| OPENMBA offers the best of the business school experience. Custom business classes and seminars to ensure you have the tools, knowledge and skills to tackle any work challenge. OPENMBA coursework and exercises are developed by faculty members of several MBA university programs, ensuring your ability to optimize at a fraction of the cost.
An introduction to the tasks, duties and actions associated with the management role. Understanding the psychological and social environment of managers, and assessing your preparedness. Exploring the Impact of History, Globalization, and Values-Based Leadership on Managerial Success. An Introduction to Developing Mission, Vision, & Values Strategic management, strategizing for short, is essentially about choice—in terms of what the organization will do and won’t do to achieve specific goals and objectives, where such goals and objectives lead to the realization of a stated mission and vision. Understand the nature of goals and objectives and why they are important. See how our thinking about goals and objectives has evolved. Know what characterizes good goals and objectives. Understand the roles of goals and objectives in employee performance reviews. Map out relationships among economic, social, and environmental goals and objectives. Set and manage your own goals and objectives.
Define organizational structure and its basic elements. Describe matrix, boundaryless, and learning organizations. Describe why and how organizations change. Understand reasons why people resist change, and strategies for planning and executing change effectively. Build your own organizational design skills.
Describe what organizational culture is and why it is important for an organization. Understand the dimensions that make up a company’s culture. Understand the creation and maintenance of organizational culture. Understand the factors that create cultural change. Develop personal culture management skills.
Understand the social network vocabulary. Know why social networks and networking are valuable. Know some of the ethical considerations related to social network analysis. Understand the difference between personal, operational, and strategic social networks. Map your own social network and understand its implications.
Define what leadership is and identify traits of effective leaders. Describe behaviors that effective leaders demonstrate. Specify the contexts in which various leadership styles are effective. Explain the concepts of transformational, transactional, charismatic, servant, and authentic leadership. Develop your own leadership skills.
Understand what decision making is. Know key causes of faulty decision making. Compare and contrast individual and group decision making. Understand how to develop your own personal decision-making skills.
Define communication and understand the communication process. Understand and overcome barriers to effective communication. Compare and contrast different types of communication. Compare and contrast different communication channels. Develop your own communication skills.
Recognize and understand group dynamics and development. Understand the difference between groups and teams. Understand how to organize effective teams. Recognize and address common barriers to team effectiveness. Build and maintain cohesive teams.
Understand need-based theories of motivation. Understand process-based theories of motivation. Describe how fairness perceptions are determined and their consequences. Learn to use performance appraisals in a motivational way. Learn to apply organizational rewards in a motivational way. Develop your personal motivation skills.
Understand what is meant by organizational control. Differentiate among different levels, types, and forms of control. Know the essentials of financial controls. Know the essentials of nonfinancial controls. Know the basics of lean control systems. Craft a Balanced Scorecard for an organization or yourself.
Understand the scope and changing role of strategic human resource management (SHRM) in principles of management. Visualize the battlefield in the war for talent. Engage in effective selection and placement strategies. Understand the roles of pay structure and pay for performance. Design a high-performance work system. Use the human resources Balanced Scorecard to gauge and proactively manage human capital, including your own.
OB10: Networking and Negotiation Time and Career Management Teams and Creative Problem Solving Understanding leadership: Theories, research and action. Understanding the impact of orgnazational structure on performance vWe will explore and establish: What organizational behavior is How to utilize the tools in this course What research methods are used to study organizational behavior what are the challenges and opportunities currently in organizational behavior Why organizational behavior is important Understanding Diversity in organizations. Individual differences are emphasized. How personality, stress, intelligence and perceptions impact our own behavior, relations, and performance. Understanding the impact of your attitudes, values, job satisfaction and self concept on job performance. Applying Theories of Motivation In this class, we take the intrapersonal skills foundation from the first three classes and build to interpersonal skills. Interpersonal communication skills are the foundation of social relations, as we initiate, build, and maintain relationships through communications. Understanding the implications of working with others. Motivation, conflict and cross-functionality. Understanding the Human ResourceManagement (HRM) function in the competitive business enviroment. We explore the roles and skills that a human resource management department/managers need for any organizationsneed to be competitive. The competitive challenges that organizations face,and how they are influencing HRM.Finally, a summary of practices covered by other coursesare described. The legal environment is one of the critical environmental factors that affects the management of people. This chapter first describes the U.S. legal system, including the legislative bodies, regulatory agencies, and judicial bodies whose decisions affect the legality of HRM practices. Major laws and executive orders, particularly those pertaining to elements of discrimination, are then reviewed. Four theories of discrimination are presented along with court case examples. Next, sexual harassment and the Americans with Disabilities Act are discussed. Finally, we'll review what policies and practices employers may develop regarding employee safety. Coverage of the analysis of work process within a given work unit. We discuss the need for and usefulness of both job analysis and the techniques for performing job analysis. We present the various approaches to job design and a simple, legal and easy method to implement. Understanding the tools organizations use to recruit for human resources needs. Strategies, forecasting labor demand and supply, position deterimination in labor shortage or surplus, and strategies to resolve shortages and surpluses are discussed. Recruiting successfully is based on job posting, compensation and job security. Sources for recruiting and yield ratios are discussed. In this section we examined the five critical standards with which all personnel selection method should conform: reliability, validity, generalizability, utility, and legality. we also looked at nine different selection methods currently used in organizations and evaluated each with respect to these five standards. Managerial centers use many different forms of tests over a two or three day period to learn as much as possible about candidates for important executive positions. As a result, highly accurate predictions are ofen made, and the validity associated with the judicious use of multiple tests is higher than for the tests used in isolation. We review needs assessments, organizational analysis, company strategy, person analysis, task analysis, learning environments, employee readiness for training, and transfer of training and training methods. Evaluation of training programs and special issues are considered. The strengths and weaknesses of specific approaches to performance management are explored, including the sources of performance information. Errors from subjective assessments of performance are identified, as well ways of reducing errors. Effective performance feedback is discussed, along with legally defensible performance management systems. We establish the pay structure, the pay level, and the job structure. Equity theory is discussed relative to internal and external comparisons that employees make about their pay and their impact on attitudes and retention. Two administrative tools used in managing pay level and job structure components of the pay structure are pay benchmarking surveys and job evaluation. We discuss the recent forces that have increased expansion of firms into international markets, the role of HRM in different cultural contexts and the dimensions along which cultures may differ. Categories of international employees and levels of international involvement issues regarding the management of international employees are discussed. The globalization of businesses, financial markets, trade agreements, and even labor markets is affecting every workplace and every employment relationship. Employee compensation, so central to the workplace, is embedded in the different political-socioeconomic arrangements found around the world.Software applications also perform U.S. and foreign tax calculations necesary to determine the costs of international assignments. Many international compensation applications can also calculate salary levels and cost-of-living differentials between U.S. and foreign cities.This training includes four section of lectures with introduction of compensation and international compensation.And there are assignment and quiz for you to test your learning results. Understanding and defining the domain of business research, the difference between managers and scientists, scope of business research and introduction to the questions asked by business researchers. Understanding the specific stages, lexicon and tools involved in performing research. Research Methods Topics for Groups 1-5 BR4: Sampling and Fieldwork RM5: Data Reduction and Coding RM6: Data Collection tools/Data Mining By the end of the course, participants will be able to:
Understand
the purpose and utility of an employee handbook
Identify
critical components of an effective employee handbook
Develop
their own employee handbook using course exercises and a guide Introduction to Human Resources Evaluation A short training on how to gain the most from your mentorship program. The who, what, why and where of the program to ensure your time is well spent. This short course will give you the basics of being a mentor. We'll cover the who, how, what and where of mentorship, expectations and specific techniques to ensure a positive experience. Introduction to Human Resources Training and Development
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