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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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Managerial Leadership: Motivating Employees Through Change |
0.50 |
Your organization’s vision was created to inspire and unite the members of the organization as they work toward achieving common goals. Change can distract employees from the vision because going through the change process can be intensely personal and emotional. Remembering the vision and its purpose can keep your employees focused on their role in the company.
In this course you will learn to: motivate employees through a change and prepare for difficulty, and overcome resistance and resolve conflict. |
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Managerial Leadership: Motivating Employees Through Change (Instructor Guide) |
0.50 |
Your organization’s vision was created to inspire and unite the members of the organization as they work toward achieving common goals. Change can distract employees from the vision because going through the change process can be intensely personal and emotional. Remembering the vision and its purpose can keep your employees focused on their role in the company.
In this course you will learn to: motivate employees through a change and prepare for difficulty, and overcome resistance and resolve conflict.
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: Planning for Change |
0.50 |
In order to understand the need for change, you must remember one thing: change is constant. Change is a necessary response to an active force. The active force can either be a pressure, which you can attempt to manage in a step-by-step manner, or a crisis, which requires your immediate attention.
In this course you will learn to: identify the phases of the change process, and communicate change and identify the benefits of change. |
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Managerial Leadership: Planning for Change (Instructor Guide) |
0.50 |
In order to understand the need for change, you must remember one thing: change is constant. Change is a necessary response to an active force. The active force can either be a pressure, which you can attempt to manage in a step-by-step manner, or a crisis, which requires your immediate attention.
In this course you will learn to: identify the phases of the change process, and communicate change and identify the benefits of change.
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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Managing Business Risk: Developing a Risk Management Plan |
1.00 |
This course covers how to differentiate between traditional and contemporary risk management and identify the factors influencing a risk management model. You will also learn how to identify and assess the various types of risks, such as economic risks, business risks, and risks unique to an organization as well as how to create and implement a strategic risk management plan. |
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Managing Business Risk: Risk Classifications |
0.75 |
This course covers how to categorize asset exposures into physical, financial, and human exposures and liability exposures into legal and moral exposures. You will also learn how to categorize risk for determining an appropriate risk control strategy. |
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Managing Business Risk: Risk Financing Methods |
0.75 |
This course covers how to identify the legal characteristics of insurance contracts and use the insurance rating methods to project claims-related losses. You will also learn how to identify risk financing dimensions and neutralize risks by using futures and options contracts as well as how to identify the methods of self-insuring and the factors influencing a decision to self-insure. |
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Managing Business Risk: Risk Identification and Control |
1.00 |
This course covers how to identify risk sources and conduct environmental scanning. You will also learn how to evaluate risk, identify an acceptable level of risk, and determine strategies to control risk. |
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Managing Business Risk: Risk Management |
0.75 |
This course covers how to identify the responsibilities of a contract manager and integrate risk management company-wide. You will also learn how to assess disaster risk and create and implement a business contingency plan. |
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Managing Chronic Lower Back Pain in Older Adults |
0.50 |
You are here to gain a basic understanding of chiropractic management in older adults. There is a need for society to change its focus in the management of chronic pain syndromes from a “pain management” perspective to a “functional management” perspective. It’s important to recognize that pain and function do not necessarily equal each other. |
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Managing Performance: Appraising Employee Performance |
1.67 |
The performance appraisal process is an integral part of performance management. It consists of two phases that must be carefully planned and executed: establish a performance plan and complete the performance appraisal process.
In this course you will learn to: understand the performance appraisal process, identify and gather appraisal material, prepare for an appraisal discussion, lead employees in an appraisal discussion, and respond to defensive employees and resolve conflict in an appraisal discussion. |
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Managing Performance: Appraising Employee Performance (Instructor Guide) |
1.67 |
In this course you will learn to: understand the performance appraisal process, identify and gather appraisal material, prepare for an appraisal discussion, lead employees in an appraisal discussion, and respond to defensive employees and resolve conflict in an appraisal discussion. |
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Managing Performance: Legal Appraisals |
0.84 |
In this course you will learn to: identify legal appraisals and responsibilities in relation to laws enforced by the EEOC, and identify risks of legal challenges and the importance of maintaining positive communication. |
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Managing Performance: Legal Appraisals (Instructor Guide) |
0.84 |
In this course you will learn to: identify legal appraisals and responsibilities in relation to laws enforced by the EEOC, and identify risks of legal challenges and the importance of maintaining positive communication. |
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Managing Performance: Performance Improvements |
1.34 |
In the performance appraisal process, there are three steps you must complete before you can help an employee make performance improvements.
1. Appraise an employee’s performance
2. Conduct an appraisal discussion
3. Help an employee make performance improvements
In this course you will learn to: plan performance improvements, handle performance problems, and use effective communication to solve performance problems, conduct status meetings, and maintain documentation of ongoing communication. |
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Managing Performance: Performance Improvements (Instructor Guide) |
1.34 |
In this course you will learn to: plan performance improvements, handle performance problems, and use effective communication to solve performance problems, conduct status meetings, and maintain documentation of ongoing communication. |
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Managing Performance: Performance Management Basics |
1.00 |
Performance management is a process that allows for ongoing communication between employees and managers that results in employees striving for, and reaching, their potential.
In this course you will learn to: define performance management and identify its common pitfalls, understand the importance of creating a performance management plan and the steps involved in establishing a plan, and identify the process for discussing and creating an effective job description. |
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Managing Performance: Performance Management Basics (Instructor Guide) |
1.00 |
In this course you will learn to: define performance management and identify its common pitfalls, understand the importance of creating a performance management plan and the steps involved in establishing a plan, and identify the process for discussing and creating an effective job description. |
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Managing Performance: Performance-Planning Meetings |
1.17 |
In this course you will learn to: identify the steps to conduct an effective performance-planning meeting, identify the process of providing feedback, and identify types of coaching, and document coaching and feedback efforts. |
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Managing Performance: Performance-Planning Meetings (Instructor Guide) |
1.17 |
In this course you will learn to: identify the steps to conduct an effective performance-planning meeting, identify the process of providing feedback, and identify types of coaching, and document coaching and feedback efforts. |
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Managing Stress |
1.00 |
Stress is a normal part of life experiences. Sources of stress vary from person to person. What is stressful to one person may not be stressful to another. This course will help you identify sources of stress and develop unique techniques and strategies for minimizing and alleviating the adverse effects of stress. |
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Manejo de la Ira (Spanish) Anger Management |
1.00 |
La ira es un conjunto de respuestas físicas, emociones y comportamientos desencadenados por una amenaza o frustración percibida. La ira puede ser dañina o útil, dependiendo de cómo afrontes tu ira y la de los demás. Este curso explorará cómo comprender mejor su enojo y manejar sus respuestas de enojo. También examinará las causas del enojo y las formas de utilizarlo de manera constructiva.
Anger is a set of physical responses, emotions, and behaviors triggered by a perceived threat or frustration. Anger can be harmful or helpful, depending on how you cope with your anger and the anger of others. This course will explore how to understand your anger better and manage your anger responses. You'll also examine the causes of anger and ways to use it constructively.
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Manejo del Paciente Segur (Spanish) Safe Patient Handling |
0.50 |
Este curso cubre la historia de cuidar y la asistencia sanitaria, y heridas profesionales. De acuerdo con las leyes, existen ciertas formas de manejar estas situaciones con un profesional de la salud. |
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Mang Mountain Pit Viper |
1.00 |
In this module you will learn about an elusive, beautiful—and highly threatened—species from China. The Mang Mountain pitviper Protobothrops mangshanensis is just as important to the ecosystem as the giant panda—if a little less cuddly. |
