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Conducting Meetings: Fundamentals of Conducting Meetings (Instructor Guide) |
0.67 |
Meetings allow groups to function, define goals, contribute to participants’ morale and status, as well as develop organizational culture. During meetings, participants are able to exchange information and update one another on current events. When information is shared among participants, they are able to work together to create ideas and solutions, and make decisions to progress toward the group’s goals.
In order for a group to function effectively, participants must be working toward accomplishing a common goal. Meetings allow participants to define goals as a group, which helps them agree on the terms of the goals, such as how and when they’ll be accomplished.
When the meeting leader encourages input from participants, employee morale increases. Encouraging communication satisfies the participants’ desire to play an active role in the organization. When participants understand that their opinions are valued, they feel that they’ve contributed to their organization.
Meetings also help develop the organization’s culture when meeting leaders demonstrate the values and attitudes preferred by the organization. Leaders display organizational values in meetings to reinforce the behavior they desire from participants.
In this course you will learn to: identify the benefits, types and misconceptions about meetings, plan a meeting, participate in a meeting, and close a meeting.
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: Leading with a Vision (Instructor Guide) |
1.50 |
An organization does not generate itself—it is founded by one or more people who take the initiative to put an idea into action. Leadership is the cement that unites members of an organization to achieve a common end.
Leadership helps members of an organization understand the organization’s purpose, and makes sure they do not lose sight of the organization’s vision. If an organization functions ineffectively, leadership helps members cope with the changes needed to improve the organization, enabling fulfillment of the vision or goals.
Leadership also helps members of an organization work to their full potential. If a team has the ability and resources to complete a task, leadership can provide the motivation and inspiration the team needs to complete the task.
In this course you will learn to: Identify a leader, define the vision of an organization and write a vision statement, and relate goals to the vision statement.
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: 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: Defining Employee Roles and Priorities (Instructor Guide) |
1.50 |
A vision is created by an organization to inspire its members to work together to reach for an ideal of what the organization can become. The members of the organization should use the vision as the standard to determine the day-to-day functions of their individual roles. The vision is the guide to use every time an action is taken, a decision is made, or a plan is developed to improve the organization or the people in it. An organization’s vision should enable the members in every role to do what is in the best interest of the organization.
In this course you will learn to: determine leader roles and strengthen employee roles, and align employee priorities and evaluate employee 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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Managerial Leadership: Employing Motivational Strategies (Instructor Guide) |
0.50 |
You need to use motivational strategies in your leadership to help your employees perform optimally, and to make them feel as though they are helping meet a need. When you motivate your employees to accomplish their goals, and give them the necessary feedback to optimize their performance, they feel they are helping meet the organization’s needs.
You, your employees, and your organization all benefit when you use motivation in leadership. You benefit because, through motivation, your work group will perform optimally. Your employees benefit because they experience job satisfaction and success in accomplishing their goals. Your organization benefits because its members are more committed to helping it be successful and grow.
In this course you will learn to: motivate employees and overcome employee apathy.
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 (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 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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Managerial Leadership: Coping Through a Change Process (Instructor Guide) |
1.00 |
Whether your employees perceive change as positive or negative, you might encounter an emotional response from them. They will have many questions regarding their roles, competencies, and, possibly, even their futures. Your employees might feel they are being forced out of a comfort zone, and they might experience a loss of familiarity. Typical responses during a change include feelings of doubt, anxiety, fear, and anger. Sometimes, changes in the workplace can trigger a severe emotional response.
In this course you will learn to: respond to distress and reduce stress, and succeed through failure and deal with mistakes.
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 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 (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. |
