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Advanced Interpersonal Communication: First Impressions and Building Rapport (Instructor Guide) |
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.
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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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. |
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Advanced Interpersonal Communication: Organizational Culture (Instructor Guide) |
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.
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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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. |
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Advanced Interpersonal Communication: Supervisors (Instructor Guide) |
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.
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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Advocating for Early Childhood Care (CDA 6) |
2.00 |
This course equips you with the tools and knowledge to become a powerful advocate in the early childhood system. Explore various advocacy roles, tap into a wealth of resources, and dive deep into your responsibilities as an advocate. Prepare to take action, make your voice heard, and be a transformative force for young learners. |
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Affordable Care Act (ACA) Basics for Business Owners |
0.34 |
This course covers how the Affordable Care Act (ACA) affects small business owners in terms of what standards and regulations they need to know.
This course will also cover reporting requirements for business owners and the responsibilities of the employer mandate. |
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Affordable Care Act (ACA) Basics for Business Owners (Corrections) |
0.34 |
This course covers how the Affordable Care Act (ACA) affects small business owners in terms of what standards and regulations they need to know.
This course will also cover reporting requirements for business owners and the responsibilities of the employer mandate. |
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African Penguins |
1.00 |
This course presents historical and current threats to this endangered species, along with what is being done to help save them. Dive into their wet and wild world and discover details of how these birds behave. |
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After School Improvement Series: Emergency Action Plans |
0.50 |
Like all other early childhood and school-age settings, after school programs need to consider how they prepare for and respond to emergency situations, from natural disasters, like storms, earthquakes, tornados, flash floods, or volcanic eruptions; fires; power outages; missing children; or acts of violence, including active shooter situations. Some emergency situations may require evacuation, while others may initiate a lock down, or shelter-in-place. The best way to prepare for emergency situations is to plan for them. We can do this by considering the kinds of emergency situations we might encounter, and then developing a series of procedures and protocols for responding to them. Your program’s Emergency Action Plan sets out your role and responsibilities should any of these emergencies occur.
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