Informações sobre o curso: 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

Desenvolvido por: Universidade de Londres

Ministrado por: David James, Founder and Director, DJ Learning Ltd
University of London

Informações básicas	Curso 2 de 6 no International Business Essentials Specialization
Compromisso	4 weeks of study, 5 hours per week
Idioma	English
Como ser aprovado	Seja aprovado em todas as tarefas para concluir o curso.
Classificação do usuário	4.6 estrelas Classificação média do usuário 4.6Veja o que os aprendizes disseram

Programa

SEMANA 1

How to Measure a Manager's Level of Effectiveness

This week we will be looking to explore the following key areas; * the key aspects of management, both in theory and reality * the similarities and differences between leadership and management * how the stakeholder added value of a manager’s contribution can be measured * the essential requirement for a manager to embrace and successfully manage change At the end of this week, learners will be; (1) able to understand and apply the key attributes of a manager (2) aware of the possible differences between a leader and a manager (3) able to measure levels of a manager’s performance and organisational added value (4) familiar with the key stages of effective change management

21 videos, 9 leituras

Vídeo: Key Concept: An Introduction to Frameworks of Management Roles
Vídeo: 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
Vídeo: Key Attributes for an Effective Manager
Vídeo: Key Skills from the CMI | Paul Taylor
Vídeo: Key Skills from CIMA | Interview with Andrew Harding
Vídeo: Attributes of a Manager: Decision Making | Interview with Andrew Harding
Vídeo: Interview with Jan Cameron | Key Management Skills
Vídeo: Ashridge College | Management Styles
Reading: CMI | What Attributes Do I Need?
Vídeo: Case Study: An Introduction to Management Skills
Vídeo: Case Study: Management Skills | Example
Vídeo: Interview with Mary Stiasny | Women in Leadership
Vídeo: Interview with Claire Taylor | Leadership
Vídeo: Case Study: Interview with Stephen Hobbs | Key Skills for Leadership and Management
Vídeo: 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
Vídeo: Gary Yukl | Building Expert Power
Vídeo: Introduction | How to Measure a Manager's Level of Effectiveness
Vídeo: Case Study: An Introduction to the Effectiveness of Operational Managers
Vídeo: Case Study: The Effectiveness of Operational Managers | Example 1
Vídeo: Case Study: The Effectiveness of Operational Managers | Example 2
Reading: 7 Habits of Remarkably Effective Leaders
Reading: CMI | Stephen Covey
Vídeo: Week 1 Summary

Nota atribuída: End of Week Quiz

SEMANA 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 videos, 9 leituras

Vídeo: Key Concept | Effective Teamwork and Belbin's Team Roles
Discussion Prompt: Belbin's Team Roles- Which Role Do You Fulfil?
Vídeo: 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)
Vídeo: Case Study: Interview with Stephen Hobbs | Building an Effective Team
Vídeo: Interview with Graham Chase | Teamworking
Reading: CMI | Tuckman's Stages of Team Development
Vídeo: Interview with Jan Cameron | Building an Effective Team
Reading: CMI | Lencioni's Five Dysfunctions of a Team
Vídeo: 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
Vídeo: 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
Vídeo: Week 2 Summary

Nota atribuída: The Legend of Steve Jobs Lives On

SEMANA 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 videos, 12 leituras

Vídeo: Key Concept: Motivational Theories | Introduction
Vídeo: Herzberg's Motivation | Hygiene Theory
Reading: Herzberg and Hygiene Factors
Vídeo: McGregor's Theory X and Theory Y Models
Reading: McGregor's Theory X, Theory Y
Vídeo: 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
Vídeo: Week 3 Summary

Nota atribuída: End of Week Quiz

SEMANA 4

Managing Change

This week we will be looking to explore the following key area: *a range of techniques when communicating in the workplace *selecting the most appropriate delivery channel *the differences and similarities between verbal/non-verbal communication *the need to understand and manage the grapevine At the end of this week the key learning objectives will be: (1)to have an awareness of several approaches to effective communication in the workplace (2)to understand and apply the key criteria when selecting the best available delivery channel (3)to have have an understanding of the importance and key aspects of verbal and non-verbal communication (4)to have an awareness of the inevitable existence of the grapevine and how it’s impact can be managed

15 videos, 7 leituras

Vídeo: Interview with Graham Chase | Communication Skills
Vídeo: Case Study: Communication Strategy
Vídeo: Case Study: Interview with Stephen Hobbs | Workplace Communication
Vídeo: Case Study: Interview with Michael Davis | The Role of I.T.
Vídeo: Key concept | Verbal and Non-Verbal Communication
Vídeo: Verbal and Non-Verbal Communication
Vídeo: Key Concept: Frameworks for Managing Change | Introduction
Vídeo: Key Concept | Kurt Lewin's 3 Step Change Management Model
Reading: Kurt Lewin's Change Model
Vídeo: Key Concept: Kotter's 8-Step Change Model
Reading: Kotter's 8-Step Change Model
Vídeo: Key Concept | Kubler-Ross's 5-Stage Model
Vídeo: Case Study: An Introduction to the Applications of the Frameworks for Managing Change
Vídeo: 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
Vídeo: Case Study: Interview with Reetu Kansal | Key Skills in Managing Change
Reading: Ackerman and Anderson
Reading: What Makes an Effective Change Agent?
Vídeo: Summary of Week 4 and the Course

Nota atribuída: Motivation: Sir Alex Ferguson

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Coursework

Each course is like an interactive textbook, featuring pre-recorded videos, quizzes and projects.

Help from Your Peers

Connect with thousands of other learners and debate ideas, discuss course material, and get help mastering concepts.

Certificates

Earn official recognition for your work, and share your success with friends, colleagues, and employers.

Desenvolvedores

Universidade de Londres

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

Custo

	Comprar curso
Acesso aos materiais do curso	Disponível
Acesso a materiais valendo nota	Disponível
Receba uma nota final	Disponível
Obtenha um Certificado de Curso compartilhável	Disponível

Classificações e avaliações

Avaliado em 4.6 de 5 decorrente de 147 avaliações

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