À propos de ce cours : This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit www.londoninternational.ac.uk/mba This course is endorsed by CMI
Créé par : University of London
Enseigné par : David James, Founder and Director, DJ Learning Ltd
University of London
| Informations de base | Cours 2 de 6 dans International Business Essentials Specialization |
| Engagement | 4 weeks of study, 5 hours per week |
| Langue | English |
| Comment réussir | Réussissez tous les devoirs notés pour terminer le cours. |
| Notes des utilisateurs |
Programme de cours
SEMAINE 1
How to Measure a Manager's Level of Effectiveness
This week we will be looking to explore the following key areas;<BR>* the key aspects of management, both in theory and reality<BR>* the similarities and differences between leadership and management<BR>* how the stakeholder added value of a manager’s contribution can be measured<BR>* the essential requirement for a manager to embrace and successfully manage change<BR><BR>At the end of this week, learners will be;<BR>(1) able to understand and apply the key attributes of a manager<BR>(2) aware of the possible differences between a leader and a manager<BR>(3) able to measure levels of a manager’s performance and organisational added value<BR>(4) familiar with the key stages of effective change management
21 vidéos, 9 lectures
- Vidéo: Key Concept: An Introduction to Frameworks of Management Roles
- Vidéo: Key Concept: Mintzberg's Framework of Ten Management Roles and Fayol's Principles of Management
- Reading: CMI | Henri Fayol
- Reading: CMI | Henry Mintzberg
- Discussion Prompt: Reflective questions: Mintzberg and Fayol
- Vidéo: Key Attributes for an Effective Manager
- Vidéo: Key Skills from the CMI | Paul Taylor
- Vidéo: Key Skills from CIMA | Interview with Andrew Harding
- Vidéo: Attributes of a Manager: Decision Making | Interview with Andrew Harding
- Vidéo: Interview with Jan Cameron | Key Management Skills
- Vidéo: Ashridge College | Management Styles
- Reading: CMI | What Attributes Do I Need?
- Vidéo: Case Study: An Introduction to Management Skills
- Vidéo: Case Study: Management Skills | Example
- Vidéo: Interview with Mary Stiasny | Women in Leadership
- Vidéo: Interview with Claire Taylor | Leadership
- Vidéo: Case Study: Interview with Stephen Hobbs | Key Skills for Leadership and Management
- Vidéo: Leadership vs Management
- Discussion Prompt: Reflective Questions: Case Studies
- Discussion Prompt: Comparing Leadership Styles and Planning Your Development Areas
- Reading: The Psychology of Leadership
- Reading: CMI | Understanding Management and Leadership Styles
- Reading: CMI | Adair's Action-Centred Leadership
- Reading: The Six Griefs of Good Leadership
- Vidéo: Gary Yukl | Building Expert Power
- Vidéo: Introduction | How to Measure a Manager's Level of Effectiveness
- Vidéo: Case Study: An Introduction to the Effectiveness of Operational Managers
- Vidéo: Case Study: The Effectiveness of Operational Managers | Example 1
- Vidéo: Case Study: The Effectiveness of Operational Managers | Example 2
- Reading: 7 Habits of Remarkably Effective Leaders
- Reading: CMI | Stephen Covey
- Vidéo: Week 1 Summary
Noté: End of Week Quiz
SEMAINE 2
How to Achieve Optimum Team Delivery
By the end of week two, learners will be able to understand and explain the main features and roles of a team, have an understanding of how to resource and develop a team, and how to achieve and measure optimum team delivery. At the end of the week, learners will be given a peer review assessment, where they will be asked to reflect on a scenario and share their answers to the set questions.
9 vidéos, 9 lectures
- Vidéo: Key Concept | Effective Teamwork and Belbin's Team Roles
- Discussion Prompt: Belbin's Team Roles- Which Role Do You Fulfil?
- Vidéo: Case Study | Workplace Applications of Belbin's Team Roles
- Reading: CMI | Belbin's Team Roles
- Reading: CMI | Steps in Successful Team Building
- Reading: Three Obstacles to Shaping an Effective Team (And How to Overcome Them)
- Vidéo: Case Study: Interview with Stephen Hobbs | Building an Effective Team
- Vidéo: Interview with Graham Chase | Teamworking
- Reading: CMI | Tuckman's Stages of Team Development
- Vidéo: Interview with Jan Cameron | Building an Effective Team
- Reading: CMI | Lencioni's Five Dysfunctions of a Team
- Vidéo: Case Study: Interview with Valentina Lorenzon | Collaborative Relationships
- Reading: CMI | Developing Trust
- Reading: CMI | 5 Ways to Bridge the Trust Gap Between Senior and Middle Management
- Vidéo: Case Study: Managing a Team to Optimum Performance
- Reading: CMI | How To Use Feedback to Make Your Team Perform Like the All Blacks
- Reading: Ted Talk | How To Save The World (Or At Least Yourself) From Bad Meetings
- Vidéo: Week 2 Summary
Noté: The Legend of Steve Jobs Lives On
SEMAINE 3
How a Manager Can Motivate Their Team
Week three introduces learners to a range of conceptual motivation frameworks. Learners will gain an understanding of the reasons employees come to work, the ways in which a manager can motivate their team, individually and collectively. By the end of the week, learners will be able to understand and apply motivational theories to the workplace, and have a good understanding of a range of techniques to motivate employees.
6 vidéos, 12 lectures
- Vidéo: Key Concept: Motivational Theories | Introduction
- Vidéo: Herzberg's Motivation | Hygiene Theory
- Reading: Herzberg and Hygiene Factors
- Vidéo: McGregor's Theory X and Theory Y Models
- Reading: McGregor's Theory X, Theory Y
- Vidéo: Adams' Equity Theory
- Reading: Adams' Equity Theory
- Reading: Maslow's Hierarchy of Needs
- Reading: CMI | Vroom's Expectancy Theory
- Reading: Further Reading: Motivation
- Reading: CMI | Motivate Me, or I'm Changing Job
- Reading: CMI | The Hawthorne Experiments
- Reading: Ten Ways To Kill Your Team's Motivation By Accident
- Reading: CMI | Motivating Your Team
- Reading: CMI | Motivating the Demotivated
- Reading: CMI | What Highly Engaged Staff Need From Their Managers
- Vidéo: Week 3 Summary
Noté: End of Week Quiz
SEMAINE 4
Managing Change
This week we will be looking to explore the following key area:<BR><BR>
*a range of techniques when communicating in the workplace<BR>
*selecting the most appropriate delivery channel<BR>
*the differences and similarities between verbal/non-verbal communication<BR>
*the need to understand and manage the grapevine<BR><BR>
At the end of this week the key learning objectives will be:<BR><BR>
(1)to have an awareness of several approaches to effective communication in the workplace<BR>
(2)to understand and apply the key criteria when selecting the best available delivery channel<BR>
(3)to have have an understanding of the importance and key aspects of verbal and non-verbal communication<BR>
(4)to have an awareness of the inevitable existence of the grapevine and how it’s impact can be managed<BR>
15 vidéos, 7 lectures
- Vidéo: Interview with Graham Chase | Communication Skills
- Vidéo: Case Study: Communication Strategy
- Vidéo: Case Study: Interview with Stephen Hobbs | Workplace Communication
- Vidéo: Case Study: Interview with Michael Davis | The Role of I.T.
- Vidéo: Key concept | Verbal and Non-Verbal Communication
- Vidéo: Verbal and Non-Verbal Communication
- Vidéo: Key Concept: Frameworks for Managing Change | Introduction
- Vidéo: Key Concept | Kurt Lewin's 3 Step Change Management Model
- Reading: Kurt Lewin's Change Model
- Vidéo: Key Concept: Kotter's 8-Step Change Model
- Reading: Kotter's 8-Step Change Model
- Vidéo: Key Concept | Kubler-Ross's 5-Stage Model
- Vidéo: Case Study: An Introduction to the Applications of the Frameworks for Managing Change
- Vidéo: Case Study: Applications of the Frameworks for Managing Change
- Reading: Hard and Soft Factors of Change
- Reading: Changing Change Management
- Reading: Ted Talk | 5 Ways to Lead in an Era of Constant Change
- Vidéo: Case Study: Interview with Reetu Kansal | Key Skills in Managing Change
- Reading: Ackerman and Anderson
- Reading: What Makes an Effective Change Agent?
- Vidéo: Summary of Week 4 and the Course
Noté: Motivation: Sir Alex Ferguson
FAQ
Comment cela fonctionne
Coursework
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Créateurs
University of London
The University of London is a federal University which includes 18 world leading Colleges. Our distance learning programmes were founded in 1858 and have enriched the lives of thousands of students, delivering high quality University of London degrees wherever our students are across the globe. Our alumni include 7 Nobel Prize winners. Today, we are a global leader in distance and flexible study, offering degree programmes to over 50,000 students in over 180 countries. To find out more about studying for one of our degrees where you are, visit www.london.ac.uk
Tarification
| Acheter le cours | |
|---|---|
| Accéder au contenu du cours | Disponible |
| Accéder au contenu noté | Disponible |
| Recevoir une Note Finale | Disponible |
| Obtenir un Certificat de Cours partageable | Disponible |
Notation et examens
I haven't clear why course 1 and 2 are separated. I think some topics are the same or strictly correlated.
Very Good
Thank you for this course. I have learned a lot.
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fantastic prof and nice way to present everything, but some concepts are already present in the precedent course (Professional skills for international business), so for the ones having taken the first one in a certificate, it can appear a bit redundant