Manager Development


Course Name

Manager Development

Course Code


Number of Contact Hours

45 hours

Credit Hours

3 Credit Hours

Duration and Frequency

  • 15 sessions 
  • Each session = 3 hours
  • Frequency: daily Monday to Friday
  • Duration: 3 weeks

Mode of Delivery

  • Online/ On Campus/ Hybrid 


Professional Development – 

C – Management and Leadership


This course exposes students to the basic definition of management as well as some of the main management theories that have been in use in the corporate world for a long time and the role of human behaviour as related to the different management theories. It will also expose students to the concept of learning as well as the common barriers to learning and will introduce the concept of career development and how to make use of concepts like proactive planning as well as the importance of continuous self and others development as an integral part of the manager’s role.


The objectives of this course are to understand the theory and process of management as applied to a variety of settings within organizations:

  1. Personal Management and Management History: to understand how to manage different types of people and stakeholders both inside and outside the organization.
  2. Management and psychological tools:  to learn how, as a manager, to communicate with co-workers and foster teamwork among individuals with very diverse personalities
  3. Management and Learning:  to understand how to structure and plan personal development both of the manager and his employees.
  4. Management and Competence Development: the concept of developing a corporate competency framework will be introduced in this module.
  5. Management and Culture: to learn how a manager can influence and shape organizational culture.
  6. Management and Communication: to focus on communication as an essential managerial skill.


On completion of this course, students are expected to be able to:

  1. Develop a comprehensive knowledge of the main managerial functions and the psychological and sociological theories relating to the manager’s job.  
  2. Acquire the ability to develop a corporate competency framework as well as the ability to influence and shape the organizational culture.
  3. Develop communication skills and the ability to manage a diverse workforce with different personality types, nationalities and/or cultures.
  4. Develop creative and innovative approaches to the management discipline as well as the ability to solve problems in an efficient and creative manner.


Management concept and Management View on Human Nature

  • Defining Management
  • Individual Vs Organizational Management Process
  • Rational Vs. the Emotional Manager
  • X, Y and Z Management styles
  • Edgars H Schein’s views about Management


Levels of Management and management tasks

  • Strategic management
  • Tactical Management
  • Operational Management


Management as a rational and emotional practice

  • Management Theories
  • Traditional Management 
  • Democratic Governance form
  • The Laissez faire governance form
  • The Blake Mouton Managerial grid
  • The Tannenbaum & Schmidt Continuum


Situational Leadership

  • Blanchard Hersey Model
  • Advantages and disadvantages of situational Leadership
  • Manager Vs Leader
  • Key Leadership Qualities
  • Leadership Competencies


Management and psychological tools

  • What is personality
  • Gordon Allport theory on personality
  • Cattell’s  16 personality factor model
  • The Big Five Personality Traits
  • Personality type testing and assessments


Understanding Needs, what do we all need as human beings

  • Abraham Maslow’s pyramid of needs and motivational theory
  • Upward and 360 Degrees Feedback
  • Organizational Reward Systems
  • Pay for Performance
  • Performance Appraisal


Behavior Modification and Self-Management

  • Principles of Behavior Modification
  • Model for Modifying Job Behavior
  • Behavioral Self-Management


Teams and Teamwork for the 21st Century

  • Individual and Group Decision Making
  • Group Dynamics
  • Work Teams: Types, Effectiveness, and Stumbling Blocks
  • Teams: Quality Circles, Virtual Teams, and Self-Managed Team
  • Managing Conflict and Negotiation


Management and psychological tools

  • Understand personality Styles
  • Theories and methods 
  • Five personality traits
  • Characteristics of talented managers 
  • Types of tests
  • Abraham Maslow’s Hierarchy of Needs motivational model
  • David c McClelland’s motivational needs theory 


Management and Learning

  • Learning and Development
  • Argyris and Schön’s theory 
  • What is Proactive planning? 
  • Career Development plans 
  • Setting Goals
  • Kolb’s learning Cycle
  • Barriers to learning


Management and Competencies Development 

  • Why organizations use competencies?
  • Origins of Competencies 
  • Different types of competencies 
  • Developing a corporate competency framework
  • Developing competencies 
  • Assessing Competencies
  • 360° feedback
  • Career development planning
  • Better job performance


Management and Culture

  • Corporate Culture 
  • Peters and waterman on organizational culture
  • Deal and Kennedy’s cultural model 
  • Edger Schein’s five guidelines for Managers regarding corporate culture 


Management and Communication

  • Effective & Essential communication Skills 
  • Before communicating your message always consider the following
  • Body Language 
  • The Major Communication Styles 


Innovation and Creativity

  • Making Sense of Innovation Fads and Fashions
  • Corporate Venturing: Best of Both Worlds or Venturing Too Far?
  • Intellectual Property Licensing
  • Innovation Collaboration
  • Innovation by Acquisition
  • Toward a New Model for Innovation.


Course Textbook

Introduction to Management Science, 13th Edition

Bernard W. Taylor, III, Virginia Politechnic Institute and State University



Feedback Given to Participants in Response to Assessed Work 

  • Individual written feedback on coursework
  • Feedback discussed as part of a tutorial
  • Individual feedback on request
  • Model answers 


Developmental Feedback Generated Through Teaching Activities

  • Feedback is given at presentations and during tutorial sessions
  • Dialogue between participants and staff in tutorials and lectures



The course grade will be based on a final project presented by the participant and graded by the instructor. Participants much achieve a passing grade of 70% or more to be awarded a certificate of completion of the course.