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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. |
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Managing Performance: Appraising Employee Performance (Instructor Guide) |
1.67 |
In this course you will learn to: understand the performance appraisal process, identify and gather appraisal material, prepare for an appraisal discussion, lead employees in an appraisal discussion, and respond to defensive employees and resolve conflict in an appraisal discussion. |
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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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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. |
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Effective Presentations: Presentation Mechanics (Instructor Guide) |
1.00 |
For the success of your presentation, you should consider the environment. Always try to view the facility sometime during the early stages of your preparation process, because the facility itself can affect your preparation, as well as the delivery of it.
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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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. |
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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. |
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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. |
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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. |
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Organizational Communication: Innovation and Change (Instructor Guide) |
1.00 |
Innovation is a new idea or process that can change the way organizations operate or think. For an idea or process to be considered an innovation, the majority of people who hear about it must consider it new. Implementation of an idea is not necessary for it to be considered an innovation.
Innovation and change are closely related. When an innovation is adopted, it becomes a change. On the other hand, not all change is innovation. If an innovation is rejected after being adopted, the return to the previous method is not an innovation.
In this course you will learn to: identify degrees and characteristics of innovation, and adopt and encourage innovation, and identify the aspects 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. |
