participants gain
clarity, confidence, and capability in their new role.

WHO SHOULD ATTEND:

• Newly promoted managers
• Supervisors and team leads
• Aspiring managers preparing for advancement
• Project managers
• Professionals transitioning from individual contributor to leadership roles

PARTICIPANTS WILL LEARN:

• The relationship between management and the organization
• The evolution of management thought
• Key management functions and roles
• Organizational structure, division of labour, span of control, and hierarchy
• Classical, scientific, bureaucratic, and human relations theories
• McGregor’s Theory X and Theory Y
• Competencies and styles required of modern managers

COURSE OUTLINE

Introduction

• What is management?
• Adult learning principles
• Pre-assignment reflection

Management & the Organization

• Definition of an organization
• Definition of management
• Management as a results-driven process

Division of Labour & Organizational Structure

• Advantages and disadvantages of division of labour
• Span of control
• Administrative hierarchy
• Organizational charts
• Dimensions of structure: specialization, standardization, formalization, centralization, configuration, traditionalism

Classical & Scientific Management

• Taylor’s scientific management
• Standardization, job simplification, time and motion studies
• Advantages and disadvantages
• Fayol’s 14 principles of management
• Weber’s bureaucratic management

Human Relations & Motivation

• Hawthorne Studies
• Social needs and informal organization
• Job satisfaction and productivity
• Human relations assumptions
• Importance of interpersonal skills

McGregor’s Theory X & Theory Y

• Assumptions about employee behaviour
• Managerial styles
• Impact on motivation, autonomy, and performance

Organizational Behavior & Modern Management Perspectives

• Multidisciplinary influences (psychology, sociology, anthropology, political science)
• Systems perspective
• Contingency perspective
• Planning as an ongoing managerial function

The Role of the New Manager

• Drivers for change
• Required competencies and leadership styles
• Balancing structure, people, and performance
• Building confidence and capability in a new role

Summary and Evaluations

• Review of key concepts
• Reflection on managerial strengths and development areas
• Action planning for continued growth

METHODS TO BE USED

This workshop uses a blend of content delivery, discussion, reflection, and interactive activities. Participants engage in icebreakers, group discussions, case examples, and guided reflection. Materials include slide decks, participant manuals, and pre-assignments. The learning approach emphasizes interaction, application, and real-world relevance.