Catalog

Catalogs

Title	Duration (hours)	Description
Advanced Interpersonal Communication: Building Relationships Through Feedback	0.75	Providing feedback is an important element in building a relationship because it closes the circle of communication that links the listener and speaker. Until feedback is given, the people involved in communication are either speakers or listeners. Once a speaker receives feedback, the roles switch, and both parties are equally involved in a conversation. In this course you will learn to use paraphrasing effectively, and provide positive and constructive feedback in a business setting.
Advanced Interpersonal Communication: Colleagues and Subordinates	0.50	Colleagues might include people in your office, team, department, or division. They do not hold a supervisory position over you, nor do you hold a supervisory position over them. Instead, you are all in a similar place on the corporate ladder. Learning how to communicate effectively with your colleagues helps maintain a friendly and effective workplace, and enables you to better promote your ideas and respond to those of others. In this course you will learn: to identify the guidelines for communicating with colleagues, and how to take appropriate steps to apologize to subordinates; use appropriate tactics to refuse a subordinate’s request; and dismiss a subordinate.
Advanced Interpersonal Communication: Communication Styles and Methods	0.75	To be successful in the workplace, you must be able to effectively communicate and cooperate with clients and co-workers. Learning about the four types of communication styles helps a listener understand a speaker’s perspective. It also helps a speaker understand how their communication affects the listener. In this course you will learn: to identify primary and secondary communication styles, and to communicate using various verbal and nonverbal modes of communication.
Advanced Interpersonal Communication: Customers and Vendors	0.50	Your customers include anyone who uses your company or organization to obtain goods and services. Customers might be internal or external. An internal customer is a member of your organization and can be a supervisor, colleague, or subordinate. An external customer is someone from outside your organization. Each customer is of equal importance, regardless of the amount of business that customer provides to your organization. You should provide the same level of quality goods and services all your customers, and all are equally deserving of efficient and effective communication. In this course you will learn: to respond to customers’ complaints, and to reject a vendor’s contract without rejecting the vendor, and address a complaint to a vendor.
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.
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.
Advanced Interpersonal Communication: Supervisors	0.75	When you think of a supervisor, you probably think of your immediate boss. However, in the workplace, most people have several supervisors. Your workplace might be divided into teams, departments or divisions. Within each level, there is a supervisor to whom you are accountable, even if you do not deal with that person on a day-to-day basis. Company executives and board members can also be considered supervisors because they might have the power to make decisions regarding your employment, salary, promotions, and work assignments. It is important to communicate effectively with all of your supervisors to maintain an efficient workplace and to be able to promote your own ideas for improvements. In this course you will learn to: identify the types of ineffective supervisors and ways to interact with them, and negotiate a raise with a supervisor and offer an effective resignation.
Beyond Pride: Year-Round Action	1.00	Every June, Pride Month offers a chance for celebration and equal rights activism for the LGBTQ+ community and their allies. But what happens when the rainbow-themed window displays and social media filters are put away? How do we remain authentic supporters of LGBTQ+ rights and honor the community for the rest of the year? This course will help. This is the second in a two-part series. The first course (Power and Pride: The Origins of Pride Month) reviews the origins and history behind Pride Month. This second course contains practical advice for organizations and individuals who want to live out inclusive values and remain committed to advocacy year-round.
Budgeting: Budgeting Fundamentals	1.33	A typical budget contains information for a single year and is updated and revised periodically. Each company creates a budget that fits its unique needs. A budget can be used for many purposes, but its primary functions should be to support strategic goals and to help identify when actual results deviate from what was predicted.
Budgeting: Capital Budget Analysis	0.75	A capital appropriation request form is a document that managers use to request capital funding for their departments. This is the first step in the documentation process for capital projects.
Budgeting: Capital Budgets	1.00	Budgets represent how a company will use its resources to accomplish its goals. To achieve some goals, companies need to invest in new facilities or expensive equipment. These items, which will help produce income over a number of years, are planned for in capital budgets. Capital budgets have their own terminology with which you will need to be familiar in order to plan well and make good decisions. Depreciating is one of the central concepts in capital budgeting.
Budgeting: Manufacturing Budgets	0.50	Manufacturing budgets outline and plan the expenses that a company undertakes to manufacture its products. Until products are sold, the cost of producing them is considered part of the company’s assets as inventory. Generally, you would not consolidate these expenses with non-manufacturing budgets in the master budget.
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.
Budgeting: Reviewing Budgets	1.00	A typical budget contains information for a single year and is updated and revised periodically. Each company creates a budget that fits its unique needs. A budget can be used for many purposes, but its primary functions should be to support strategic goals and to help identify when actual results deviate from what was predicted.
Budgeting: Variances, Forecasts, and Action Plans	0.75	Budgets are rarely perfect, and variances will occur. To avoid significant problems or missed opportunities, you should study all variances to determine their causes and possible effects. Some variances are favorable, while others are not. You can use variances in year-to-date figures for sales, materials, labor, and to project more accurate forecasts for the rest of the year.
Business Accounting: Accounting for Assets	1.00	This course will cover how to identify asset types and use the accounting equation and how to define current assets and identify related accounting methods. You will also learn how to define noncurrent assets and identify related accounting methods.
Business Accounting: Accounting for Inventory	1.00	The term inventory refers to the assets that a company holds for resale in the normal course of business. It is important to distinguish between the types of inventory costs incurred and how the inventory costs are calculated.
Business Accounting: Accounting for Liabilities	0.75	This course will cover how to define and account for the various types of current liabilities. You will also learn how to define and account for the various types of long-term liabilities.
Business Accounting: Accounting System	0.50	This course will cover how to define accounting terms and identify the institutions that establish accounting principles for businesses. You will also learn how to relate the accounting system to various business activities.
Business Accounting: Stockholders' Equity	1.50	This course will cover how to identify various types of stocks and calculate the value of a corporation’s stock as well as how to use financial ratios to calculate book value and market value per share. You will also learn how to identify the components of stockholders’ equity and report stockholders’ equity on financial statements.
Business Accounting: Time Value of Money	1.00	This course will cover how to calculate the present and future values of a cash flow as well as how to calculate the interest rate and the maturity date of a security by using the time value of money equation. You will also learn how to calculate the present and future values of ordinary annuity and annuity due and the present and future values of bonds.
Business Ethics: Ethical Decisions	1.67	In this course you will learn to: define business ethics, describe how to balance personal values and organizational ethics, and identify common ethical dilemmas and their causes, and describe the DECISIONS method of making ethical decisions and identify the barriers to making such decisions.
Business Ethics: Managerial Ethics	1.34	In this course you will learn to: identify the characteristics of ethical managers, different ethical styles, and the important ethical components of various human resource issues, and ensure ethical behavior in the workplace and address the ethical dilemmas of subordinates.
Business Ethics: Organizational Ethics	1.50	In this course you will learn to: identify the need for organizational ethics and the types of ethical issues that arise in various functional areas, promote and maintain ethical principles in business, develop a corporate code of ethics and execute an internal audit, identify types of corporate social responsibilities and handle conflicts in responsibilities when they arise.
Business Ethics: Unethical Behavior	1.00	In this course you will learn to: recognize the sources of unethical behavior, and take action to prevent it, and end unethical behavior by conducting an intervention meeting, and promote ethical behavior in the workplace.