So what is the ‘CONTACT PATCH’ for your business? Where does the proverbial ‘rubber hit the road’ in your business? The answer to this question is varied and it will likely be impossible to find a definite answer. What is a fact is that a small portion of the whole of the business, ultimately determines its success. Are you clear in your own mind as to what the ‘contact patch(es)’ are for your business – the areas where you have to excel to ensure your competitiveness and sustainability?

The quality of first-line management is one of a few contact patches that directly affects

• performance,

• competitiveness, and ultimately

• sustainability in all businesses.

If we lose our grip at the first-line management level, we’ll lose control and in all likelihood have to slow down. We look at first-line managers to be (amongst others) the ultimate implementers to be

• disciplined,

• reliable, and

• efficient.

(R Meredith Belbin (2010); Team Roles at Work, Elsevier Ltd.)

The success of the first-line managers is directly and inextricably linked to the effectiveness of middle management – a further key contact patch. We look at these managers to turn strategies and ideas into practical action guidelines for first-line managers. We look at these middle managers to coach, guide and support first-line managers in their quest to achieve operating targets related to cost, quality, delivery reliability, and speed to name but a few.  Are these contact patches within your business such that it ensures a smooth and safe ride?

As organisations and as employers, what do we do to assist this vital CONTACT PATCH to be a reliable and dedicated high-performing implementer?

The starting point is to continuously improve the engagement levels of first-line management which are characterised by, amongst others,

• vigour,

• dedication, and

• a sense of excitement about the task at hand.

Middle management must be up to the challenge to ensure first-line management engagement – no easy task!

The positive impact of engagement levels on performance has been widely publicised. An often overlooked fact is that the ‘mood’ of managers influences the ‘mood’ of followers – the so-called contagion effect. So, positive work-related engagement, emotions and attitudes of managers can be contagious.

How do we improve engagement?

The answer to this question is not simple and straightforward. One thing is sure though and that is that knowledgeable and skilled first-line and middle managers have the confidence to take the lead in being the CONTACT PATCH. Why not invest in the knowledge, skills, and capabilities of your company’s first-line and middle-management CONTACT PATCH?

With ODI’s National Certificate in Management (NQF Level 3 – Supervision for Energised Workteams) the manager of the first-line manager needs to coach his/her first-line managers, and is, as such, involved in the programme. A simple-to-use benchmarking system can be used for ongoing coaching and development.

ODI’s National Certificate in Generic Management (Energised Leadership NQF Level 5), is designed to enable a person to manage first-line managers in an organisational entity. First-line managers may include team leaders, supervisors, junior managers, section heads, and foremen. The focus of this qualification is to enable learners to develop competence in knowledge, skills, attitudes, and values. 

Author: Albert Brink

The post Where the rubber hits the road for your business appeared first on ODI.

The CTP Group of companies, is recognised as one of the largest publishers and printers of books, magazines, newspapers and commercial print in South Africa. They are involved in various fields of publishing and printing i.e. newspapers, magazines, commercial print, book printing, stationery, packaging and labels, as well as manufacturing ink for web presses.

CTP enrolled members of staff to complete the NQF Level 3: Supervision/Management for energised workteams, learnership.

ODI’s National Certificate in Management – Supervision for energised workteams (NQF Level 3, Learnership Code: 23Q230027371203), aims at equipping every first-line manager with the essential knowledge and skills necessary, to develop, lead and inspire productive workplace teams and to ensure that all team members are developed to their full potential.

The manager of the first-line manager needs to coach his/her first-line managers, and is, as such, involved in the programme. A simple-to-use benchmarking system forms the basis for ongoing coaching and development.

Comprising of 8 modules, ODI’s MD, Huibie Jones will be facilitating this learnership.

The focus of our operations management and improvement coaching system, will always be to ensure performance improvement.  It introduces or reinforces knowledge and skills in three areas, namely:

• Operational.
• Mini-business management.
• People management.

The post CTP NQF 3: Supervision/Management for energised workteams & Huibie Jones appeared first on ODI.

Facilitated by ODI’s Maryke Viviers-Bergh, a group of learners recently completed their NQF level 5, National Certificate in Generic Management learnership.

NQF 5 for Energised Leadership is designed to enable a person to manage first-line managers in an organisational entity. The focus of this qualification is to enable learners to develop competence in knowledge, skills, attitudes, and values.

To read more about ODI’s National Qualifications and Skills Programmes, click here.

The post ODI/Festive, NQF 5 for Energised Leadership & Maryke Viviers-Bergh appeared first on ODI.