Team Management in Business: practical management and leadership

Course overview

Description generated based on course syllabus and open data.

The course materials systemize team management in business: management style, leadership competencies, interaction, conflicts and crisis scenarios. It includes a team interaction map, motivation package framework and constructive feedback tools based on practical cases. Lecturer — Larysa Stirska, HRD with 10+ years of experience: former HR Director at Multiplex, Bodo and “Budynok Ighrashok”, current HR Director at “Puzata Khata” (3000+ employees); involved in launching 9 cinemas and 8 stores with 95%+ vacancy closure rates.

Who team management in business fits and who it does not

Suitable for managing teams

• Heads of functions, team leads and HR managers who need structured team management tools.
• Entrepreneurs and operations managers building team interaction without micromanagement.
• Specialists transitioning to leadership roles and defining a personal management style.

Not suitable for

• Those expecting universal recipes without considering business context.
• Those not planning to apply team communication and role tools in practice.

Team management problems → target outcomes in business

• Problem: unclear roles and ownership.
  Target outcome: role matrix and interaction map for transparent processes.
• Problem: conflicts and cross‑department escalations.
  Target outcome: conflict handling procedure and communication norms.
• Problem: weak motivation and turnover.
  Target outcome: motivation package principles and engagement metrics.
• Problem: unhelpful feedback and lower work quality.
  Target outcome: constructive feedback templates and competency development plan.
• Problem: lack of crisis preparedness.
  Target outcome: crisis response checklist and decision‑making scenarios.

Comparison with team management alternatives

• Self‑learning: flexible but fragmented; high time cost for curation and validation.
• Internal seminars: aligned with company culture but limited by one environment.
• Academic programs: fundamental yet slow and not always applicable to day‑to‑day operations.
• This team management program: focused on applied tools: roles, communications, feedback, motivation and crisis protocols.

Outcomes of completing the team management program

Practical assets and tools

• Team interaction map and R&R matrix.
• Communication policy and feedback rules.
• Constructive feedback templates (1:1, performance review).
• Motivation package plan linked to roles and goals.
• Conflict mediation procedure and escalation path.
• Crisis response checklist and decision scenarios.
• Productivity and engagement metrics for regular monitoring.