Syllabus:IntroductiontoStrategyandOrganizationSpecializationCertificate: BusinessFoundations
Faculty: ProfessorsIanLarkinandPhillipLeslie
Course1: IntroductiontoStrategyandOrganizations
CourseDescriptionThisCoursesetsthestageforlearningabouthowbusinessworks.Beginningwithanunderstandingofwhatanorganizationisanditsbasicpurposes,topicswillincludeverticalandhorizontalintegration,diversification,themanagerialrole,designingincentiveplans,businessstrategy,thecentralimportanceof“value”inabusinesscontext,andtheconceptofindustryattractiveness.
CourseLearningObjectives:
Bytheendofthiscourse,youwillbeableto:• Determineacompany’sprofit,usingsuchkeybusinessconceptsasinputcosts,transformation,total
cost,price,willingnesstopay,andvalue.• Makeintelligentdecisionsabouthorizontalandverticalintegrationinvolvingyourbusiness.• Useacomprehensivebusinessstrategytointentionallycreate,capture,anddelivervaluetoyour
companyandyourcustomers.OverviewVideo:SebastianEdwards,UCLAAndersonSchoolofManagementFaculty
ProfessorIanLarkin
IanLarkinisanAssistantProfessorintheStrategygroupattheUCLAAndersonSchoolofManagement.Heresearchestheoptimaluseofformalrewardssystemsbycompanies,giventhecomplexandoftenunanticipatedeffectsthesesystemshaveonemployeemotivationanddecisionmaking.Hisresearchquantifyingthecostincurredbyamajorenterprisesoftwarevendorduetosalespeopledeliberatelygamingtheirsalescommissionsystem,publishedinTheJournalofLaborEconomics,isoneofthemostprominentlycitedempiricalstudiesofincentivesystemgaming.ItwasthebasisforacasestudywidelyusedinMBAclassesoncompensationandhumanresourcemanagement.
Hisrecentresearchfocusesoncorporateawardsandotherprogramscompaniesusetoformallyrecognizeemployeeperformance,anddemonstratesthattheseprogramsoftenhaveunintendedcosts,suchasthedemotivationofsomeemployeegroups.Afinalstreamofresearchinvestigatesphysicianprescribingdecisionsinlightofdifferentsalestacticsusedbypharmaceuticalsalesrepresentatives.Hisresearchhasbeendiscussed
inavarietyofmediaoutletsincludingTheWallStreetJournal,TheNewYorkTimes,ForbesandNationalPublicRadio.
IanteachesthecoreBusinessStrategycourseatAnderson.BeforecomingtoAnderson,hewasamemberofthefacultyatHarvardBusinessSchool,wherehetaughtanelectiveMBAcourseonhumanresourcemanagement,aswellasseveralexecutiveeducationcourses.HereceivedaPh.D.fromtheHaasSchoolofBusinessatUCBerkeley,andaM.Sc.fromtheUniversityofLondon,wherehewasaBritishMarshallScholar.IanworkedasanAssociateandEngagementManagerforMcKinseyandCompany,basedinHongKongandSiliconValley.
Ian'shobbiesincludecooking,travelingandsupportingtheGreenBayPackers.
Module1:IntroductiontoOrganizations,Part1ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Explainthevalueofanorganizationintermsofhowitmanagesresourcesandtransformsinputsinto
morevaluableoutputs.• Evaluateapotentialdiversificationopportunitythatinvolvesakeyresource’sappropriability,control,
durability,andinimitability.• Determinethebestcourseofactionforacompanythatisconsideringvertical/horizontalintegrationor
geographicdiversification.
ModuleComponents:
• VideoLecture1:WhatIsanOrganization?• VideoLecture2:OrganizationalScopeandHorizontalDiversification• VideoLecture3:VerticalandHorizontalIntegrationandGeographicDiversification• Reading1:ACustomerValueCreationFrameworkforBusinessesThatGenerateRevenuewithOpen
SourceSoftware• Reading2:HorizontalIntegration• Reading3:VerticalIntegration• Assignment: CaseStudyonDrasticPublishing• CheckforUnderstandingAssessment
Module2:IntroductiontoOrganizations,Part2ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Evaluatemanagerialapplicants’mindsetsforthefollowingqualities:communicationskills,motivation,
andabilitytolearnandadjust.• Determineappropriatecoachingstepsforemployeeswhoexhibitvariouslevelsofperformanceand
potential.• Designaneffectiveandappropriatedisciplinaryactionplanthatistimely,rule-based,andincludes
managerialaction.
ModuleComponents:
• VideoLecture1:TheRoleoftheManager• VideoLecture2:IncentiveDesign,Part1• VideoLecture3:IncentiveDesign,Part2• Reading1:Mintzberg'sManagementRoles• Reading2:MotivationIsAllAbouttheManagers…Duh!• Reading3:Misconduct&Discipline• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
ProfessorPhillipLeslie
Phillipisabusinesseconomistwithexpertiseinstrategicmanagement,theappliedeconometricsofdataanalytics,demandpricingandinformationdisclosure.Hisworkonpricinghasexaminedhowfirmscanimplementpracticalstrategiesforconsumer-specificpricing.Muchofthisworkhasbeeninthecontextofeventticketing,makingPhillipaleadingexpertonticketpricing.
Philliphasalsowrittenaseriesofpapersoninformationdisclosureasapolicytool.Forexample,inonestudyheshowsthatrestauranthygienegradecardscauseda20%decreaseinthenumberofpeopleadmittedtohospitalwithfood-relatedillnesses.AnotherstudyshowsthatconsumersatStarbucksreducedcaloriepurchasesby6%duetocaloriepostingonthemenus.
Inotherresearch,Philliphaswrittenaboutmanagerialincentivesinprivateequity,consumerboycotts,inspectiondesignandthebehaviorofinspectors,andthereturnstoeducation.HisresearchispublishedintheAmericanEconomicJournal,AmericanEconomicReview,JournalofLaborEconomics,QuantitativeMarketingandEconomics,QuarterlyJournalofEconomicsandtheRANDJournalofEconomics.
PhillipisaResearchAssociateoftheNationalBureauofEconomicResearch.AtAndersonheteachesstrategicmanagementandheisanexperiencedexecutiveeducationteacher.
Education
Ph.D.Economics,1999,YaleUniversity
M.Phil.Economics,1996,YaleUniversity
M.A.Economics,1994,YaleUniversity
M.Comm.Economics,Honors1993,UniversityofMelbourne
B.Comm.Economics,FirstClassHonors1991,UniversityofMelbourne
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Module3:IntroductiontoStrategy,Part1ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Composeadraftstrategystatementforastart-upcompany,statinghowitwillcreate,capture,and
delivervalue.• Basedonresearch,createavaluemapcomparingtherelativestrengthsoftwocompetitorsthatshows
sixtoeightcharacteristics.
• AdjustTotalCost,Price,andFirmProfitforaspecificcustomer,focusingoncapturingmaximumvalue.
ModuleComponents:
• VideoLecture1:WhatIsStrategy?• VideoLecture2:CreatingValue• VideoLecture3:CapturingValue• Reading1:CraftingStrategythatMeasuresUp• Reading2:Porter’sGenericStrategies• Reading3:AkbankinBrief• Reading4:TheValueProposition• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
Module4:IntroductiontoStrategy,Part2ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• UseFiveForcesAnalysistodeterminetheattractivenessofagivenindustry.• Buildonanexistingdrafttorefineastrategystatementsothatitexpressesindetailhowthecompanyis
uniqueinitsapproachtocreating,capturing,anddeliveringvalue.• Proposeatleastonewaytoimprovethesituationsoastodelivermorevalue,givencircumstances
describinghowacompanyisfailingtodelivermaximumvaluetoitscustomers.
ModuleComponents:
• VideoLecture1:IndustryAttractiveness• VideoLecture2:StrategyArticulation• VideoLecture3:DeliveringValue• Reading1:RethinkingStrategyforanAgeofDigitalDisruption:AConversationwithPhilipEvans• Reading2:Porter’sFiveForcesModel• Assignments:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
Syllabus:IntroductiontoOperationsandFinanceSpecializationCertificate: BusinessFoundations
Faculty: ProfessorsKumarRajaramandGeorgeGeis
Course2: IntroductiontoOperationsandFinance
CourseDescriptionThisCoursedigsintotwoofthemostcrucialaspectsofbusiness–theprocessesthatsupportproductionanddeliveryofagoodorservice,andthefinancialacumenrequiredtokeeptheoperationrunning.ThetopicsinthisCourseincludeprocessanalysis,financialbasics,andtheinteractionbetweenstandardbusinessreportssuchasthebalancesheet,theincomestatement,andthestatementofcashflows,andthemajoractivitieseverybusinesspursues.
CourseLearningObjectives:
Bytheendofthiscourse,youwillbeableto:• Determinethepotentialbottlenecksinabusinessprocess,soyouknowwhattotargetfor
improvement.• Analyticallycomparevariousoptionsforprocessimprovementsoyouselectthebestone.• Overseethecorebusinessactivitiesoffinance,investing,andoperations,usingstandardbusiness
reportstomonitoryourprogress.OverviewVideo:SebastianEdwards,UCLAAndersonSchoolofManagementFaculty
ProfessorKumarRajaram
Kumar Rajaram is a Professor of Operations and TechnologyManagement at theUCLA Anderson School of Management. Professor Rajaram's current researchinterestsincludeimprovingoperationsinthehealthcareindustry,non-profitsectorand in the process manufacturing sectors including food processing,pharmaceuticals and the petrochemical industry. He has focused on developinganalytical models of complicated systems with a strong emphasis on practicalimplementation.Hisworkhasbeenpublished in leading research journals suchasOperationsResearch,ManagementScience,ManufacturingandServiceOperationsManagement,MarketingScienceandtheEuropeanJournalofOperationalResearch.HehasbeenawardedtheEricand'E'JulineFacultyExcellenceinResearchAwardattheUCLAAndersonSchool.
operationalenvironments, this techniquehasresulted in four-fold increases inproductivity inseveral typesofindustrial processes. These methods have been implemented at several process companies worldwide. Thiswork was awarded the prestigious Franz Edelman finalist award for outstanding applications of operationsresearch and management science techniques to practice by the Institute for Operations Research and theManagementSciences(INFORMS).Hehasalsodevelopedtechniquestobetterbalancesupplywithdemandforproductswith short life cycles andhighlyunpredictabledemand. Thisworkhasbeenapplied at several largefashionretailers inEuropeandNorthAmericaandhasresulted insubstantial improvementstoprofitabilityatthesesites.
At theUCLAAndersonSchool,ProfessorRajaramteaches theMBAcorecourseonoperationsandtechnologymanagement,variousExecutiveEducationcoursesanddoctoral levelcoursesonoperationsmanagementandmodels for operations design, planning and control. He has been awarded the George Robbins Award, theCitibankAwardandtheNeidorf"Decade"AwardforexcellenceinteachingattheUCLAAndersonSchool.
EducationPh.D.OperationsManagement,1998,TheWhartonSchool,UniversityofPennsylvaniaM.A.ManagerialScienceandAppliedEconomics,1997,TheWhartonSchool,UniversityofPennsylvaniaM.S.IndustrialEngineeringandOperationsResearch,1993,UniversityofMassachusettsatAmherstM.Sc.Mathematics,withHonors1991,BirlaInstituteofTechnologyandScience,Pilani,IndiaB.E.ElectricalandElectronicsEngineering,withHonors1991,BirlaInstituteofTechnologyandScience,Pilani,India
Module1:IntroductiontoOperations,Part1ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Explainhowtakingascientificapproachtooperationsmanagementcanaddvaluetoacompany’s
bottomline.• Createaprocessflowdiagramthatshowsthestepsinaproduct’smovementfromideatopackaged
item,readyfordelivery.• Analyzeaprocessflowdiagramtodetermineanybottlenecksandwhethertheprocessistechnically
balanced.
ModuleComponents:
• VideoLecture1:IntroductiontoOperationsManagement• VideoLecture2:WhatIsaProcessandWhyStudyProcessAnalysis?• VideoLecture3:BasicDefinitionsandanIllustrativeExample• Reading1:NoteonProcessAnalysis• Reading2:AnIntroductiontoOperationsManagement• Assignment: CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
Module2:IntroductiontoOperations,Part2ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:
• Analyzedatabasedonabusinessprocesstofindthevalueproducedbythecurrentprocess.• Calculateatleasttwooptionsforreducing/eliminatingabottleneck,makingabusinessprocessmore
profitable,givencurrentdata.• Recommendoneoftheoptionstoimproveprofitability,usingdefensibledatatosupportyourproposed
solution.
ModuleComponents:
• VideoLecture1:IllustrativeExample:Analysis• VideoLecture2:IllustrativeExample:Improvement• VideoLecture3:AFrameworkforProcessAnalysis• Reading1:AnalysisofProcessDurationandProcessCapacityasaBaseforProcessTimeManagement• Reading2:RequirementExcellenceFramework• Reading3:AnalysingtheProcess• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
ProfessorGeorgeGeis
GeorgeT.Geis,Ph.D.,isanadjunctprofessorofInformationSystemsattheUCLAAndersonSchoolofManagement.GeisteachesatUCLAAndersonintheareasofmergers&acquisitions,financialmodeling,entrepreneurship,andaccounting.HehasbeenvotedOutstandingTeacheroftheYearatUCLAAndersonfourtimesandhasreceivedanumberofotherteachingawards.GeishasalsoservedasAssociateDeanandFacultyDirectorofUCLAAnderson'sExecutiveMBAprogram.HeiscurrentlyFacultyDirectorofAnderson'sMergersandAcquisitionsExecutiveprogram.GeishasalsotaughtmergersandacquisitionsattheHaasSchool,UCBerkeleyandhasbeenavisitingprofessoratBocconiUniversity(Milan)andatDardenSchoolofBusiness(UniversityofVirginia).
Dr.GeisisanexpertonM&Aactivityintechnology,communicationsandmediamarkets.Hismostrecentbook,DigitalDeals,providesablueprintforplanningandexecutingsoundcorporatebusinessdevelopmentstrategies.Geis'researchinterestsincludemarketmodelingforM&A-relatedstrategiesaswellasventureinitiationandgrowthprocesses.
ANationalScienceFoundationandWoodrowWilsonHonoraryFellow,Dr.Geishasextensiveconsultingexperienceandhaspublisheddozensofprofessionalarticlesandsixbooks.HeistherecipientoftheFinancialExecutivesInstituteAwardforoutstandingachievementinfinance.
Dr.GeistaughtintheLEADSummerInstituteforminorityyouthformorethan10years.HehasprovidedmanagementeducationfordirectorsofHeadStartprogramsnationwideaswellasforIraqveteransinUCLA’sEntrepreneurs’BootcampforVeteranswithDisabilities.His16-tapelectureserieson“StatisticalAnalysisinBusiness”appearedaspartoftheTeachingCompany’sSuperStarTeacherseries.
GeisiseditorofawebsitethatprovidesavisualanalysisofM&Adealsintechnology,mediaandcommunicationsmarketsathttp://www.trivergence.com.GeisalsowritesanM&Ablogathttp://maprofessor.blogspot.com.
GeisreceivedaB.S."summacumlaude"andwith"honorsinmathematics"fromPurdueUniversity,anM.B.A.fromUniversityofCalifornia,LosAngeles,andaPh.D.fromUniversityofSouthernCalifornia.
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Module3:IntroductiontoFinanceandAccounting,Part1ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Explainwhatfinancialstatementsareandtheirpurpose/s,collectivelyandindividually.• Demonstratehowfinancialstatementsreflectthebusinessactivitiesofthebusinessventure.• Usingasetofdata,buildabalancesheetthatrepresentsthefinancialpositionofabusinessventure.
ModuleComponents:
• VideoLecture1:Introduction• VideoLecture2:BusinessActivitiesandFinancialStatements• VideoLecture3:TheBalanceSheet:Assets• Reading1:WhatIsaFinancialStatement?• Reading2:FourTypesofFinancialStatements• Reading3:StatementofFinancialPosition(BalanceSheet)• Reading4:IncomeStatement|Profit&LossAccount• Reading5:StatementofCashFlows• Reading6:LimitationsofFinancialStatements• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
Module4:IntroductiontoFinanceandAccounting,Part2ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Useasetofdatatocompletetheliabilitiesandshareholders’equitysideofabalancesheetthatalready
containsassets,fullyrepresentingthefinancialpositionofabusinessventure.• Useasetofdatatocompletetheincomestatementforabusinessventure.• Useasetofdatatocompletethestatementofcashflowsforabusinessventure.
ModuleComponents:
• VideoLecture1:TheBalanceSheet:LiabilitiesandShareholders’Equity• VideoLecture2:TheIncomeStatement• VideoLecture3:StatementofCashFlows• Reading1:ReportingCurrentLiabilities• Reading2:Stockholders’Equity• Reading3:RetainedEarningsontheBalanceSheet• Reading4:PreparationoftheIncomeStatement• Reading5:IntroductiontotheStatementofCashFlows• Reading6:KeyConsiderationsfortheStatementofCashFlows• Assignments:CaseStudyonDrasticPublishing,continued
• CheckforUnderstandingAssessment
Syllabus:IntroductiontoMarketingandManagerialLeadershipSpecializationCertificate: BusinessFoundations
Faculty: ProfessorsSuzanneShuandMiguelUnzueta
Course3: IntroductiontoMarketingandManagerialLeadership
CourseDescriptionThisCourseconcernstwomorebasicseverybusinesspersonmustmaster:marketingandmanagerialleadership.TheCoursebeginswithclassicmarketingprinciplessuchasfeatures/benefits,the3Cs,segmentinganddefiningatargetmarket,andthe4Ps.Itthenshiftstodifferentiatingandhonoringbothmanagementandleadershipskills,divinginoneachelementofthePOLC[S]modelofmanagerialexcellence,andendingwithimportantthoughtsaboutamanager’sethics.
CourseLearningObjectives:Bytheendofthiscourse,youwillbeableto:
• Completeamarketingandsalesplanthatincludesstrategicanalysis–company,customers,andcompetition–aswellastacticsofsegmentingandtargetingcustomers,pricing,placing,positioning,andpromotingyourproduct/service.
• Blendboththestrategic[leadership]andthetactical[management]aspectsofleadingyourbusiness.• UsethePOLC[S]model,includingassociatedbestpractices,tostructureyourapproachtobusiness
managementandleadership.
OverviewVideo:SebastianEdwards,UCLAAndersonSchoolofManagementFaculty
ProfessorSuzanneShu
SuzanneShu’sresearchinvestigateshowindividualsformjudgmentsandmakedecisionsinuncertainenvironments.Sheisespeciallyinterestedinjudgmentsanddecisionsthatoccuroverlongtimeframes.Thetypesofdecisionsanalyzedinherresearchincludeconsumerself-controlproblemsandconsumptiontimingissues,withimportantimplicationsforbothnegativebehaviors(suchasprocrastination)andpositivebehaviors(suchassaving).
ProfessorShureceivedaPhDfromtheUniversityofChicagoin2004,whereherstudiesincludedbehavioraleconomics,decisionsciences,andmarketing.ShealsoholdsadegreeinElectricalEngineeringandMastersinElectricalEngineeringfromCornellUniversity.
Inadditiontoherworkinacademia,ProfessorShuhasworkedasaproductlinemanager,anITprojectmanager,andasamanagementconsultantinsalesforcedesign.Shealsoconsultsforfinancialservices
atUCLA,ProfessorShutaughtmarketinganddecisionmakingcoursestoMBAstudentsattheUniversityofChicago,SouthernMethodistUniversity,andINSEAD.
Module1:IntroductiontoMarketing,Part1ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Distinguishbetweenaproduct’sfeaturesanditsbenefitstocustomers.• Conductthefirstpartofasituationalanalysisforaparticularproduct,includingthefirsttwoCs,
companyandcompetition.• DescribeindetailthethirdC,customers,whotogetherformatargetmarketforanewproduct,given
somegeneralfactsabouttheproduct.
ModuleComponents:
• VideoLecture1:IntroductionandFramework• VideoLecture2:SituationAnalysis• VideoLecture3:SegmentationandTargeting• Reading1:DefiningMarketing• Reading2:IntroducingMarketing• Reading3:WhyDoMarketingSegmentationandTargetMarketingMakeSense?• Reading4:SWOTAnalysis• Assignment: CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
Module2:IntroductiontoMarketing,Part2ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Writeapositioningstatementthatincludesthetargetsummary,productoffer,competitivealternatives,
andsupport.• Analyzethe“4Ps”ofamarketingplan–product,price,promotion,andplace–toaccuratelydescribe
eachelement.• Researchthesizeofpotential,addressable,andtargetmarketsforaparticularproduct.
ModuleComponents:
• VideoLecture1:Positioning• VideoLecture2:ProductBrandingandDistributionChannels• VideoLecture3:PricingandPromotion• Reading1:CompetitivePositioning• Reading2:ValueofBranding• Reading3:LifestyleBranding:EngagementandtheTotalExperience• Reading4:DevelopingaBrand
• Reading5:BrandingStrategies• Reading6:The4P’sofEffectiveMarketing• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
ProfessorMiguelUnzueta
MiguelUnzuetaisanAssociateProfessorofManagementandOrganizationsatUCLAAndersonSchoolofManagement.Hisresearchexploreshowpeopleunderstandtheirpositionwithinsocialandinterpersonalhierarchiesandtheimpactthisunderstandinghasontheirperceptionsofself,others,andgroup-basedinequality.
ProfessorUnzuetateachesthecoreorganizationalbehaviorcourseforfull-timeMBAstudents(@MGMT409).In2010,hewasawardedtheGeorgeRobbinsAssistantProfessorTeachingAward.Morerecently,hewasselectedbyPoets&Quantsasoneofthebest40businessschoolprofessorsunderage40.
ProfessorUnzuetaiscurrentlyservingontheeditorialboardofAztlán:AJournalofChicanoStudiesandisamemberoftheRiordanPrograms'advisoryboard.st
Module3:IntroductiontoManagerialLeadership,Part1ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Planspecificstepstobridgethegapbetweenthecurrentstateandthedesiredstatebringingboth
managerialandleadershipskillstobear.• CreateaRACIchartthatshowshowworkonspecifictasksshouldbeallocated.
ModuleComponents:
• VideoLecture1:DefiningManagementandLeadership• VideoLecture2:KeySkill:Planning• VideoLecture3:KeySkills:OrganizingandAllocatingResources• Reading1:Top10LeadershipQualitiesofaProjectManager• Reading2:StrategicLeadership:TheEssentialSkills• Reading3:RelationshipbetweenPersonalityandManagerialPerformance• Reading4:TheEmergenceofaNewEraofManagement:TheLeadershipTraitsandSkillsofEastern
IndianandAfghanWomen• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
Module4:IntroductiontoManagerialLeadership,Part2
ModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Writeabriefsketchofagreatleader–eithersomeoneyouknoworapublicfigure–thatdescribestwo
keycharacteristicsthatdefinetheindividual’sleadershipanddefendyourpositionwithfacts.• Solveaprobleminvolvingalackofmanagementcontrolinabusinesssituation.• Createalistoftipsforcoachinganemployeewhoisdemonstratingunacceptablebehavior.
ModuleComponents:
• VideoLecture1:KeySkill:Leading• VideoLecture2:KeySkill:ManagementControls• VideoLecture3:KeySkill:Staffing• VideoLecture4:EthicalManagement• Reading1:Strategic,Tactical,andOperationalControl• Reading2:HowtoInspireWorkplaceBehaviorstoGetBetterResults• Reading3:InformalNetworks:TheCompanyBehindtheChart• Reading4:EthicalLeadership:RightRelationshipsandtheEmotionalBottomLine• Reading5:EthicalLeadership,Decision-making,andOrganizations• Assignments:LeadershipSketch;CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment
