Critical Skills for the Emerging Manager

Learn critical skills in the areas of management, creativity, negotiation, and decision making


Future dates TBD

8 a.m. – 5:00pm



Contact Us

Maps & Directions

Class 1: Managing People Wisely

Motivating Employees

A key question all managers face is: How do you get your employees to work hard to achieve your unit’s objectives? Understanding how to motivate people is thus a critical skill and source of competitive advantage.

  • How and when to use monetary incentives
  • How to access and enhance employees’ intrinsic motivation
  • How to use social and group dynamics as sources of motivation

Developing a Productive Organizational Culture

An organization’s culture includes the set of shared assumptions, values, and practices that shape how employees make sense of work, relationships, and achievement.

  • How organizational culture affects performance
  • How to influence and develop culture
  • How employee selection and hiring affect culture
  • Using hiring to create and maintain a productive culture

Class 2: Creativity

Creativity involves the generation of an idea that is both novel and useful. Because of fast-changing technologies and increasingly competitive markets, companies are looking to workers at all levels and areas -- not just in the traditionally creative areas of marketing and R&D -- to come up with ideas that can be developed into innovative new products, services, processes, and solutions. Staying a step ahead of competitors often requires creative thinking, but so does responding to competitors quickly and, more generally, responding to an ever-changing environment.

Individuals, teams, and organizations are all creative to some extent, but there is usually room for (much) improvement. This course is about how all three can reach their creative potential. It is designed to (a) help you be more creative, (b) teach you how to manage teams so that they are more creative than members working alone, and (c) help you understand key design elements of organizations that lead to creative workers. Importantly, we will discuss themes of creativity that are common to individuals, teams, and organizations.

Increasing Your Own (and Others’) Creativity

  • What creativity is and why it’s important
  • How analytical thinking can help (not hurt) creative thinking
  • Overcoming the biggest barrier – focusing on too few possibilities
  • Increasing your breadth and depth of relevant knowledge
  • Learn methods for accessing that vast knowledge base in your head
  • Overcoming many natural tendencies that inhibit creativity
  • Understand the relation between creativity and good decision making

Increasing Team and Organizational Creativity

  • How and when teams can be more creative than individuals
  • Natural group and organizational processes that work against creativity
  • How to build teams and organizations that have the most creative potential
  • Access and harness diverse opinions and perspectives in groups and organizations
  • Understand key organizational design elements that increase creative behavior

Class 3: Negotiation Skills for Managers

Negotiation is a fundamental skill, both in business and in life. Despite the fact that we have all been negotiating throughout our lives, the prospect of a looming negotiation usually makes us feel anything but comfortable and confident. A key reason for this unease is that negotiation can seem intimidating, complex and even mysterious. The best antidote is to learn and use a sound analytical approach to negotiating, especially when preparing and developing your strategy. In this segment you will learn a well tested basic analytical framework for negotiation, engage in a simulated negotiations, and analyze them using the framework.

  • Learn basic analytical structure of negotiation
  • How to prepare for a negotiation
  • Learn when to cooperate and when to compete in negotiations
  • Learn the secrets behind win-win solutions and how they can be created
  • Learn when to walk away
  • Learn how group negotiations are different and how to manage them
  • Practice negotiating and get feedback on your negotiating skills

Class 4: 21st Century Decision Making Skills

21st century managers must cope with a high velocity of information and rapidly changing competitive environments. Decisions that arrive at a dizzying pace. Dozens of decisions must be made every day – far too many and far too fast for every decision to be considered carefully. As a result many decisions must be made quickly, using intuition, rules-of-thumb, other shortcuts or just instinct. In this segment you will learn some of the key challenges that arise from making decisions without time for careful analysis, and some strategies for mitigating their effects and improving your decision making.

  • How limits on human information processing capacity make it impossible to avoid making some decisions intuitively.
  • Learn about the two parallel systems of human decision making – one quick and instinctive and one more deliberate.
  • Recognizing too fast decisions in your employees, peers and bosses.
  • Learn about major pitfalls of too-fast decision making and how to avoid them.
  • How to slow down decisions that need a more thorough approach

Who Should Attend

  • Technical people who want to become or have recently become managers
  • C-Level Directors
  • Senior Level
  • Mid-Managers with high potentials


Craig R. M. McKenzie is a Professor of Management and Strategy and Professor of Psychology at the Rady School of Management.

McKenzie's interests revolve around inference, uncertainty and choice. Most of his recent research explains errors people purportedly make in the laboratory by adopting a different (usually Bayesian) normative approach to the task of interest and taking into account the typical structure of the natural environment. He argues that many errors are the result of people behaving as (qualitative) Bayesians who make reasonable assumptions about task parameters that reflect how the world usually works.

McKenzie has won research awards from the National Science Foundation, the Operations Research Society of America and the Society for Judgment and Decision Making. He earned his Ph.D. in psychology in 1994 from the University of Chicago.

Yuval Rottenstreich is a Professor of Management at the Rady School of Management

Rottenstreich has been published in numerous journals including Psychological Review, Psychological Science, Management Science, and the Journal of Consumer Research. He is a Department Editor of Management Science’s: Judgment and Decision Making and is on the editorial board of both Organizational Behavior and Human Decision Processes and the Journal of Behavioral Decision Making.

Rottenstreich comes to the Rady School from the Stern School of Business at New York University, where he was a professor of Management. Rottenstreich earned a Ph.D. in Psychology from Stanford University and an A.B. in Economics and Psychology from the University of Pennsylvania.

David Schkade is a Professor of Management and Strategy and Jerome Katzin Endowed Chair at the Rady School of Management

David Schkade specializes in the psychology of judgment and decision making, measuring subjective experience, and improving decision making.

The primary focus of Schkade’s research is on the psychology of judgment and decision making, and how decision making can be improved. His scholarly work includes over 60 published papers and two books, including his most recent, "Are Judges Political? An Empirical Analysis of the Federal Judiciary." He has studied a wide variety of issues, including the relationship between money and happiness, the design of information displays for decision making, how jurors make punitive damage decisions, the effect of ideology on the decisions of federal appellate judges, environmental resource valuation, valuation of health effects for cost-benefit analysis and why people choose to become organ donors.

Schkade's work has been supported by grants from the National Science Foundation, the Environmental Protection Agency, the Hewlett Foundation, the National Institutes of Health, the Electric Power Research Institute, Exxon and IBM. He serves or has served on the editorial boards of several major journals and on review panels of the National Science Foundation and the Environmental Protection Agency.

He has also served on committees of the National Academy of Sciences, most recently on organ donation, and on cost-effectiveness of federal health-related policies, programs and regulations

He has won both research and teaching awards at the University of Texas and UCSD, and was selected to Who’s Who in Economics 1990-2000. His research on punitive damages has been cited in numerous court cases, including opinions by the U.S. Supreme Court, U.S. Circuit Courts of Appeals and the California State Supreme Court. His editorials, quotations and references to his work have appeared in numerous media outlets, among them The New York Times, The Wall Street Journal, The Washington Post, Financial Times, LA Times, Dallas Morning News, Time Magazine, CNN, UPI, Reuters, ABC, CBS, NBC, NPR, and BBC.


*The Rady School of Management Center for Executive Development (CED) may change, postpone or cancel a class at any time.  We do not provide refunds for any fees related to travel, including but not limited to gas, bus fare, train tickets, airline tickets, etc.  Certificate requirements may also change. We will provide as much notice as possible should this occur.