Continuing Education Department of Professional Education & Workforce Development

This program is for current managers, individuals looking to enter the managerial field, and those advancing in the management ranks.

Note: PEWD program participants should be 18 years or older.

No prerequisites required.

• ★ Expert Supported
• ★ Accessible
• ★ Games & Flashcards
• ★ Real-world case studies
• ★ Mobile-friendly
• ★ Badge and credit-awarding
• ★ Video content
• ★ Audio-enabled in-app

This course has an "Ask the Expert" feature, which submits your questions directly to an expert in the field you are studying. Questions are answered as quickly as possible and usually within 24 hours.

Learners must achieve an average test score of at least 70% to meet the minimum successful completion requirement and qualify to receive IACET CEU credit. Learners will have three attempts at all graded assessments.

Whether adopting new technology or adapting to a drastic shift in an organization's core focus, change is a constant in any successful business. Managers play a fundamental role in successful effecting changes across an organization, and meanwhile, humans, by nature, will often resist change out of fear of the unknown. This introductory course addresses the key issues managers face in a dynamic environment. By understanding the steps in effecting change and how to overcome resistance, a manager can successfully lead change at various levels of an organization.
This course is based on D. Quinn Mills' book, Leadership: How to Lead, How to Live, a text used at Harvard Business School. Excerpts of the book are made available via PDF download and no additional purchase is required.

Learning Outcomes:
• Discuss organizational change and the forms it can take
• Describe Kotter's Eight Step Process recommended for implementing change successfully
• Outline Lewin's model of change and discuss its limitations
• Identify the factors a leader or manager can employ to promote change
• Outline the change initiative planning process
• Explain the role of a leader in communicating change
• Discuss methods to foster participation
• Discuss the underpinnings of resistance to change and how to overcome it
• Discuss other models of change management (ADKAR, GE CAP, Cisco Change Roadmap)
• Match change management models to specific scenarios
• Understand strategic change and mastering a changing environment

As a manager, handling difficult employee behavior is now your job. And it can be overwhelming to try to navigate the psychology of poor behavior to try to figure out how to improve the situation. This course is designed to prepare managers to deal with troublesome and difficult behavior by employees. By effectively addressing, coaching, and counseling employees, you can improve their behavior and improve morale, staff retention, productivity, and teamwork. This course uses videos to illustrate each behavior type so that you can more easily apply the techniques to your current work environment. Focusing on dealing with the behavior (not the person), tools and techniques for positive change are clear and well-defined.

Learning Outcomes:
• Discuss the importance of addressing difficult employee behavior
• Describe a six-step model for handling conversations about difficult behaviors
• Apply practical tips for handling conversations about difficult behaviors
• Recognize the common 12 difficult employee behavioral types
• Describe the 12 difficult behaviors, their causes and motivations, and their consequences
• Outline best practices for handling the 12 difficult behaviors
• Apply best practices to workplace scenarios involving the 12 behavioral types

In most organizational settings, you'll be expected to work in teams. At times, your team members may not be physically in the same office with you. And yet, communicating effectively within these teams is critical to the success of the team, and critical to your personal success on any given project or task. This introductory-level course will help you improve your collaborative communication by providing best practices and effective tips and techniques.

Learning Outcomes:
• Identify the factors in interpersonal communication
• Modify communication strategies to be successful in small and large groups
• Devise a strategy for working effectively in remote settings, including in telework settings
• Explain the purpose of various types of meetings and explain the outcomes expected
• Attend a meeting and perform the role of an effective communicator in the meeting
• Prepare for, moderate, and follow up after a meeting to ensure effective use of organizational resources
• Document a meeting and distribute minutes or a meeting summary as appropriate

As a manager, you will undoubtedly deal with conflict. And as you look around to figure out who will keep the peace, you might be realizing that person is now you. This course introduces the various forms of conflict that can arise in the workplace and presents strategies that managers can use to help deal with conflict situations. It includes video commentary from an expert in the field and presents some fictitious real-world scenarios that allow learners to practice applying the skills and strategies discussed throughout the course.

Learning Outcomes:
• Identify the different types of conflict in the workplace
• Describe some of the major causes of workplace conflict
• Discuss the Thomas-Kilman model of conflict
• Consider your personal conflict style and compare it to other styles
• Identify various conflict behaviors in the workplace
• Explore conflict resolution strategies
• Discuss best practices for handling difficult employees
• Describe what constitutes dangerous conflict and consider methods for handling risky situations

This one-module course reviews the underlying concepts of emotional intelligence and explores how managers can improve and make use of their emotional intelligence. Emotional intelligence (EI) is our ability to identify and control our emotions to achieve positive outcomes in our relationships. Managers with high EI are better equipped to deal with subordinates, colleagues, and company executives, and they can do a better job of handling and resolving conflicts.

Learning Outcomes:
• Discuss the role of emotional intelligence for managers
• Explain why improving emotional intelligence can have a positive impact on managerial performance
• Recognize the importance of emotional intelligence in successful management
• Discuss the nine key EI factors
• Apply EI factors to business management scenarios

This course is designed to help managers and other decision-makers learn to settle workplace and interpersonal disputes by the application of proven negotiating principles and strategies. Learners in this course will explore the fundamentals of Dispute Settlement Negotiation with the help of games, videos, interactive exercises, case studies, and other engaging content. The course begins by comparing and contrasting the two major types of negotiation: Dispute Settlement Negotiation (DSN) and Deal Making Negotiation (DMN). Key topics converged in the course include the causes of conflict; different styles of conflict management; how to conduct a conflict diagnosis; the uses of a strategy and interest assessment; and methods for avoiding stalemate and achieving a cooperative resolution. Case studies that simulate real-world conflict-resolution negotiations are incorporated, to illustrate the practical application of the principles and strategies covered in the course.

Learning Outcomes:
• Distinguish between Dispute Settlement Negotiation (DSN) and Deal Making Negotiation (DMN)
• Articulate the advantages and disadvantages of negotiation, compared to other methods of conflict resolution
• Explain the importance of BATNA in Dispute Settlement Negotiation
• Describe the most common causes of personal and workplace conflict
• Explain the steps involved in conflict diagnosis
• Describe the five conflict management styles identified by the Thomas-Kilmann Conflict Mode Instrument (TKI)
• Identify the main impediments to achieving a cooperative resolution, and explain how best to circumvent them
• Describe how to develop a strategy and interest assessment
• Explain the importance of active listening in the context of negotiation
• Define ZOPA, and explain its importance in Dispute Settlement Negotiation
• Explain how the ability to identify different negotiating currencies can help negotiators break a stalemate
• Distinguish between "sacred" and "pseudo-sacred" values
• Apply the principles of Dispute Settlement Negotiation to real-world examples

Leaders and manager are often called upon to deal with the challenging impacts of change, to work through disputes with partners and customers, and to resolve conflict within the organization. This brief introductory course focuses on the context of leading and managing when there is disagreement and discord, within and without the organization.

Learning Outcomes:
• Explore the importance of emotional intelligence in dealing with difficult issues in the workplace
• Explain why change efforts fail
• Discuss best practices in leading change
• Explore the differences in leading change in different sectors (nonprofit, for profit, etc.)
• Outline the five stages of conflict (latent, perceived, felt, manifest, aftermath)
• Explain the eight causes of conflict (Bell and Hart) Discuss the five conflict handling modes (competing, collaborating, compromising, avoiding, and accommodating)
• Explain the organizational framework for conflict resolution