During the past decade, the changing marketplace has fostered a re-examination of management strategies, leadership and work. There have been increased demands on corporations to increase quality and productivity, meet the challenge of global competition, respond more effectively to change and uncertainty, create a friendlier work environment and reduce costs. These factors have had a profound impact on how we develop and manage people.

In any organization, the firstline supervisors work, plan, manage and live at the point of execution. It is these supervisors who can make the greatest difference in productivity, quality and levels of service, if they have the right tools and training to be proactive in their approach.

The AMS Group management and supervisory development programs assist managers and supervisors in dealing with human behavioral problems arising in the work environment and interfering with productivity. The manager/supervisor will
learn to:

  • Properly analyze a situation
  • Choose and plan an appropriate corrective course of action
  • Evaluate progress against the plan
  • Reinforce improvements
  • Sustain measurable results

This focus on management/supervisory development is based on the recognition that the supervisor is the key to proper transmission of management’s objectives to hourly employees and must be an effective communicator. This is often not the case in most circumstances and it is important to work toward changing this.

The AMS Group will design and conduct a supervisory/managerial development program tailored to specific client needs and requirements, ensuring improvements in organizational effectiveness. Programs consist of both formal training and individual coaching and reinforcement to ensure application of concepts to the realities of the workplace. This reinforcement process is designed to help supervisors make positive changes in their own behavior through the application of workshop activities to work realities.


  • Recognize the need to move from a “silo” mentality to one of collaboration in order to achieve certain goals
  • Identify the goal(s) requiring collaboration and the stakeholders critical to successful achievement
  • Establish and agree on roles, alignment of responsibilities and expectations of relationships: participation, support and information
  • Develop and implement action plan for optimizing relationships and achieving goal(s)


  • Recognize the need for good time management and the costs of poor time management
  • Develop strategies for identifying and getting rid of time wasting activities
  • Plan effectively to build and utilize new habits for more effective utilization of time, both personal and team
  • Increase effectiveness through establishment of priorities – urgent vs. important and high value vs. low value
  • Manage conflicting priorities to achieve best results


  • Recognize that conflict can be healthy when handled appropriately and resolved constructively
  • Understand the various types, aspects and causes of conflict – in any group, it is inevitable because different people have different viewpoints and play different roles within the organization or group
  • Determine an appropriate intervention to resolve conflict – intervene in interpersonal disputes; use conflict reduction techniques; develop cohesion and morale; obtain input and participation; and facilitate group problem solving. Utilize conflict resolution process to stimulate creativity, consider alternatives and develop more appropriate courses of action to achieve positive outcomes


Recognize opportunities where coaching is appropriate – “coachable moments” – for employees to improve performance and expand competencies:

  • Determine needs and performance objectives for individual coaching sessions
  • Apply effective interpersonal skills that add value to the coaching process for both the coach and the coached
  • Follow-up and provide appropriate feedback to ensure ongoing success of coaching sessions


  • Understanding and applying theories of motivation
  • Assessing personal motivation skills
  • Identifying key factors for building a motivated team
  • Creating motivational climate
  • Influencing motivation through performance goals, coaching and feedback
  • Developing personal improvement plans


  • Role of the “change agent”
  • Identifying forces/need for change – structural, behavioral, technological
  • Determining desired outcomes
  • Defining the change and determining appropriate interventions to ensure success
  • Approach and implementation; dealing with reaction to change
  • Follow-up and evaluation
  • Sustaining the change


  • Developing a communication strategy
  • Planning and structuring oral and written communications
  • Communicating feedback up, down and across the organizational structure
  • Difficult conversations
  • Meeting effectiveness

Our reputation speaks for itself. It’s time for The AMS Group’s business professionals to help your organization become more effective.

Something that was really different with Adept – they were never perceived as consultants, they were received and worked as peers from day one.”

– Plant Manager, Stamping

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don’t grow vertically; they grow exponentially. – Indra Nooyi