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Cognitive Awareness |
1.00 |
All people have had specific experiences during their life that have shaped the way they think. This course is geared toward people dealing with faulty thinking and self-destructive behaviors due to past experiences. It is designed to help people learn how and why they think the way they do. It is also to teach cognitive skills to help with self-development. |
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Effective Presentations: Fundamentals of Persuasion (Instructor Guide) |
1.17 |
Although all presentations are persuasive to some extent, a true persuasive presentation attempts to influence the way audience members think about something or influence the way they behave.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Advanced Interpersonal Communication: First Impressions and Building Rapport |
0.67 |
Although it only takes 30 to 45 seconds to formulate a first impression, it often requires four or five additional encounters to change someone's first impression. Many times, once you've made a first impression, you will not have a second opportunity to change that impression. Therefore, it's important to make your best impression on the first try.
In this course you will learn: to identify the elements that influence a first impression, to build rapport, and establish credibility with others, and to build positive relationships. |
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Advanced Interpersonal Communication: First Impressions and Building Rapport (Instructor Guide) |
0.67 |
Although it only takes 30 to 45 seconds to formulate a first impression, it often requires four or five additional encounters to change someone's first impression. Many times, once you've made a first impression, you will not have a second opportunity to change that impression. Therefore, it's important to make your best impression on the first try.
In this course you will learn: to identify the elements that influence a first impression, to build rapport, and establish credibility with others, and to build positive relationships.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Project Teams: Communicating in a Project Team |
1.00 |
Although most people think of communication as the act of speaking, the act of receiving a message, or listening, is an extremely vital part of communication. Seventy to 90 percent of your time is spent listening, not speaking. Active listening includes not only hearing words that are spoken, but interpreting the verbal message and nonverbal communication as well.
During a project team meeting, you need to communicate with clarity to ensure that the entire team understands what is said.
In this course you will learn to: use good listening skills when communicating within a project team, understand and use good verbal communication skills and empowerment to communicate effectively within a project team, and receive and give feedback. |
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Project Teams: Communicating in a Project Team (Instructor Guide) |
1.00 |
Although most people think of communication as the act of speaking, the act of receiving a message, or listening, is an extremely vital part of communication. Seventy to 90 percent of your time is spent listening, not speaking. Active listening includes not only hearing words that are spoken, but interpreting the verbal message and nonverbal communication as well.
During a project team meeting, you need to communicate with clarity to ensure that the entire team understands what is said.
In this course you will learn to: use good listening skills when communicating within a project team, understand and use good verbal communication skills and empowerment to communicate effectively within a project team, and receive and give feedback.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Safety and Survival in an Active Shooter Event |
1.00 |
An all too unfortunate reality is that active shooter events are occurring with alarming frequency throughout the world. This course is intended to make you aware of the steps you should take if you are ever involved in an active shooter event. |
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Correcting Performance Problems: Identifying Performance Problems (Instructor Guide) |
1.50 |
An attendance problem occurs when an employee fails to report to work, doesn’t give proper notification of an absence, or exceeds the number of days allotted for absence.
You should address attendance problems carefully. Handling these problems poorly can lead to serious consequences, such as frequent employee turnover or workplace aggression. Before confronting an employee with an attendance problem, you need to identify the type of attendance problem and determine its severity.
In this course you will learn to: identify the types of attendance problems, assess their impacts, and determine a problem’s severity, identify the types of achievement problems, assess their impacts, and determine a problem’s severity, identify the types of conduct problems, assess their impacts, and determine a problem’s severity. |
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Correcting Performance Problems: Identifying Performance Problems |
1.50 |
An attendance problem occurs when an employee fails to report to work, doesn’t give proper notification of an absence, or exceeds the number of days allotted for absence.
You should address attendance problems carefully. Handling these problems poorly can lead to serious consequences, such as frequent employee turnover or workplace aggression. Before confronting an employee with an attendance problem, you need to identify the type of attendance problem and determine its severity.
In this course you will learn to: identify the types of attendance problems, assess their impacts, and determine a problem’s severity, identify the types of achievement problems, assess their impacts, and determine a problem’s severity, identify the types of conduct problems, assess their impacts, and determine a problem’s severity. |
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Building Relationships with Children and Youth |
2.00 |
An environment that fosters positive relationships between children, youth and adults is critical to creating a high quality program. This course supports participants in exploring how to build positive, meaningful relationships with children and youth, in order to plan programs that best meet their needs. |
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Growing as a Professional: Health and Stress Management (Collection) |
2.00 |
An important part of professionalism in the school-age field is continued personal growth and development in relation to the field. This requires using appropriate resources and strategies to further individual professional development. In this course, we will explore professional development opportunities for school-age staff. |
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Growing as a Professional in School-Age Programs: Opportunities for Professional Development |
1.00 |
An important part of professionalism in the school-age field is continued personal growth and development in relation to the field. This requires using appropriate resources and strategies to further individual professional development. In this course, we will explore professional development opportunities for school-age staff. |
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Infectious Diseases: Causes and Symptoms |
1.00 |
An infectious disease is an illness that is caused by organisms such as bacteria, viruses, fungi, and parasites. Many of these organisms live in or on our bodies, and are normally harmless. But under certain circumstances, they can cause disease.
Course Learning Objectives:
- Describe infectious disease, and the ways in which germs that can cause infectious disease are spread.
- Identify common symptoms of infectious diseases, and why young children are vulnerable to infectious diseases. |
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Infectious Diseases in Early Childhood (CDA 1) |
3.00 |
An infectious disease is an illness that is caused by organisms such as bacteria, viruses, fungi, and parasites. Many of these organisms live in or on our bodies, and are normally harmless. But under certain circumstances, they can cause disease. This course is also designed to be part of a Child Development Associate (CDA) Credential™ curriculum. It covers Subject Area 1: Planning a Safe, Healthy Environment to Invite Learning. |
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Interviewing Skills: Fundamentals Of Interviews (Instructor Guide) |
1.00 |
An interview is a planned, focused conversation that provides an employer with information needed to evaluate a candidate’s ability and motivation to perform a job successfully. In addition, interviews enable you to analyze an individual’s potential fit with an organization. To select the right candidate, you need to have a range of interviewing skills.
In this course you will learn to: discuss the benefits of interviewing skills and identify the various types of interviews, and define the success factors for a position and identify the steps involved in writing and finalizing those success factors.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Interviewing Skills: Fundamentals Of Interviews |
1.00 |
An interview is a planned, focused conversation that provides an employer with information needed to evaluate a candidate’s ability and motivation to perform a job successfully. In addition, interviews enable you to analyze an individual’s potential fit with an organization. To select the right candidate, you need to have a range of interviewing skills.
In this course you will learn to: discuss the benefits of interviewing skills and identify the various types of interviews, and define the success factors for a position and identify the steps involved in writing and finalizing those success factors. |
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Budgeting: Operating Budgets |
1.00 |
An operating budget is a projection of the entire income statement of a company, or department. Operating budgets manage the operations of a company or department. They include the expenses associated with manufacturing, selling, and distributing products. Operating budgets also help to administer the daily functioning of the company. They project the expenses a company will incur in its manufacturing facilities, as well as the revenue that it will generate. |
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Managerial Leadership: Leading with a Vision (Instructor Guide) |
1.50 |
An organization does not generate itself—it is founded by one or more people who take the initiative to put an idea into action. Leadership is the cement that unites members of an organization to achieve a common end.
Leadership helps members of an organization understand the organization’s purpose, and makes sure they do not lose sight of the organization’s vision. If an organization functions ineffectively, leadership helps members cope with the changes needed to improve the organization, enabling fulfillment of the vision or goals.
Leadership also helps members of an organization work to their full potential. If a team has the ability and resources to complete a task, leadership can provide the motivation and inspiration the team needs to complete the task.
In this course you will learn to: Identify a leader, define the vision of an organization and write a vision statement, and relate goals to the vision statement.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Managerial Leadership: Leading with a Vision |
1.50 |
An organization does not generate itself—it is founded by one or more people who take the initiative to put an idea into action. Leadership is the cement that unites members of an organization to achieve a common end.
Leadership helps members of an organization understand the organization’s purpose, and makes sure they do not lose sight of the organization’s vision. If an organization functions ineffectively, leadership helps members cope with the changes needed to improve the organization, enabling fulfillment of the vision or goals.
Leadership also helps members of an organization work to their full potential. If a team has the ability and resources to complete a task, leadership can provide the motivation and inspiration the team needs to complete the task.
In this course you will learn to: Identify a leader, define the vision of an organization and write a vision statement, and relate goals to the vision statement. |
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Advanced Interpersonal Communication: Organizational Culture (Instructor Guide) |
1.34 |
An organizational culture is the personality of an organization. This personality is both determined and accepted by the organization’s members. For example, an organization might have a culture that is youthful, energetic, and fast-paced. In this type of culture, decisions are made quickly, and employees are empowered to take action in a wide variety of situations. Another organization might be more straight-laced and policy-oriented. This organization would be much more formal and serious in the way it does business. It is important to recognize and understand the culture of an organization, so that you can determine your fit with the organization.
In this course you will learn: to determine the nature of an organization’s culture, to use the cultural network to your advantage, and identify the characteristics of the roles exhibited in the network, to identify the elements of physical culture that affect interpersonal communication, and to identify the ways in which managers can build a positive culture.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Advanced Interpersonal Communication: Organizational Culture |
1.34 |
An organizational culture is the personality of an organization. This personality is both determined and accepted by the organization’s members. For example, an organization might have a culture that is youthful, energetic, and fast-paced. In this type of culture, decisions are made quickly, and employees are empowered to take action in a wide variety of situations. Another organization might be more straight-laced and policy-oriented. This organization would be much more formal and serious in the way it does business. It is important to recognize and understand the culture of an organization, so that you can determine your fit with the organization.
In this course you will learn: to determine the nature of an organization’s culture, to use the cultural network to your advantage, and identify the characteristics of the roles exhibited in the network, to identify the elements of physical culture that affect interpersonal communication, and to identify the ways in which managers can build a positive culture. |
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Managerial Leadership: Making Vision a Reality |
1.00 |
An organization’s vision must be communicated in a manner that inspires people to participate in fulfilling it. Before members of an organization work to their full potential, they must first understand what it is they are working for—to make the organization’s vision a reality.
It is through communication that a leader gains support for the organization’s vision. People will not commit to something blindly, nor should they be expected to commit without information. Therefore, when, how, and to whom an organization’s vision is communicated is of great importance to the successful fulfillment of the vision.
Your organization’s vision must be communicated to the people who’ll have a hand in fulfilling it, as well as to the people who’ll be affected by it, such as clients or investors. Your organization’s vision should also be communicated to potential employees, or other people in the community who come into contact with your organization.
In this course you will learn to: communicate the vision, gain support for the vision, and empower employees, and implement the organization’s vision. |
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Managerial Leadership: Making Vision a Reality (Instructor Guide) |
1.00 |
An organization’s vision must be communicated in a manner that inspires people to participate in fulfilling it. Before members of an organization work to their full potential, they must first understand what it is they are working for—to make the organization’s vision a reality.
It is through communication that a leader gains support for the organization’s vision. People will not commit to something blindly, nor should they be expected to commit without information. Therefore, when, how, and to whom an organization’s vision is communicated is of great importance to the successful fulfillment of the vision.
Your organization’s vision must be communicated to the people who’ll have a hand in fulfilling it, as well as to the people who’ll be affected by it, such as clients or investors. Your organization’s vision should also be communicated to potential employees, or other people in the community who come into contact with your organization.
In this course you will learn to: communicate the vision, gain support for the vision, and empower employees, and implement the organization’s vision.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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San Diego Zoo - Interpretation Basics: Module 1 |
2.50 |
An understanding of interpretation techniques is increasingly important for professionals and volunteers in zoos, aquariums, museums, and a variety of other tourism and hospitality organizations. This course will introduce the basics of interpretation, including the origins of interpretation, Tilden’s Six Principles of Interpretation, connecting tangibles with intangibles, and understanding visitors’ needs and motivations. |
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Grow and Thrive while Becoming Greener |
1.00 |
Andrew Fischer, Retail General Manager of the world renowned Monterey Bay Aquarium and Green Team Chairman for Service Systems Associates (SSA) will be presenting information about his company’s successful eco-efforts and how your organization can also grow and thrive while becoming greener. He will also review some of the challenges and opportunities that his company has dealt with over the years – and the many success stories his team has been inspired to pursue. Topics in this course will include:
- Partnering with your client or vendor to build a green team
- Learning green practices from others
- Establishing eco-friendly standards
- Communicating with your green team and locations
- Project programs – examples of successes and challenges
- Green financial vision
Andrew, as a representative of Service Systems Associates can provide additional information and resources for you to build a greener and healthier business |
