Management Training- Case Example


Our client is a well-known equipment manufacturer, listed on several stock exchanges, experiencing ever stronger competition from Asia, depressing results and shrinking not only the balance sheet, but equally staff numbers. A large part of the manufacturing facilities had moved to Asia, but management and a significant part of the R&D operation remained in Western European and other countries where they operated historically.


Shrinking several times over in the western world, the company had become relatively lean, but it also lost managerial experience. First and second level management positions were taken up by staff members who grew through the ranks relatively quickly, were competitive and had a clear vision of where the organisation wanted to go. Many of them had an international outlook and managed people across different countries.

The organisation noticed that managerial efficiency of many first- and second-line managers could be improved significantly, in particular in the area of people management. Over the difficult years, those with more experience had learned to be sweet and accommodating to staff, avoiding difficulties provoked by the environment and atmosphere.

ATC’s value

We focused on staff development, building competencies quickly and inspiring people. We dealt with providing feedback, both positive and negative, but always in a constructive dialogue. Participants learned how to deal with staff members that were apparently unwilling to change. “Team dynamics” was covered as well as motivation of the individual and of teams as a whole. We discussed assertive behavior with colleagues and staff members, how to be in charge of people that do not formally report to you, without upsetting the formal hierarchy, and how to manage situationally. Apart from introducing several concepts, we focused mostly on practical cases taken from their own working experience, which proved most useful in transferring the material to their real working environment.

Quite a few participants created collaborative groups to exchange ideas subsequent to the programme, applying the learning experience started within the training room and transferring it to day-to-day activities. Peer coaching became a positive byproduct of the programme.

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