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Project Teams: Creating a Project Team (Instructor Guide) |
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.
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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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. |
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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. |
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Quality Management: A Path for Change (Instructor Guide) |
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.
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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Quality Management: Implementing Quality Changes (Instructor Guide) |
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.
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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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. |
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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. |
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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. |
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Project Teams: Conducting Team Meetings (Instructor Guide) |
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.
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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Employee Performance: Resolving Conflicts (Instructor Guide) |
1.50 |
Understanding the different styles of conflict resolution can help you identify the most appropriate process to use when addressing conflicts in the workplace. There are two general types of conflict resolution: indirect and direct.
In this course you will learn to: identify conflict resolution styles, resolve conflicts in the workplace, resolve team conflicts, and identify the communication skills required to resolve conflicts.
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. |
