Catalog

Catalogs

Title	Duration (hours)	Description
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.
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.
Employee Performance: Feedback (Instructor Guide)	1.67	Giving feedback facilitates organizational growth and development. Feedback helps improve job performance while promoting professional and personal growth in employees. Managers who know how to give feedback allow employees to advance themselves and grow as individuals and workers. Through proper guidance, employees acquire the necessary skills to meet their job requirements. Feedback helps build interpersonal relationships between managers and employees, while improving their self-esteem and job satisfaction. In this course you will learn to: identify the focus of feedback, and give and receive feedback effectively, provide positive and constructive feedback, monitor performance after providing feedback, identify communication styles, and manage difficult feedback sessions, and identify when to avoid giving 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.
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.
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.
Organizational Communication: Communication Basics (Instructor Guide)	1.25	Good internal and external communication is crucial to any organization’s success. In this course you will learn to: communicate effectively, define the theories of management, identify organizational types and characteristics, and plan communication flow. 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.
Organizational Communication: Leadership and Motivation (Instructor Guide)	1.00	Organizational communication relies on the communication skills of employees, managers, and leaders. The competence of leaders is reflected in their communication skills. Communication skills also play a major role in differentiating a manager and a leader. To become an effective leader, you need to understand the theories of leadership. The structure of an organization also determines the ability of a manager. Although motivation resides within an individual, organizations can affect motivation through communication. To motivate employees, management must clearly outline its expectations, goals, and rewards. Organizational structure can affect the communication used to motivate employees, as well as other types of communication within the organization. In this course you will learn to: describe how communication skills and leadership are related, and define the theories of motivation, and identify motivational tools and the impact of nonverbal behavior. 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.
Organizational Communication: Relational Context and Organizations (Instructor Guide)	0.75	The relational context of a communication exchange includes the circumstances, within an organization, that necessitate this exchange between employees. A number of factors affect the relational context, including the status of the employees within the organization, their motivation, and their relationship with other employees. All communication within an organization depends on the intent of the participants. In this course you will learn to: identify the relational context and the factors that influence it, and identify the different personality types, and develop individual-organizational 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.
Organizational Communication: Technology in the Workplace (Instructor Guide)	0.84	The impact of technology has sped up the communication process in organizations. As a result, communication can occur at any time and place. To facilitate effective communication in an organization, you need to identify and use different communication technologies. In this course you will learn to: identify the various categories of technologies, identify the impact of technology on organizations, and identify the guidelines for applying technology in an organization. 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.
Organizational Communication: Context, Stress, and Managerial Tools (Instructor Guide)	0.75	Good communication and listening skills are vital in any exchange. Organizations need employees to communicate in different environments. You can communicate your ideas more effectively by adapting your communication to a specific context. Different contexts can create stress in individuals. Stress is the perception of pressure, anxiety, or urgency that individuals relate to a goal or responsibility. Stress can influence people positively or negatively. Different people have different capacities for handling stress. Stress can help motivate, drive, and focus an individual. However, when stress exceeds an individual’s capacity, it can cause physical and mental problems. In this course you will learn to: select an environmental context, and manage stress and anger, and mediate 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.
Employee Performance: Conflicts (Instructor Guide)	0.67	In any organization, there are individuals with unique personalities and responsibilities. Conflicts are an inevitable part of employee interaction. Knowing how to resolve conflicts when they arise is vital to the well-being of any company. In this course you will learn to: identify common myths associated with workplace conflicts, common reasons that conflicts arise, and types of workplace conflict, and distinguish between conflict management and conflict resolution. 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.
Organizational Communication: Power, Politics, and Diversity (Instructor Guide)	0.75	Power is the ability to influence someone to do something that they would not do without encouragement. Various types of power and power strategies depend on the level of influence. The existence of different levels of power in an organization gives rise to organizational politics. Politics can arise between individuals who differ from each another. To avoid confrontation arising from differences, it is important for people to recognize the benefits of diversity within their organization. In this course you will learn to: identify different levels and types of power, identify strategies to manage diversity and to communicate in different cultures, and identify the steps and guidelines for empowerment. 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.
Strategic Decision Making: Preparing to Make Decisions (Instructor Guide)	1.50	In this course you will learn to: identify the factors that influence the outcome of a decision, and follow the steps of the decision-making process, define your decisions appropriately by establishing objectives, identify the problems decision frames can present, and the actions you can take to understand decision frames, and identify the guidelines for avoiding the problem of overconfidence, and describe the techniques for managing uncertainty. 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.
Strategic Decision Making: Decision Options (Instructor Guide)	1.17	Before you begin generating options for a business decision, you should take time to understand the decision you’re going to make. You can increase and improve your options by using available techniques and by avoiding pitfalls. When planning to make a decision, you might generate other options, and compare them without considering which approach you should use to make the decision. By failing to consider your approach, you might select one of the options without considering all the necessary information. This lack of information can prevent you from recognizing and considering some of the best options. In this course you will learn to: identify the techniques for generating options and improving the quality of your options, and evaluate your options and identify the techniques for making a final decision. 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.
Strategic Decision Making: Decision Results (Instructor Guide)	0.84	After implementing a decision, you should review the process you followed to reach it, regardless of the outcome. There are guidelines that you can use to review and learn from your decisions. You also need to be aware of the various pitfalls to avoid when learning from your decisions. You can improve your decision making skills by examining a variety of other sources, such as the experience of people in your company and the decisions of other companies. You should not overlook these opportunities, because they will improve your decision-making skills, and help you to avoid similar mistakes in the future. In this course you will learn to: identify the guidelines to follow and pitfalls to avoid when reviewing your decisions, and identify actions you can take to learn from the experience of others. 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.
Strategic Decision Making: Complex Decisions (Instructor Guide)	1.34	Complex decisions are influenced by many factors. Such decisions are difficult to make, because you might not know how various options will turn out when implemented. Although many forces have an effect on your decision, only some of them are likely to have a real impact. The secret of success is to isolate the essential variables that affect the outcome of the decision. You can build scenarios to test different sets of assumptions, and determine the assumptions that are controlling factors versus the ones that are nonessential. Planning a decision scenario improves your options. It helps you test a variety of assumptions to gauge their impact and to determine which one is the best. When planning decision scenarios, you should identify the certainties, uncertainties, and trends that might affect your decision. Use this information to build multiple decision scenarios that can indicate the possible consequences of the decisions you make today. In this course you will learn to: create scenarios by using the extremes method and the driving forces method, and manage linked decisions and follow the guidelines for making linked decisions. 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.
Strategic Decision Making: Group Decisions (Instructor Guide)	1.34	Group decisions can benefit not only the group, but also the entire organization. The techniques used to make group decisions are similar to those that individuals use to make decisions. Group decisions incorporate the thoughts and opinions of several individuals who share multiple viewpoints and decision frames. In this course you will learn to: determine a decision’s success and arrive at a group decision by using affinity diagrams, and identify the techniques for encouraging constructive conflict and the actions for overcoming groupthink. 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.
Strategic Decision Making: Negotiation Decisions (Instructor Guide)	1.17	In this course you will learn to: improve negotiation strategies and identify the actions that can improve decision outcomes, and identify the decision making pitfalls negotiators encounter. 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.
Employee Performance: Communication (Instructor Guide)	1.00	Communication is effective when a listener clearly understands a speaker’s message. Good communication fosters a productive exchange of ideas while minimizing the possibility of confusion or misunderstanding. When trying to communicate with a difficult employee, you must be willing to work with that person to correct the problematic behavior. Openly discussing the behavior can help you find a mutually acceptable solution. In this course you will learn to: communicate clearly and effectively by using verbal and nonverbal communication, and improve your listening skills, and communicate with difficult supervisors and coworkers, take a proactive approach when dealing with difficult employees, and identify types of employee dismissals. 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.
Quality Management: The Costs of Quality (Instructor Guide)	0.50	Before the quality revolution that began in the United States in the 1980s, quality was frequently viewed as a goal that came at a higher price for production. However, the reality is that poor quality is a result of the ineffective use of resources, including wasted material and labor. Therefore, improved quality means better use of resources and lower costs. In this course you will learn to: identify the relationship between quality and cost, the benefits of establishing quality requirements, management’s responsibilities for achieving conformance, and the costs of customer dissatisfaction. 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.
Quality Management: Customer Orientation (Instructor Guide)	0.75	Customer orientation is an organizational mindset in which meeting the needs of the customer becomes an organization’s focus. Customer orientation is an important aspect of quality management because it ensures customer satisfaction by integrating the customer’s needs into strategic planning, product development, and product delivery. There are three components that comprise customer orientation: awareness of the market, communication of market intelligence to the entire organization, and initiatives to make use of the market intelligence. 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.
Quality Management: Understanding Current Performance (Instructor Guide)	1.00	In this course you will learn to: identify types of flow charts and create and analyze a flow chart, create and analyze a check sheet, create and interpret a histogram, create and interpret a run chart, and identify characteristics of a control chart. 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.
Quality Management: Causes Of Problems (Instructor Guide)	0.67	In this course you will learn to: create and interpret a cause-and-effect diagram, create and analyze a Pareto chart, create and interpret a scatter diagram, and create an interrelationship diagram and use it to identify root causes. 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.
Quality Management: Ideas and Organization (Instructor Guide)	0.84	Brainstorming works best when used by a group of four to nine people. When brainstorming, team members’ goals should be to break their existing patterns of thought by generating original and creative ideas. In this course you will learn to: sequence and follow the steps for brainstorming, identify the purpose of affinity diagrams, construct activity network diagrams, and identify the benefits of using CPM and PERT charts to understand the critical path of a project. 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.
Quality Management: Preparing to Change Processes (Instructor Guide)	0.75	Business process improvement is a basic managerial responsibility. Just as managers are responsible for employee performance appraisals and budgeting, they are also responsible for making continual improvements in their division or department. Because improving business processes is an ongoing effort, management needs to control and coordinate processes to ensure their success. In addition, employees who are affected by improvement changes need active support from management. In this course you will learn to: identify management goals in preparation to lead business process improvement, as well as plan improvements. 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.