Об этом курсе
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Английский

Субтитры: Английский

Приобретаемые навыки

Strategic ManagementLeadershipCollaborationCommunications Management

100% онлайн

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Гибкие сроки

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Прибл. 25 часа на выполнение

Предполагаемая нагрузка: 2 to 4 hours/week...

Английский

Субтитры: Английский

Программа курса: что вы изучите

Неделя
1
1 ч. на завершение

Course Preview and Intro

Join Jim Barton on a leadership journey...that quickly becomes tougher than expected!

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3 видео ((всего 12 мин.)), 4 материалов для самостоятельного изучения
3 видео
Introduction to the Course6мин
Introduction to the Dramatized Episodes3мин
4 материала для самостоятельного изучения
Background Info about SMA and Jim Barton10мин
Jeffrey Pfeffer: What Most People Don't Know About Leadership10мин
Invitation to a brief questionnaire10мин
Link to the "Meet and Greet" Forum10мин
1 ч. на завершение

Taking on a New Leadership Role

So you've been presented with a new leadership "opportunity"...should you accept it? Should Jim Barton have taken this job? How would YOU decide?

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2 видео ((всего 10 мин.)), 4 материалов для самостоятельного изучения, 1 тест
2 видео
Episode 1: Jim Barton's First Day as CEO (Day 1)9мин
4 материала для самостоятельного изучения
Hiring a new CEO10мин
Reading: Making it to the top10мин
Questions for reflection and forum discussion10мин
Learner suggestions: Questions to ask (or try to find answers to) before accepting a leadership "opportunity"10мин
1 практическое упражнение
Choosing or Becoming a New Leader12мин
Неделя
2
2 ч. на завершение

Getting Oriented and Assessing Your Team

As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited. Who will be an ally in what you need to accomplish? Who will be an obstacle? Who should stay, and who should go? How will YOU decide?

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4 видео ((всего 36 мин.)), 6 материалов для самостоятельного изучения, 2 тестов
4 видео
Episode 2: Meeting the CFO (Day 3)12мин
Episode 3: Touring the SMA Plant (Day 4)9мин
Episode 4: Meeting the Head of Engineering (Day 4)13мин
6 материала для самостоятельного изучения
A New Leader's First 100 Days10мин
SMA's Income Statement10мин
Reports from a Boeing Factory10мин
To-Do list for Today's CEO10мин
Reflection and discussion: Assessing Barton's team10мин
A Vital Task: Getting Your Team Right10мин
2 практического упражнения
Assessing the Head of Engineering2мин
Getting Started as a New Leader8мин
2 ч. на завершение

Communication in an Age of Super Transparency

In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technology, the organizational activities have never been more transparent. How should a leader take this new 21st century reality into account? Do past communications and PR approaches need to change? How would YOU do it?

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6 видео ((всего 52 мин.)), 5 материалов для самостоятельного изучения, 2 тестов
6 видео
Episode 5: Kohler's Philosophy of Disclosure (Day 8)5мин
Episode 6: The Gala (Day 8)9мин
Part 1 of Living and Leading in an Era of Super Transparency8мин
Part 2 of Living and Leading in an Era of Super Transparency10мин
Part 3 of Living and Leading in an Era of Super Transparency16мин
5 материала для самостоятельного изучения
How Capitalism Can Thrive in a Transparent World10мин
Dan Geer: "We are all intelligence officers now"10мин
Links to check out for Super Transparency Lecture10мин
Reflection and discussion: Advising Barton on transparency10мин
Learner recommendations: How to address social media challenges10мин
2 практического упражнения
Approaches to Communication2мин
The Era of Super Transparency8мин
Неделя
3
2 ч. на завершение

Leading Collaboration

When you're building something as complicated as an airplane, people have to work together. As a leader, it's a part of your job to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of collaborative work. How is this done? How would YOU accomplish it?

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6 видео ((всего 37 мин.)), 7 материалов для самостоятельного изучения, 3 тестов
6 видео
Introduction to the topic of leading collaboration3мин
Leading Collaboration at IDEO8мин
Leading Collaboration at Mass Animation9мин
Collaborative Leadership5мин
Episode 7: Old Friends (Day 13)9мин
7 материала для самостоятельного изучения
Video of IDEO's collaboration, "The Deep Dive"10мин
Reflection10мин
Mass Animation10мин
Reflection and discussion: Collaboration at IDEO and Mass Animation10мин
What is "Collaborative Leadership"?10мин
Introduction to Dramatized Episode #710мин
Reflection and discussion: Advising Barton on collaboration10мин
3 практического упражнения
Determining the right context for collaboration2мин
Diagnosis2мин
Collaborative Leadership8мин
2 ч. на завершение

Motivating and Inspiring

A leader must be able to move other people -- potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people -- to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance. How should the 21st century leader motivate people? What would YOU do?

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5 видео ((всего 52 мин.)), 5 материалов для самостоятельного изучения, 2 тестов
5 видео
Episode 8: The Merit Pay System (Day 24)17мин
Motivating, Inspiring, and Other Ways Leaders Get People Moving in a Particular Direction: Introduction7мин
Motivating and Inspiring etc.: Economic models and their problems14мин
Motivating and Inspiring etc.: What are the alternatives to incentives?11мин
5 материала для самостоятельного изучения
Introduction to Episode #810мин
Motivation in Literature 110мин
Motivation in Literature 210мин
Readings and Video10мин
Reflection and discussion: Motivating people10мин
2 практического упражнения
What do you think?2мин
Motivating, Inspiring, and Leadership10мин
Неделя
4
2 ч. на завершение

Effective Governance

A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources -- we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effectiveness as a leader is having a foundation of sound governance. And although it can be rather tricky, leaders sometimes have to try to make changes to the governance framework within which they work. If you're a CEO and you decide you have an ineffective board of directors -- to whom you report -- what would YOU do?

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7 видео ((всего 36 мин.)), 5 материалов для самостоятельного изучения, 1 тест
7 видео
Episode 9: Barton's First Board Meeting Day 31)11мин
Episode 10: Sleeping with the Press (Day 31)5мин
Episode 11: "A Sensitive Matter" (Day 45)1мин
Episode 12: "Reconfiguring the Board of Directors" (Day 45)11мин
Episode 13: The Reconfiguration Process (Day 93)2мин
Episode 14: Reconfiguration Accomplished (Day 135)2мин
5 материала для самостоятельного изучения
What does a board of directors do?10мин
Introduction to Episodes 9 and 1010мин
Reflection10мин
What makes for an effective board of directors?10мин
Reflection and discussion: Creating a better Board of Directors10мин
1 практическое упражнение
Effective Governance8мин
1 ч. на завершение

Leading Change

Convincing people to change their ways might be THE hardest job a leader has to do. And if getting people to change is hard, getting groups -- who work together in the old ways and reinforce each other's sense of "the way it's always been" -- is even harder. But if you're going to transform a company, you're going to have to change things, in a big way. How would YOU go about it?

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3 видео ((всего 7 мин.)), 2 материалов для самостоятельного изучения, 2 тестов
3 видео
Episode 15: Talking Shop (Day 48 and Day 118)3мин
Episode 16: Design Delay (Day 68)2мин
2 материала для самостоятельного изучения
Leading change in organizations10мин
Reflection and discussion: Assessing Barton's performance10мин
2 практического упражнения
Assessing Barton as a Change Leader2мин
Leading Change4мин
4.8
Рецензии: 99Chevron Right

60%

начал новую карьеру, пройдя эти курсы

43%

получил значимые преимущества в карьере благодаря этому курсу

Лучшие отзывы о курсе Руководство организациями в 21 веке

автор: HPJan 4th 2019

Excellent course that provokes you to relate learning and experience. I have just submitted my assignment/reviewed first peer and this reflected how powerful the course design is. #Kudos

автор: JOct 20th 2017

It's a very comprehensive course. I enjoyed the combination of theory with case study and scenario. I had a lot of fun discovering the new trends in the 21st century's leadership.

Преподаватели

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Robert Austin

Professor, Management of Creativity and Innovation
Department of Management, Politics, and Philosophy
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Shannon Hessel

Assistant Professor of Art, Leadership and Entrepreneurship
Department of Management, Politics, and Philosophy

О Копенгагенская школа бизнеса

Centrally located in Copenhagen, the capital of Denmark, Copenhagen Business School (CBS) is one of the largest business schools in Europe with close to 23,000 students. CBS offers world-class research-based degree programs at undergraduate, graduate, and PhD levels as well as executive and other post experience programs. ...

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