Catalog

Catalogs

Title	Duration (hours)	Description
Sales Management: Forecasting Sales Revenue	0.50	This course will focus on identifying sales forecast factors and types of sales forecasts as well as discussing various types of forecasting approaches.
Sales Management: Effective Sales Teams	1.50	This course will focus on identifying the skills and daily tasks of a sales manager, interviewing sales professionals, identifying relationship-building processes, and identifying trust-building processes.
Sales Management: Effective Sales Performance	1.50	This course will focus on training sales professionals, setting performance standards, evaluating performance, and conducting a sales meeting.
Researching and Writing Grants	1.50	This course covers the basics of grants, the grantseeking process, and writing grant applications. Topics include types and purposes of grants, finding a right “fit” between your program and grantmakers, how to initially approach grantmakers, the “dos and don’ts” of writing grants, and the budget and other documents you will need as part of a grant application.
Quality Management: Understanding Current Performance	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.
Quality Management: The Costs Of Quality	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.
Quality Management: Preparing to Change Processes	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.
Quality Management: Implementing Quality Changes	0.67	Understanding a process is the only way a process improvement team can effectively improve the process. The team must understand how the process currently functions before they can identify problems. In addition, in order to understand how potential changes will affect the process, the team needs to understand specific elements of the process, as well as the process as a whole. In this course you will learn to: identify the elements of a process, as well as techniques used to streamline a process, and measure various aspects of a process.
Quality Management: Ideas and Organization	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.
Quality Management: Fundamentals Of Quality Management	0.50	Quality management is the process, directed by upper management, through which a company continuously tries to improve the quality of workmanship, processes, and products. The primary aim of quality management is to organize project planning, product design, and program implementation, such that resulting products and services are available to customers at a high quality and reasonable cost. In this course you will learn to: identify the concepts commonly associated with quality management, the role of management in implementing quality, and the steps an organization should follow to incorporate improvements into daily management, and identify the ways in which variation leads to loss, select characteristics of common causes of variation, and identify frequent sources of variation.
Quality Management: Customer Orientation	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.
Quality Management: Causes Of Problems	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.
Quality Management: A Path for Change	0.67	In this course you will learn to: identify the qualifications and responsibilities of a process manager, as well as the steps for establishing a process improvement team, and use flow charts in business process improvement.
Project Teams: Projects and Project Teams	1.00	A project is a task or a group of tasks with a distinct beginning and end that is undertaken to create a unique product or service. A project must have defined objectives to clearly indicate when the project is complete. In addition, a project must have a clear end user who will use or benefit from the product or service produced by the project team. When an organization develops temporary needs that are outside the scope of individual employees’ responsibilities, it often forms project teams to address these issues. As a manager, it is your responsibility to recognize the need for a project team, determine the type of team required for the project, and assign employees to the team. In this course you will learn to: identify the phases and requirements of a successful project, and build and organize a project team and avoid pitfalls in project teams.
Project Teams: Preparing Teams for Project Work	1.00	Building a project team is more complex than assigning employees to the team. Team members must feel a sense of dedication to other team members, as well as to the project itself. Members who are not dedicated to the project team often disregard meetings, deadlines, and commitments, causing the entire team to suffer. To avoid these problems, the team managers and supervisors need to encourage team building to benefit the project, the team members, and the organization. In this course you will learn to: empower and motivate a project team and develop positive culture in a project team, identify the causes of change in a team and manage change, and improve existing project teams.
Project Teams: Decision-Making in a Project Team	1.00	Once a project team comes up with options for implementing a project, they must decide which option to use. There are various methods the team can use to make a decision, ranging from authority decision-making to consensus. In this course you will learn to: use the various methods of decision-making available to project teams, and resolve conflicts and achieve consensus in a project team.
Project Teams: Creating a Project Team	1.00	Project teams and non-project teams are similar because they both often have specific time frames in which to complete tasks. However, project teams also have a time frame for the life of the team, whereas non-project teams usually don’t. A non-project team might be established to monitor the effectiveness of an organization’s advertising. The need to monitor advertising effectiveness will be ongoing, and the team will not have an ending date. In this course you will learn to: identify the characteristics of a project team, and understand who the project stakeholders are, and understand how individual responsibilities and stress affect a project team, and how team members can evaluate their performance.
Project Teams: Conducting Team Meetings	1.00	You should hold regular project team meetings in order to maximize the effectiveness of a project. After the team has been assigned, you should schedule an introductory meeting, and set team goals. The purpose of an introductory meeting is to familiarize team members with each other, introduce the facilitator and recorder, and clarify questions that team members might have. In this course you will learn to: identify the various roles in project team meetings and maximize the effectiveness of team meetings, understand the goal setting process in introductory meetings, and identify various issues that a team might face during team meetings.
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.
Project Management Intermediate: Quality Assurance and Control	1.25	This course will cover how to conduct an audit, identify project costs and cost of quality categories, and reduce overall project costs. You will also learn how to develop a quality control system, describe quality control concepts and statistical terms, and use a variety of quality control tools.
Project Management Essentials: Project Scheduling	1.25	This course will focus on how to develop a project schedule by using CPM, PERT, project network diagrams, arrow charting, and Gantt charts and how to dentify the benefits of CPM and PERT, the critical path, and the methods of duration compression.
Project Management Essentials: Project Performance	1.00	This course will focus on how to measure project performance by using various analysis methods, use calculations in earned value analysis, and control project cost, and identify performance, status, progress, close-out, and final project report.
Project Management Essentials: Project Change Control	0.75	This course will focus on how to define project change control and how to identify the steps in accommodating the changes in a project.
Project Management Essentials: Financial Issues	0.75	This course will focus on how to identify the fundamental considerations involved in completing project cost estimates and the importance of your organization’s financial policy and the different types of cost.
Project Management Essentials: Defining the Project	0.50	This course will focus on how to identify the participants and the influence of stakeholders on a project and project objectives, benefits, and constraints.