These programs provide practical, MBA-level content from two respected institutions: Cornell University and London School of Business & Finance. Designed for working professionals ready to “skill up” for a career move, those who have an MBA and seek additional training, and those in a leadership position who want to deepen or broaden their skills. Courses focus on strategy development, business acumen, and the crucial leadership skills needed for execution. Start advancing your career today!

Available Courses

ETL360Achieve Your Leadership Potential

Leaders are not born – leadership can be taught!<br><br>

Using our 360 feedback process, you will have an opportunity to analyze your leadership qualities, recognize and manage reactions to the feedback, and understand the concept of calibration. <br><br>

You will then translate this new self-awareness into practical actions contained in your personal leadership development plan. You will define the steps necessary to follow through on your plan and establish ways to measure your progress.<br><br>

The 360 Feedback process will take you a step closer to achieving your full leadership potential!

Full Description

Leaders are not born – leadership can be taught! Using our 360 feedback process, you will have an opportunity to analyze your leadership qualities, recognize and manage reactions to the feedback, and understand the concept of calibration. You will then translate this new self-awareness into practical actions contained in your personal leadership development plan. You will define the steps necessary to follow through on your plan and establish ways to measure your progress. The 360 Feedback process will take you a step closer to achieving your full leadership potential!

Who Should Take This Course?

This course is invaluable for high potentials and managers at all levels who aspire to higher leadership positions.

Course Format

Earning Though Learning takes a problem-based approach to learning, and our courses are designed with real world case studies. All courses are self-paced, and offer a team of support staff to ensure your success. Your team includes:

  • A coach, who supports you with analyzing your 360 results and feedback on your leadership development plan (Gold level only)
  • A team of learning counsellors to help you identify learning opportunities to fulfill your leadership development plan
  • Client services members to support any administration or technical questions you may have

This course contains:

A secure online 360 Feedback Survey (Silver and Gold level only) plus four online modules:

  • What Makes a Great Leader
  • Using Feedback to Grow
  • Preparing to Analyze Results
  • Building Your Growth Plan

Benefits to the Learner

After completing this course, participants will be able to:

  • Receive feedback from multiple perspectives on how others perceive their leadership (Silver and Gold level only) 
  • Strengthen their self-awareness of who they are as a leader and the leadership level at which they operate
  • Use their heightened awareness to build a leadership development plan that will help them realize their leadership potential

Total Learning Time

Approximately six hours over a period of four weeks. Here is how the process generally unfolds:
Week 1 – Launch the 360 Feedback process
Week 2 – Prepare to receive the feedback
Week 3 – Receive the feedback, analyze it, and calibrate
Week 4 – Use the feedback to create a leadership development plan

Course Schedule

LSM535Capacity, Surplus and Performance Measurement

This online course explores one of the most challenging issues in measuring the margins created by individual managers, departments, products and services: allocating the costs that are incurred simply to provide productive capacity. You will learn the pluses and minuses of investing in capacity, the creation of surplus, and the risks associated with fixed capacity costs help you assess and plan for economic downturns or increased competition. In examining the economics of your business, you will understand which costing systems best meet your needs

Full Description

The key to good managerial reporting lies in deciding which system best helps managers make better decisions, with the shortcomings that cause the fewest problems. This online course explores one of the most challenging issues in measuring the margins created by individual managers, departments, products and services: allocating the costs that are incurred simply to provide productive capacity. You will learn the pluses and minuses of investing in capacity, the creation of surplus, and the risks associated with fixed capacity costs help you assess and plan for economic downturns or increased competition. In examining the economics of your business, you will understand which costing systems best meet your needs.

Who Should Take This Course?

People at all levels in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:

  • Specifying organizational strategy, or implementing the strategies specified by others.
  • Linking performance evaluation and incentives to organizational strategy.
  • Revising strategy and operations to accomplish strategic goals at lower cost.
  • Helping employees collaborate and work together across departments and functional areas, and communicate more effectively with colleagues about the goals and performance of their organization.

Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.

Benefits to the Learner

After completing this course, you will be able to:

  • Identify fixed and variable costs in your organization.
  • Predict how changes in the quantity of goods or services you produce will affect sales and profit margins.
  • Determine what types of methods for reporting on capacity are most appropriate for your organization, and for particular types of decisions.
  • Assess where your accounting system over- or under-states the true costs to your firm of providing products and services.
  • Identify areas of nested capacity and the hierarchy of costs in place at your organization.
  • Apply principles of Activity-Based Costing to make more informed pricing and product-line decisions and to identify opportunities to realize greater benefit from your existing capacity.

Authoring Faculty

Robert J Bloomfield, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-8 hours over a 2-week period

Course Schedule

Course Start Date Registration Deadline

LSM541Competitive Advantage and Profitability

This course introduces you to the tools and frameworks used in market evaluation and assessment of the competition. As you explore MBA-level business concepts and practices, you’ll learn what makes a particular business profitable and how it achieves competitive advantage in a given market.

Full Description

This course introduces you to the tools and frameworks used in market evaluation and assessment of the competition. As you explore MBA-level business concepts and practices, you’ll learn what makes a particular business profitable and how it achieves competitive advantage in a given market. You’ll dig into real-world case studies and gain a more nuanced understanding of business and organizational mechanics. Your grasp of the essentials will prepare you think practically about developing a competitive, profit-driven business strategy.

Who Should Take This Course?

This course is perfect for VPs and executives, directors, senior managers or those desiring more strategic leadership positions. Also, anyone who is looking to be a key player in high-level strategic decision making.

Benefits to the Learner

Participants who complete this course will be able to:

  • Evaluate how an industry will respond to changes in the market environment.
  • Use these analytical tools to discover why some industries are more profitable than others.
  • Identify the source of an individual firm’s competitive advantage.
  • Identify threats to profits and potential remedies to these threats.
  • Recognize the key resources of a firm and how good strategies build on these resources.

Authoring Faculty

Justin P. Johnson, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-12 hours over a 2-week period.

Course Schedule

Course Start Date Registration Deadline

ILRSM509Developing an Agenda for Change

Drive change within your organization, adapting it to a dynamic environment and controlling how it evolves.

Full Description

French Course Offering

Inscrivez-vous aujourd’hui

The many economic, competitive, and global factors that influence how organizations conduct business are constantly changing and evolving. The ability of organizations to understand these influences on their organizations and to respond to and adapt to these changes is critical for long-term growth and survival.

This course, the first in a four-course series, "Getting Things Done in Organizations: Creating Change and Building Support", discusses change as a political process driven by individuals and leaders within the organization who emerge as change agents. To be effective, individuals must recognize the areas within the organization over which they can exercise control and the areas over which they cannot.

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all levels of organizations in virtually any industry sector who wish to understand the process of organizational analysis and change.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course contains the following modules:

  • Analyzing the Change Environment
    • The role of the change agent as a proactive thinker
    • Implementing a 3-step model for change
    • Analyzing the nature of the change environment in which you operate
    • Analyzing the specific nature of the environmental uncertainties In which your organization operates
  • Identifying Change Opportunities
    • Analyzing how loosely or tightly coupled your organizational structure should be
    • Identifying opportunities for change within the four main spheres of organization and execution within which the change agent can effect change
    • Outlining a plan for change within your organization that addresses one or more of those spheres

Benefits to the Learner

After completing this course, participants will be able to:

  • Evaluate their organization’s environment
  • Identify opportunities for change
  • Understand change as a process of negotiation
  • Develop an agenda for action based on the goals, culture, design, and work structure of the organization

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Change Leadership

Course Schedule

Course Start Date Registration Deadline

ILRSM513Establishing Momentum: Managing Structure, Resources, and Performance

Empower teams and establish momentum for carrying out change. Maintain the capacity to allocate resources efficiently and to evaluate performance and progress.

Full Description

Effective leaders not only develop good ideas and create action, but also implement the ideas and sustain action. You can be charismatic. You can be charming. But your skill as a manager will be evaluated in terms of your ability to get things done.

Once you have gotten an initiative off the ground, you need to ensure that your coalition has the ability to produce results and drive momentum. A proactive leader must have the managerial competence to build the coalition’s capacity to keep the initiative moving forward and growing, and the performance-management skills to keep it operating effectively.

This course is designed to help learners:

  • Develop a “roadmap” for establishing momentum for their coalition’s agenda
  • Apply facilitative and directive leadership styles appropriately in teams and organizations
  • Maintain organizational capacity in order to allocate resources and prioritize effectivelyMonitor performance in order to evaluate progress and make corrections
  • Apply these skills to a change agenda in their organization

Who Should Take This Course?

This course is essential for executives, managers, department heads, team leaders, and others working at all levels of organizations in virtually any industry sector who wish to become effective leaders for long-term results.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • Managing for Momentum
    • The need for both political and managerial competence
    • The four dimensions of momentum
    • Facilitative vs. directive leadership
  • Structural Momentum
    • Creating hierarchies, while sustaining groups
    • Providing resources without going too far
    • Giving autonomy and defining parameters
  • Performance Momentum
    • Being clear about results, while remaining objective
    • Making adjustments without over-reacting

Benefits to the Learner

After completing this course, participants will be able to:

  • Describe the dimensions of effective leadership and their implication on the long-term success of their agenda
  • Identify the four dimensions of momentum and explain why you need to manage all four to ensure the success of your agenda
  • Choose facilitative and directive leadership approaches, as appropriate
  • Recognize and respond appropriately to changing conditions within the organization
  • Balance multiple considerations in building and maintaining the capacity of their organization
  • Evaluate performance and make corrections

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Change Leadership

French Course Offering

Inscrivez-vous aujourd’hui

Course Schedule

Course Start Date Registration Deadline

LSM506Executive Decision Making

In a fast-paced, competitive business climate, executives need to make smart decisions quickly and decisively. But making strategic decisions involves more than just weighing risk and anticipating long-term outcomes.

Full Description

In a fast-paced, competitive business climate, executives need to make smart decisions quickly and decisively. But making strategic decisions involves more than just weighing risk and anticipating long-term outcomes. 

Participants in this online course will learn how to apply formal decision-making processes in order to reduce risk and maximize benefit. Learn best practices and techniques for gathering data and making critical decisions with limited time and resources. Ascertain risks, uncertainties and ambiguities and overcome organizational factors that complicate decision-making. You’ll also learn to apply formal methods such as decision trees and Bayesian analysis to arrive at appropriate decisions.

This course is essential for executives, managers and team leaders charged with weighing alternatives and making strategic and operational decisions for their organization. 

 

Course Schedule

Course Start Date Registration Deadline

LSM507Leading Through Creativity

Leaders that actively encourage creative thinking in their employees are often the ones that drive organizational innovation. The creative power of individuals in the workforce can and should push the development of new products and services to make the business more competitive.<br><br>
Mastering the creative process and spurring on innovation isn’t a matter of having the gift of creativity; it is a matter of applying technique and intelligence. Creative innovation is essential to growing market share and increasing profits.<br><br>
In this course, participants will learn to cultivate organizational creativity through a series of individual and group exercises to develop new ideas. Participants will also learn to enhance their own capacity for creative thought.

Full Description

French Course Offering

Inscrivez-vous aujourd’hui

Leaders that actively encourage creative thinking in their employees are often the ones that drive organizational innovation. The creative power of individuals in the workforce can and should push the development of new products and services to make the business more competitive.

Mastering the creative process and spurring on innovation isn’t a matter of having the gift of creativity; it is a matter of applying technique and intelligence. Creative innovation is essential to growing market share and increasing profits.

In this course, participants will learn to cultivate organizational creativity through a series of individual and group exercises to develop new ideas. Participants will also learn to enhance their own capacity for creative thought.

Who Should Take This Course?

This course is critical for executives, managers, and team leaders who are responsible for the growth and development of their organization. It is also crucial for any professionals who want to develop and enhance their own creative thought process.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • Developing Your Creativity
    • Characteristics of creative people in business environments
    • Using visualization techniques for enhancing your creativity
    • Techniques for developing creative approaches to business challenges
  • Developing Your Organization’s Ability to Innovate
    • Creative techniques and processes for groups, including some that can be implemented online
    • Features that limit an organization’s creative potential
    • Fostering creativity throughout the organization

Benefits to the Learner

Participants who complete this course will be able to:

  • Greatly expand their own capacity for creative thought
  • Foster creativity throughout a department or organization
  • Utilize techniques for developing creative approaches to business challenges
  • Identify and overcome features in an organization that limit creative potential
  • Recommend steps to foster creativity

Authoring Faculty

Florence Berger, Ph.D., Professor Emeritus

Judi Brownell, Ph.D., Professor

Sponsoring School

Cornell University’s School of Hotel Administration

Total Learning Time

Approximately five to six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Leading Management Teams
  • Executive Leadership

 

Course Schedule

Course Start Date Registration Deadline

LSM532Management Reporting: Bridging the Gap Between Strategy and Data

This online course explores the types and sources of measurement error, the use of causal models in analyzing measures of performance, and the differences between managing measures and managing performance.

Full Description

Performance reporting has three main aspects that managers must understand in order to implement it properly:

  1. Managers must represent organizational strategy the way a scientist would, by identifying causes and effects and linking each cause and effect to a measure can be reported, discussed and improved upon throughout the organization.
  2. Managers must understand the inherent errors in your measures of performance. You need to understand the nature of the errors and how best to address them.
  3. Managers must understand how the performance measures you create will influence the behavior of others.

This online course explores the types and sources of measurement error, the use of causal models in analyzing measures of performance, and the differences between managing measures and managing performance.

Who Should Take This Course?

People at all levels in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:

  • Specifying organizational strategy, or implementing the strategies specified by others.
  • Linking performance evaluation and incentives to organizational strategy.
  • Revising strategy and operations to accomplish strategic goals at lower cost.
  • Helping employees collaborate and work together across departments and functional areas, and communicate more
    effectively with colleagues about the goals and performance of their organization.

Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.

Benefits to the Learner

After completing this course, you will be able to:

  • Predict how different forms of measurement error present in your firm will influence the behaviors and decisions of managers.
  • Diagnose reasons for good and bad performance by analyzing the cause-and-effect relationships between objectives and outcomes, and the measurements used for each.
  • Propose improvements to your firm’s systems for measuring performance in the planning and execution of business strategy.
  • Distinguish between managing measures and managing performance.

Authoring Faculty

Robert J Bloomfield, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-8 hours over a 2-week period

Course Schedule

Course Start Date Registration Deadline

ILRSM840Managing Global Employment Issues and Work Practices

Managing Global Employment Issues and Work Practices, a 5-week online MasterCourse for HRDC students, teaches the vital knowledge in the advanced HR topics of high-performance work practices, employee relations, alternative dispute resolution, and managing organizational conflict to broaden your understanding of key HR practices and strategies.

Full Description

Managing Global Employment Issues and Work Practices, a 5-week online MasterCourse for HRDC students, teaches the vital knowledge in the advanced HR topics of high-performance work practices, employee relations, alternative dispute resolution, and managing organizational conflict to broaden your understanding of key HR practices and strategies.

Who Should Enroll in This Course?

HRDC Students only

Certificate Information

This course can be applied toward the following certificates:
 

  • HR Directors Certificate
  • Advanced Strategic HR Practices

HRCI Recertification

This course been approved for twenty-four (24) Strategic Management recertification credit hours toward SPHR and GPHR recertification and twenty-four (24) recertification credit hours toward PHR, SPHR, and GPHR recertification through the Human Resource Certification Institute. Please contact the Human Resource Certificate Institute (HRCI) for further information about certification or recertification.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content. This course contains the following modules: 

  • Implementing High-Performance Work Practices: Where to Begin and How to Involve Workers and Union Officials
  • Industrial Relation Issues in Structuring High-Performance Work Practices
  • Global Employment Issues in Context
  • Practical Approaches to Global Employment Issues
  • The Right Time for ADR
  • Putting ADR to Work
  • Designing a Conflict Management System (CMS)
  • Implementation and Evaluation of a Conflict Management System

Sponsoring School

Cornell University’s School of Industrial Labor Relations (ILR)

Course Schedule

Course Start Date Registration Deadline

LSM544Managing Supply Chain Threats and Opportunities

In this online course, you will learn about supply chain challenges and compare and contrast the “manufacture in-house versus buy from outside vendor” approaches. You’ll use MBA-level models for reviewing case studies. You’ll explore and critique real-world business maneuvers to identify pitfalls and drawbacks and make smarter choices in your own strategy formulation.

Full Description

One way to grow and take market share away from the competition is through a merger or acquisition. Vertically integrating your supply chain (assuming control over previously outsourced processes, such as parts manufacturing) is another way to control costs, increase efficiency and ensure quality in order to grow business, but vertical integration is not suitable for every business.

In this online course, you will learn about supply chain challenges and compare and contrast the “manufacture in-house versus buy from outside vendor” approaches. You’ll use MBA-level models for reviewing case studies. You’ll explore and critique real-world business maneuvers to identify pitfalls and drawbacks and make smarter choices in your own strategy formulation.

Who Should Take This Course?

This course is perfect for VPs and executives, directors, senior managers or those desiring more strategic leadership positions. Also, anyone who is looking to be a key player in high-level strategic decision making.

Benefits to the Learner

Participants who complete this course will be able to:

  • Use vertical relations management to improve efficiency.
  • Use vertical relations management to increase market power.
  • Critically evaluate a proposal to manage vertical relations.

Authoring Faculty

Justin P. Johnson, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-12 hours over a 2-week period.

Course Schedule

Course Start Date Registration Deadline

ILRSM510Mapping the Political Terrain of Allies and Resistors

Create a political agenda for change, accounting for both support and resistance to the transition. Anticipate and prepare for dissenting opinions. * Please take Developing an Agenda for Change (ILRSM509) prior to enrolling in this course.

Full Description

French Course Offering

Inscrivez-vous aujourd’hui

Implementing an agenda for action is a political process driven by individuals within the organization who emerge as change agents. Essential to their success is the understanding that all new initiatives attract both allies and resistors.

This course, the second in a four-course series, "Getting Things Done in Organizations: Creating Change and Building Support", teaches leaders how to frame their agenda in a way that helps them identify and assess potential allies and resistors to their initiatives. With this understanding participants will be able to anticipate and prepare for arguments resistors may use in their attempts to derail the initiative.

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all levels of organizations in virtually any industry sector who wish to understand the process of organizational analysis and change.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • Framing Your Change Agenda
    • Change agendas and styles
    • Four change mind-sets
  • Meeting the Challenge of Different Change Agendas
    • Strategies for recognizing allies and resistors
    • Identifying key stakeholders
    • Analyzing the change mind-sets of potential allies and resistors
    • Anticipating arguments against your change agenda

Benefits to the Learner

After completing this course, participants will be able to:

  • Map the allies, potential allies, and the resistors to their initiative
  • Assess the attitude toward change of various actors in the organization
  • Identify various agendas and styles
  • Anticipate arguments against the agenda for action
  • Explain the need for a coalition of support

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Change Leadership

Prerequisites

* Please take Developing an Agenda for Change (ILRSM509) prior to enrolling in this course.

Course Schedule

Course Start Date Registration Deadline

LSM536Measuring and Improving Efficiency

Measuring and encouraging efficiencies in different parts of an organization rely on accurately identifying and isolating the areas responsible for those efficiencies. This online course introduces you to effective techniques for setting prices for the exchange of products and services between different units in a business. The goal is to improve decision-making and to isolate each unit’s responsibility for the elements of business strategy under their control.

Full Description

Measuring and encouraging efficiencies in different parts of an organization rely on accurately identifying and isolating the areas responsible for those efficiencies. This online course introduces you to effective techniques for setting prices for the exchange of products and services between different units in a business. The goal is to improve decision-making and to isolate each unit’s responsibility for the elements of business strategy under their control.

Who Should Take This Course?

People at all levels in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:

  • Specifying organizational strategy, or implementing the strategies specified by others.
  • Linking performance evaluation and incentives to organizational strategy.
  • Revising strategy and operations to accomplish strategic goals at lower cost.
  • Helping employees collaborate and work together across departments and functional areas, and communicate more effectively with colleagues about the goals and performance of their organization.

Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.

Benefits to the Learner

After completing this course, you will be able to:

  • Determine whether standard costing is appropriate as a basis for transfer pricing and performance evaluation.
  • Determine what aspects of performance were strong or weak from a variance report.
  • Identify whether a budget is appropriately balancing the supply and demand of production and performance.
  • Identify appropriate circumstances for transfer pricing and delegation.
  • Predict and avoid unintended consequences of different transfer pricing and delegation techniques.

Authoring Faculty

Robert J Bloomfield, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-8 hours over a 2-week period

Course Schedule

Course Start Date Registration Deadline

LSM534Measuring and Improving Margins

This course provides students with an understanding of the basic tools organizations use to identify the total costs of the resources they consume, and allocate those costs to particular managers, products and services.

Full Description

Measuring and making sense of profit margins on an organization’s different products and services requires an accurate assessment of the true costs of delivering those products and services. This online course will teach you how to analyze the true cost of products and services that rely heavily on shared resources (often called “overhead”), how common methods of reporting these costs lead to distorted decision-making, and devise reports that link reported costs to business strategy in the most effective ways. This course provides students with an understanding of the basic tools organizations use to identify the total costs of the resources they consume, and allocate those costs to particular managers, products and services.

Who Should Take This Course?

People in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:

  • Specifying organizational strategy, or implementing the strategies specified by others.
  • Linking performance evaluation and incentives to organizational strategy.
  • Revising strategy and operations to accomplish strategic goals at lower cost.
  • Helping employees collaborate and work together across departments and functional areas, and communicate more effectively with colleagues about the goals and performance of their organization.

Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.

Benefits to the Learner

After completing this course, you will be able to:

  • Explain the different types of costs your organization faces, and what cost-related information (e.g. margins, efficiencies, etc.) is most important to the business of your organization.
  • Describe how accountants allocate costs to individual products, services, departments and managers, and be able to interpret key reports that reflect those allocations.
  • Calculate the costs of a product or service under a two-stage system of overhead allocation, and determine whether these reported costs will rise or fall when overhead is allocated differently.
  • Identify the forces and activities that drive overhead costs in your organization—especially those that may be overlooked or oversimplified by your cost accounting system—and how these cost allocation problems distort margins.
  • Identify and avoid common decision-making pitfalls that result from an inaccurate or incomplete understanding of the costs of serving customers.

Authoring Faculty

Robert J Bloomfield, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-8 hours over a 2-week period

Course Schedule

Course Start Date Registration Deadline

ILRSM512Mobilizing the Coalition for Action

React to change with an appropriate leadership style. Lead a coalition to manage the change and ensure successful implementation. * Please take Negotiating Support and Buy-In for Your Agenda (ILRSM511) prior to enrolling in this course.

Full Description

French Course Offering

Inscrivez-vous aujourd’hui

In most organizations, it is no longer sufficient to identify what needs to get done, and how it should get done. A leader must have the skills to implement his or her initiative and to overcome the dynamics of opposition and resistance that exist in every organization.

This course, the fourth in the series, "Getting Things Done in Organizations: Creating Change and Building Support," is designed to help learners:

  • Apply the leadership style appropriate to the situation
  • Put a change coalition into place
  • React to changing conditions in the organization to ensure successful implementation
  • Anticipate and prepare for the future

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all levels of organizations in virtually any industry sector who wish to understand the process of organizational analysis and change.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • The Essentials of Coalition Leadership
    • Solidifying your coalition
    • Managing differences among coalition members
    • Diffusing your ideas and expanding your network
  • Pitfalls to Avoid and Leading for the Long Term
    • Strategies for preventing your coalition from becoming insular
    • Avoiding complacency and differentiating your coalition
    • Negotiating changing conditions and uncertainties
    • Political analysts, consensus builders, and politically competent leaders

Benefits to the Learner

After completing this course, participants will be able to:

  • Solidify their coalition
  • Map differences among coalition members
  • Propagate ideas and diversify their network
  • Identify the two dimensions of coalition leadership
  • Avoid traps of insular coalitions
  • Recognize and respond to changing conditions within the organization
  • Employ a Change Outcome Matrix and respond to different outcomes
  • Effect ongoing and proactive change

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

Business Leadership Skills
Change Leadership

Prerequisites

* Please take Negotiating Support and Buy-In for Your Agenda (ILRSM511) prior to enrolling in this course.

Course Schedule

Course Start Date Registration Deadline

ILRSM511Negotiating Support and Buy-In for Your Agenda

Build and negotiate support for your change initiatives. Understand principles of bargaining power and organizational influence and analyze the agendas of other employees. * Please take Mapping the Political Terrain of Allies and Resistors (ILRSM510) prior to enrolling in this course.

Full Description

French Course Offering

Inscrivez-vous aujourd’hui

In these highly uncertain and turbulent times, going it alone is no longer a route to success; as a result, effective leaders build coalitions of support for their agenda and change initiatives. Leaders develop such coalitions by establishing their own credibility and the credibility of their agenda.

This course, the third in the series, "Getting Things Done in Organizations: Creating Change and Building Support," is designed to:

  • Help learners develop a "roadmap" for negotiating support for their action agenda
  • Convey an understanding of the principles of bargaining power and influence in the process of negotiating a strategic initiative
  • Help learners apply this conceptual model to their action agenda in their organization
  • Help learners analyze the political agendas of others in the organization, identify sources of support for their agenda, and develop a strategy for building support for their initiative

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all levels of organizations in virtually any industry sector who wish to understand the process of organizational analysis and change.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • Why You Need a Change
    • Coalition Conditions that necessitate coalitions
    • Power dynamics and credibility
    • Understanding and communicating the benefits of your agenda to others
  • Negotiating Support for Your Initiative
    • Strategies for gaining initial support for your agenda’
    • Justifying your actions
  • How to Negotiate a Coalition of Support
    • When to use tacit or explicit language to present your agenda
    • Approaches to communicating your agenda
    • Developing a negotiation strategy appropriate to your agenda

Benefits to the Learner

After completing this course, participants will be able to:

  • Describe why coalitions are critical to taking effective action
  • Describe how coalitions increase your bargaining power
  • Analyze the types of initial support you can build
  • Develop strategies for getting initial support for your agenda
  • Identify communications approaches that will be most effective
  • Outline a strategy for getting others to buy-in to your agenda

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Change Leadership

Prerequisites

* Please take Mapping the Political Terrain of Allies and Resistors (ILRSM510) prior to enrolling in this course.

Course Schedule

Course Start Date Registration Deadline

ILRSM515Preparing for Negotiations

Being proactive and politically savvy are the keys to successful negotiation. Leaders can influence larger business outcomes through careful assessment of the opposition and gaining influence through careful maneuvering.<br><br>

Skilled negotiators know that preparation and timing are crucial. Perhaps just as important is knowing how to frame the actual negotiation, to set the terms and scope, and how to improve a bargaining position. You will learn to evaluate people, anticipate their negotiation styles, and take into account the cultural context of the negotiation.<br><br>

This online course is based upon the academic and applied research of Professor Samuel Bacharach from Cornell University’s School of Industrial & Labor Relations. Dr. Bacharach’s course will delve deep into real-world case studies and situations, give you advice and insight from negotiation experts, and teach you to apply these skills directly to your job.

Full Description

Negotiation is a basic leadership skill that all successful managers need. However, many of us suffer from common misconceptions about negotiators and negotiations. Before you can become an effective and proactive negotiator, you need to confront these myths, put them to rest, and learn the skills that are critical to anticipating, analyzing, and preparing for negotiations.

This course, the first in a series of two, focuses on how to prepare to negotiate and develops the skills to become a proactive negotiator. Proactive negotiation skills enable managers and other organizational leaders to adjust to changing business situations while keeping key personnel motivated and committed. Skilled negotiators know when to negotiate and how to frame the negotiation to improve their bargaining position. This course will teach you how to evaluate the best way to resolve differences and how to strategically prepare for negotiation before you get to the table.You will develop the skills you need to craft a negotiation strategy that takes into account the nature of your relationship with the other party, whether or not they are the right negotiating partner, the options and issues under consideration (and how to categorize and prioritize them), and the bargaining power of each party. Specifically, you will learn to evaluate the peeople anticipate their negotiation styles, and appreciate the cultural context of the negotiation.

This course will provide you with a practical and effective framework and toolset to prepare for all types of negotiations, ranging from power negotiations to problem-solving negotiations and mixes of the two. It is based upon the academic and applied research of the Cornell ILR School’s Professor Samuel Bacharach and makes extensive use of real-world examples and situations, advice and insight from negotiation experts, and opportunities to apply and practice the skills in authentic situations.

Who Should Take This Course?

Negotiation is an integral part of almost every business activity. This course is essential for managers, leaders, and individual contributors who need to master the skill of preparing for negotiations to ensure that they achieve their objectives.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course contains the following modules:

  • Proactive Negotiation
  • Introducing Proactive Negotiations
  • To Negotiate or Not
  • The Proactive Negotiator
  • Framing the Negotiation
  • Analyzing the Situation
  • Categorizing the Issues
  • Prioritizing the Issues
  • Alternatives and Bargaining Power
  • Knowing With Whom You’re Dealing
  • Negotiating with the Right Person
  • Personality and Negotiation Style
  • Understanding Their Culture

Benefits to the Learner

Participants who complete this course will be able to:

  • Assess your needs and alternatives
  • Assess the other parties’ needs and alternatives
  • Determine when to negotiate
  • Anticipate power, personality, and cultural issues that may affect negotiations

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Schedule

Course Start Date Registration Deadline

LSM546Strategic and Tactical Pricing

In this online course, you will review the fundamental elements of pricing, including cost issues and monopoly pricing. See how nuanced approaches to price discrimination such as discounts and linear tariffs can influence pricing decisions and positively influence the bottom line.

Full Description

In this online course, you will review the fundamental elements of pricing, including cost issues and monopoly pricing. See how nuanced approaches to price discrimination such as discounts and linear tariffs can influence pricing decisions and positively influence the bottom line.

Learn competitive techniques like targeted discounts, poaching, and the value of upgrades and trade-ins in pricing models. Understand the role of product line choices and competitive product lines can keep other firms out of your market and positively influence your market share.

Who Should Take This Course?

This course is perfect for VPs and executives, directors, senior managers or those desiring more strategic leadership positions. Also, anyone who is looking to be a key player in high-level strategic decision making.

Benefits to the Learner

Participants who complete this course will be able to:

  • Address the macro and micro issues of pricing.
  • Understand price discrimination and it’s role in product promotion.
  • Apply competitive techniques to pricing in his/her line of business.
  • Describe how product line choices can prevent competition.

Authoring Faculty

Justin P. Johnson, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-12 hours over a 2-week period.

Course Schedule

Course Start Date Registration Deadline

LSM542Strategic Positioning in Markets

This online course will cover product or service differentiation and help you stake your claim in a particular market segment. You’ll delve into fascinating case studies from fashion icon Gucci to jewelry giant Zales and review several of the greatest do’s and don’ts in the history of strategic positioning.

Full Description

How do you define the vertical market you’re in? How big is your potential reach? Who are the other players and what kind of threat do they represent? Is your business structured to be profitable?

Central to your business strategy is identifying your strategic position. Strategic positioning is essentially how your firm “stacks up” to the competition and helps to define the scope and scale of your business. To survive and thrive you need accurate data-driven models for self-assessment and competition analysis.

This online course will cover product or service differentiation and help you stake your claim in a particular market segment. You’ll delve into fascinating case studies from fashion icon Gucci to jewelry giant Zales and review several of the greatest do’s and don’ts in the history of strategic positioning.

Who Should Take This Course?

This course is perfect for VPs and executives, directors, senior managers or those desiring more strategic leadership positions. Also, anyone who is looking to be a key player in high-level strategic decision making.

Benefits to the Learner

Participants who complete this course will be able to:

  • Evaluate a firm’s positioning strategy.
  • Use strategic consistency to strengthen a firm’s position in the market.
  • Use an awareness of positioning tradeoffs to exploit weaknesses inherent in a rival’s strategies, and to predict a rival’s actions.

Authoring Faculty

Justin P. Johnson, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-12 hours over a 2-week period.

Course Schedule

Course Start Date Registration Deadline

LSM531Strategy and Performance Reporting

Strategy and Performance Reporting introduces managers to the basics of measuring and reporting on the performance of your organization, whether it’s a for-profit business, not-for profit, or governmental organization. You will learn about the different types of reporting systems these organizations use, with a focus on performance reporting systems: the systems that lay out an organization’s strategy and report on how well that strategy is being executed. You will also take a detailed look at one of the most important tools for performance reporting, the Balanced Scorecard. The ultimate goal for this course is for you to be able to implement the Balanced Scorecard in your own organization.

Full Description

Strategy and Performance Reporting introduces managers to the basics of measuring and reporting on the performance of your organization, whether it’s a for-profit business, not-for profit, or governmental organization. You will learn about the different types of reporting systems these organizations use, with a focus on performance reporting systems: the systems that lay out an organization’s strategy and report on how well that strategy is being executed. You will also take a detailed look at one of the most important tools for performance reporting, the Balanced Scorecard. The ultimate goal for this course is for you to be able to implement the Balanced Scorecard in your own organization.

Who Should Take This Course?

People at all levels in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:

  • Specifying organizational strategy, or implementing the strategies specified by others.
  • Linking performance evaluation and incentives to organizational strategy.
  • Revising strategy and operations to accomplish strategic goals at lower cost.
  • Helping employees collaborate and work together across departments and functional areas, and communicate more effectively with colleagues about the goals and performance of their organization.

Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.

Benefits to the Learner

After completing this course, you will be able to:

  • Categorize business objectives and measures into the four groups defined by the Balanced Scorecard (financial, customer, operations, learning and growth).
  • Distinguish between objectives, measures and targets.
  • Evaluate initiatives for their applicability in reaching targets
  • Distinguish outputs from outcomes, and use the Balanced Scorecard and a “causal map.”

Authoring Faculty

Robert J Bloomfield, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-8 hours over a 2-week period

Course Schedule

Course Start Date Registration Deadline

ILRSM514Sustaining Momentum: Motivating Through Vision, Culture, and Political Agility

Manage organizational culture to sustain momentum. Exercise political agility to ensure support for the agenda and to promote long-term growth. * Please take Establishing Momentum: Managing Structure, Resources, and Perf (ILRSM513) prior to enrolling in this course.

Full Description

French Course Offering

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Leaders need to provide the vision exercise the political agility, and establish the organizational culture necessary to keep their initiatives vital and moving forward. Proactive leaders must have the skills to keep the ‘soul? of their coalition alive and relevant to the needs of the organization.

This course is designed to help learners:

  • Manage organizational culture to sustain momentum.
  • Become politically agile in ensuring continued support for their agenda.
  • Manage their coalition?and their agenda?for the long-term.

Who Should Take This Course?

This course is essential for executives, managers, department heads, team leaders, and others working at all levels of organizations in virtually any industry sector who wish to become effective leaders for long-term results.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • Cultural Momentum
    • Creating a problem-solving culture
    • Developing the collective while supporting the individual
    • Celebrating results without "worshiping idols"
  • Political Momentum
    • Keep the coalition mindset alive
    • Don’t feed the Trojan horse
    • Beware of counter-coalitions
  • Proactive Leadership
    • Putting your agenda together, from idea to implementation
    • Planning your next agenda and leveraging current success.

Benefits to the Learner

After completing this course, participants will be able to:

  • Create a culture of motivation that helps people learn and problem-solve while providing opportunities for affiliation and re-affirmation
  • Become politically agile: anticipate conflict and continuously mobilize support to ensure that their agenda remains vital
  • Build on current success and plan their next agenda
  • Focus on the big picture – from acting on an idea to implementing for long-term results – in their organization

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Change Leadership

Prerequisites

* Please take Establishing Momentum: Managing Structure, Resources, and Perf (ILRSM513) prior to enrolling in this course.

Course Schedule

Course Start Date Registration Deadline

ILRSM516Tactics and Skills for Negotiating

Learn to anticipate outcomes, navigate the political landscape, set the terms for negotiation, and operate from a position of strength at the negotiation table.<br><br>

This online course provides a practical framework for managing negotiations. How a negotiation starts can largely determine the outcome, so how it is framed is important. This course teaches you how to set the initial tone for negotiations, decide whether you should make the first move, determine how to present your proposals, and establish your negotiation style.<br><br>

Be proactive, increase your capacity to listen, and learn to move the agenda forward. This course is based upon the academic and applied research of Professor Samuel Bacharach from Cornell University’s School of Industrial & Labor Relations.<br><br>

You’ll dig deep into real-world case studies and situations, gain advice and insight from negotiation experts, and learn to apply and put the right tactics and skills into practice for successful negotiation.

Full Description

Successful negotiation demands the flawless execution of a well-crafted strategy. This course develops the skills necessary to ensure that you can think both strategically and tactically at the negotiation table and master the techniques and maneuvers that will determine your success or failure.

This course provides a practical framework for managing negotiations that can be used in almost any type of negotiation. This course clearly guides you through the process of negotiating to ensure that you are able to execute your strategy and achieve your objectives. How a negotiation starts can significantly affect how it ends; this course ensures that you are able to set the initial tone for your negotiations, decide whether you should make the first move, determine how to present your proposals, and establish your negotiation style. It also provides tools to ensure that your ego does not impair your ability to gain your desired outcome.

Once the negotiation has commenced, this course fully explores strategies and tactics for engaging the other party to ensure that you understand their position, can elicit additional information from them, and present your own arguments most effectively. This course focuses on developing an increased capacity to listen, ask proactive questions that will move the agenda forward, and make the appropriate arguments to achieve your objectives. Bluffing is explored in detail to provide you with mastery of the concept so you can determine if and when it is an appropriate tactic to use in a variety of situations. The strategic use of emotional expression is also explored as a potentially advantageous tactic. Finally, effective closing techniques are discussed in detail to help ensure that you end up with a negotiated agreement that meets all your objectives.

This course is based upon the academic and applied research of the Cornell ILR School’s Professor Samuel Bacharach and makes extensive use of real-world examples and situations, advice and insight from negotiation experts, and opportunities to apply and practice the skills in authentic situations.

Who Should Take This Course?

Negotiation is an integral part of almost every business activity. This course is essential for managers, leaders, and individual contributors who need to master the skill of conducting negotiations to ensure that they achieve their objectives.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

  • Getting Started
  • Avoiding the ego trap
  • Establishing setting and tone
  • Making the first move
  • Deciding how many issues to put on the table
  • Being cooperative or competitive
  • Engaging the Other Party
  • Being a Proactive Listener
  • Asking Proactive Questions
  • Making Proactive Arguments
  • Knowing When to Bluff
  • Using emotions effectively
  • Closing the deal

Benefits to the Learner

Learners who complete this course will be able to:

  • Avoid the dangers of ego
  • Establish the negotiation setting and make the first move
  • Decide whether to be cooperative or competitive
  • Use proactive arguments, questions, and emotions to engage the other party
  • Close negations effectively

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks.

Course Schedule

Course Start Date Registration Deadline

LSM545The Application of Game Theory to Business Strategy

The introduction of Game Theory to business is a natural, as it serves to answer the central question “what are my opponents thinking and what is their next move?” Chess masters know how to think a few moves ahead, and put themselves “in the shoes” of their rival.

Full Description

The introduction of Game Theory to business is a natural, as it serves to answer the central question “what are my opponents thinking and what is their next move?” Chess masters know how to think a few moves ahead, and put themselves “in the shoes” of their rival.

Known as “Allocentrism”, the Game Theory approach can give your business an advantage and allows you to find synergies, even with your competition, counterintuitive as it seems. Learn to get inside the motivations and strategies of your rivals, exploit their weaknesses and bring more value to your business proposition. Discover how to “change the game” and turn the odds in your favor.

Who Should Take This Course?

This course is perfect for VPs and executives, directors, senior managers or those desiring more strategic leadership positions. Also, anyone who is looking to be a key player in high-level strategic decision making.

Benefits to the Learner

Participants who complete this course will be able to:

  • Identify the two types of business activities: rule-based and non-rule based.
  • Think like their rivals and anticipate their moves.
  • Find synergies with the competition.

Authoring Faculty

Justin P. Johnson, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-12 hours over a 2-week period.

Course Schedule

Course Start Date Registration Deadline

ILRSM517The Coaching Mindset for Engaging and Developing Others

Good coaching—more so than supervision—is central to effective leadership. Through coaching, leaders are able to support and encourage their team members to learn skills and acquire knowledge that helps improve job performance. Coaching works laterally too, in that a leader can apply coaching techniques when working with colleagues. The organization as a whole benefits from a solid coaching culture.<br><br>

This online course goes beyond the basics and offers detailed instruction on maximizing the proactive capacity of employees by showing leaders how to integrate the coaching mindset into their leadership style.<br><br>

This course was developed by Professor Samuel Bacharach from Cornell University’s School of Industrial & Labor Relations, and Yael Bacharach, MA, LCSW. The course presents a variety of examples to illustrate coaching in an organizational context, and detail the four functions of coaching in an easy-to-understand and practical context. You’ll take a step-by-step approach through the five rules of the coaching dialogue, and learn effective techniques for listening, asking questions, and providing feedback.

Full Description

Being a proactive coach is a fundamental component being a good leader in the workplace. Coaching implies that leaders not only supervise, but develop the capacities and skills of all employees. A coaching mindset implies that leaders approach employees not simply as subordinates, but protégés, resources to be developed and expanded. Coaching is critical to good workplace leadership. In developing this course, Samuel Bacharach, McKelvey-Grant Professor at Cornell University, and Yael Bacharach, MA, LSCW, appreciate that not all styles of coaching are suitable for the workplace, and distill three decades of academic and business research into coaching best practices most appropriate for organizational leaders. The course emphasizes the importance of supplementing the traditional supervisory mindset with the coaching mindset.

The course draws upon a variety of examples to illustrate coaching in an organizational context, and details the four functions of coaching in an easy-to-understand and practical context. The course takes a step-by-step approach through the five rules of the coaching dialogue and illuminates effective techniques for listening, asking questions, and providing feedback. The course provides a wealth of tools and processes, including instruction on how to recognize and use the language of coaching and balance the different functions of coaching.

Through coaching, leaders are able to support and encourage their team members to learn skills and acquire knowledge that helps improve job performance. Coaching works laterally too, in that a leader can apply coaching techniques when working with colleagues. The organization as a whole benefits from a solid coaching culture. Without the right coaching principles in place, employees may not reach their full proactive capacity, rendering the organization less able to execute its goals. This course goes beyond the basics and offers detailed instruction on maximizing the proactive capacity of employees by showing leaders how to integrate the coaching mindset into their leadership style.

Who Should Take This Course?

This course is essential for executives, managers, department heads, team leaders, and others working at all levels of organizations in virtually any industry sector who need to be able to coach subordinates and peers to achieve their potential.

Certificate Information

This course can be applied toward the following certificates:
•High Performance Leadership
•Managing for Execution

Benefits to the Learner

After completing this course, participants will be able to:
•Define coaching in terms of the organizational context, differentiating the coaching mindset from the supervisory mindset
•Apply the listening, questioning, and feedback skills necessary to facilitate the coaching dialogue
•Assist others in building their proactive capacities

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks.

Course Schedule

Course Start Date Registration Deadline

ILRSM518The Coaching Process for Engaging and Developing Others

Successful organizations make coaching a strong component of the organizational culture. You’ll learn to work effectively within your organizational culture and build the proactive capacity of individuals and the organization alike.<br><br>

This online course, developed by Professor Samuel Bacharach from Cornell University’s School of Industrial & Labor Relations, and Yael Bacharach, MA, LCSW, teaches the essential steps of coaching. As in The Coaching Mindset, the authors realize that in the workplace not all coaching approaches are appropriate, and have developed a model which is uniquely applicable for organizational settings.<br><br>

The course walks through the process of goal setting in each of the four arenas of coaching; helps you to understand the framing, prioritization, and execution of goals for your subordinates; and addresses roadblocks that appear throughout the coaching process. After taking this course, leaders will understand everything from how to help their proteges with specific work and personal issues, to how to leverage coaching to become a high-performance leader within the organization.

Full Description

Leaders who have learned to develop a coaching mindset, studied coaching functions, and practiced the coaching dialogue in The Coaching Mindset, can continue their studies here by examining the coaching process. This course, developed by Samuel Bacharach, McKelvey-Grant Professor at Cornell University, and Yael Bacharach, MA, LSCW, teaches the essential steps of coaching. As in The Coaching Mindset, the authors realize that in the workplace not all coaching approaches are appropriate, and have developed a model process which is uniquely applicable for organizational settings.

The course walks through the process of goal setting in each of the four arenas of coaching; helps you to understand the framing, prioritization, and execution of goals for your subordinates; and addresses roadblocks that appear throughout the coaching process. After taking this course, leaders will understand everything from how to help their proteges with specific work and personal issues to how to leverage coaching to become a high-performance leader within the organization. Leaders will come away with a deep understanding of how to work with their proteges on overcoming blocks and obstacles, providing their proteges appropriate feedback, and helping their proteges with goal setting and skill development. The coaching process specified in this course will enhance not only the leadership capacity of the coach, but also the proactive capacity of the protege. Coaching is no longer a luxury. It is a tool that leaders must have when trying to get top performance from everyone in the organization. Successful organizations are those that make coaching part and parcel of their organizational culture.

This second course in the coaching series and tenth course in Professor Bacharach’s management series will give leaders additional tools for working effectively within their organizational culture and building the proactive capacity of individuals and the organization alike.

Who Should Take This Course?

This course is essential for executives, managers, department heads, team leaders, and others working at all levels of organizations in virtually any industry sector who need to be able to coach subordinates and peers to achieve their potential.

Certificate Information

This course can be applied toward the following certificates:
•High Performance Leadership
•Managing for Execution

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:
•Clarifying Goals
•Fundamentals of the Coaching Process
•Understanding Goals in Terms of the Four Arenas
•Clarifying Goals in Each Arena
•Coaching the Protege to Action
•Addressing Blocks and Achieving Goals Through the Coaching Process
•External Problems and Obstacles
•Internal Blocks
•Goal Achievement

Benefits to the Learner

After completing this course, participants will be able to:
•Use the coaching process successfully in a workplace relationship
•Work with a protege to cultivate a vision of the future, while working effectively with the immediate

Authoring Faculty

Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks.

Course Schedule

Course Start Date Registration Deadline

LSM543The Strategy of Mergers and Acquisitions

In this online course, you will see how mergers and acquisitions can shake up entire industries, such the disastrous AOL/Time Warner merger or the Sirius/XM satellite radio takeover. You’ll also study how niche industry maneuvers can escalate into full-blown monopoly cases.

Full Description

In this online course, you will see how mergers and acquisitions can shake up entire industries, such the disastrous AOL/Time Warner merger or the Sirius/XM satellite radio takeover. You’ll also study how niche industry maneuvers can escalate into full-blown monopoly cases, such as the Whole Foods/Wild Oats debacle. You’ll learn why some businesses openly court corporate takeovers, while others resist M&A to the bitter end. Every business strategy should account for the eventual possibility of merging with another company or acquiring a competitor.

Who Should Take This Course?

This course is perfect for VPs and executives, directors, senior managers or those desiring more strategic leadership positions. Also, anyone who is looking to be a key player in high-level strategic decision making.

Benefits to the Learner

Participants who complete this course will be able to:

  • Recognize the many risks of and alternatives to M&A.
  • Recognize the two classes of potential gains associated with a merger. Ask key questions when evaluating a potential merger.

Authoring Faculty

Justin P. Johnson, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-12 hours over a 2-week period.

Course Schedule

Course Start Date Registration Deadline

LSM533Understanding Pay-for-Performance

Incentive compensation is one of the most powerful tools managers have to motivate and direct their employees—but like any powerful tool, it can cause great damage if not wielded carefully! This online course will help you understand how to match forms of incentive compensation to your firm’s circumstances, and identify and respond to incentive-strategy mismatches.

Full Description

Incentive compensation is one of the most powerful tools managers have to motivate and direct their employees—but like any powerful tool, it can cause great damage if not wielded carefully! This online course will help you understand how to match forms of incentive compensation to your firm’s circumstances, and identify and respond to incentive-strategy mismatches.

Who Should Take This Course?

People at all levels in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:

  • Specifying organizational strategy, or implementing the strategies specified by others.
  • Linking performance evaluation and incentives to organizational strategy.
  • Revising strategy and operations to accomplish strategic goals at lower cost.
  • Helping employees collaborate and work together across departments and functional areas, and communicate more effectively with colleagues about the goals and performance of their organization.

Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.

Benefits to the Learner

After completing this course, you will be able to:

  • Predict the intended and unintended consequences of a pay-for-performance model in your organization.
  • Determine and compensate for the economic as well as the psychological and behavioral effects of a pay-for-performance system.
  • Recommend improvements in measuring and monitoring performance to mitigate unintended outcomes.
  • Recognize and adjust for common psychological and behavioral biases in yourself and others when interpreting measures of performance.
  • Evaluate how well the budgeting process and approach in your organization balances the supply and demand of production and performance to devise performance standards that support the needs of the business.

Authoring Faculty

Robert J Bloomfield, PhD

Sponsoring School

Samuel Curtis Johnson Graduate School of Management

Total Learning Time

Approximately 6-8 hours over a 2-week period

Course Schedule

Course Start Date Registration Deadline

LSM509Unlocking Your Leadership Potential

Create a personal leadership development plan designed to address your leadership strengths and weaknesses. Lead by using your strengths to further both your organization and your career.

Full Description

Leaders are not born; they are developed. This course helps managers identify and enhance the particular leadership style that matches their personal strengths. By providing participants with a range of assessment tools, including an online 360-degree evaluation, this course builds critical leadership competencies essential to career development and advancement. Participants will create a Leadership Development Plan designed to guide their career development and address strengths and weaknesses in management and leadership style. Participants will use an online 360-degree evaluation linked to Cornell University's Johnson Graduate School of Management Leadership Model or another similar evaluation of the participant's choice.

Who Should Take This Course?

This course is invaluable for managers at all levels looking to assess their strengths and weaknesses as a leader, and those members of an organization who wish to grow into more effective leaders.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content. This course is based on an online 360-degree assessment, which must be completed prior to the course start date. Three weeks prior to the start of the course you will be asked to nominate up to ten colleagues to complete online assessments of your leadership capabilities. Your Leadership Assessment will be available during the first module of the course and will form the basis for the creation of your Leadership Development Plan.

This course contains the following modules:

  • The Successful Leader
    • Leadership Models
    • Derailment
    • Calibration
  • The Leadership Development Plan
    • Getting Feedback
    • Analyzing Feedback Data
    • Writing the Leadership Development Plan

Authoring Faculty

Michael J. Hostetler, Lecturer of Leadership

Sponsoring School

Cornell University's Johnson Graduate School of Management

Total Learning Time

Approximately five to six hours over a period of two weeks.

Certificate Information

This course can be applied toward the following certificates:

  • Business Leadership Skills
  • Leading Management Teams

Course Schedule

Available Certificates

LM500CAdvanced Certificate in Carbon Management and Entrepreneurship

The learning objective of this Advanced Certificate is to provide learners with an understanding of the national and international issues surrounding carbon management. The programme focuses on the skills required to gain an understanding of carbon management strategies and systems, while developing skills to measure and value positive and negative carbon footprints.

LM700CAdvanced Certificate in Contemporary Issues in Oils, Gas and Energy

The learning objective of this Advanced Certificate is to introduce the learner to the oil and gas business, and enable them to critically evaluate and appraise the key energy challenges facing the oil and gas industry.

LM900CAdvanced Certificate in Corporate Governance and Ethics

The learning objective of this Advanced Certificate is to provide learners with the skill sets and awareness of corporate governance requirements and ethical standards they are expected to maintain.

LM340CAdvanced Certificate in Performance Management and Control

The learning objective of this Advanced Certificate is to develop knowledge and skills in the application of management accounting techniques. It covers modern techniques, decision-making, budgeting and standard costing, concluding with how a business should be managed and controlled. Through the use of case study or problem solving exercises, learners will be able to determine and evaluate the nature of performance measurement, and demonstrate problem solving and analytical approaches to facilitate effective budget control.

LM400CAdvanced Certificate in Strategic Management and Leadership

The learning objective of this Advanced Certificate is to examine the nature of strategic decision making, management and leadership in the current increasingly competitive and globalised business environment. It examines how, in such a dynamic environment, competitive advantage might be developed through strategic planning and exploited in a cost-effective manner. Its emphasis is on where and how the organisation competes and, in doing this, highlights the strategic significance of different and competing models of company growth. An important theme running through the programme is the development of the capability to create innovative solutions that enhance an organisation's competitive position in its chosen markets.

LSMC07Business Strategy: Achieving Competitive Advantage

A smartly designed, well-executed business strategy is indispensable not only to an organization’s long-term success, but to its very survival. Simply having one does not give you a competitive advantage. It’s the depth, quality and flexibility of a business strategy that makes the difference.

 

CORE COURSES
LSM541 Competitive Advantage and Profitability
LSM542 Strategic Positioning in Markets
LSM543 The Strategy of Mergers and Acquisitions
LSM544 Managing Supply Chain Threats and Opportunities
LSM545 The Application of Game Theory to Business Strategy
LSM546 Strategic and Tactical Pricing

LSMC03Change Leadership

A six-course certificate series for managers and leaders at all levels of public, private, and not-for-profit organizations who want to create and sustain change in their organizations.

CORE COURSES
ILRSM509 Developing an Agenda for Change
ILRSM510 Mapping the Political Terrain of Allies and Resistors
ILRSM511 Negotiating Support and Buy-In for Your Agenda
ILRSM512 Mobilizing the Coalition for Action
ILRSM513 Establishing Momentum: Managing Structure, Resources, and Performance
ILRSM514 Sustaining Momentum: Motivating Through Vision, Culture, and Political Agility

LM460CExecutive Certificate in Business Administration

The learning objective of this Executive Certificate is to provide learners with an understanding of how the impact of contemporary issues on the development and implementation of both marketing strategy and internationalisation of business. Additionally, equipping learners with the knowledge, skills, and competencies to understand the importance of investment and financing decisions. Other competencies include: how to operate effectively in the workplace and understanding information management issues facing the contemporary organisation.

LM470CExecutive Certificate in Carbon Management

The learning objective of this Executive Certificate is to build an understanding of the national and international issues surrounding carbon management and the skills required to gain an understanding into carbon management strategies and systems.

LM580CExecutive Certificate in International Business

The learning objective of this Executive Certificate is to develop advanced competency in a range of general management functions. Firstly it focuses on the nature of strategic decision making, management and leadership in the current increasingly competitive and globalised business environment. It also develops an understanding of international marketing environments, global strategies and the components of global marketing plans The certificate concludes by examining the importance of cultural norms and identities based on learned attitudes, values and beliefs and their impact upon the conduct of business

LM670CExecutive Certificate in Oil, Gas and Energy Management

The learning objective of this Executive Certificate is to examine a range of general management functions, then focussing specifically on specific management of Oil, Gas and energy so that learners will be prepared to tackle difficult and challenging business scenarios in the oil and gas sector . Firstly it focuses on the nature of strategic decision making, management and leadership in the current increasingly competitive and globalised business environment, and then, having imbibed the relevant skills and knowledge required to allow them a head start in the carbon management sector based on the competency developed in carbon management.

LSMC04Executive Leadership

Companies need thoughtful, influential leaders who exhibit a balance of both analytical and interpersonal skills. Whether you’re already an executive, a senior manager, a rising star or an entrepreneur running your own business, a great deal of your success will be determined by how you demonstrate leadership qualities and guide others.

Today’s executive leader wears several hats: an engaging and supportive coach, a creative thinker and problem-solver, a skilled decision-maker, and a savvy negotiator. Everything he or she does is a calculated endeavor to keep the organization nimble and responsive to market pressures.  To this end, developing the tools and mindset to lead are key.

CORE COURSES
HAME511 Managing Strategic Change
ILRSM516 Tactics and Skills for Negotiating
ILRSM517 The Coaching Mindset for Engaging and Developing Others
ILRSM518 The Coaching Process for Engaging and Developing Others
LSM506 Executive Decision Making
LSM507 Leading Through Creativity

LM128CGlobal Business Management

The learning objective of this Certificate is to enable learners to gain the relevant skills required to manage business in a global context. The programme is design to equip learners with knowledge required to understand the international context of business management and also considers foreign direct investment.

LM730CGovernance and Ethics

The learning objective of this Certificate is to enable learners to apply relevant skills and knowledge required in carrying out managerial and supervisory functions in organisations and doing so with the foundation and backing of having the right skills set and knowledge required of them to exercise professional judgement while maintaining their integrity within an all-encompassing ethical framework. These aims will be achieved via the research undertaken by the learners around the topic of governance and ethics of a specific organisation.

HPLC1High Performance Leadership

Learn the high-performance leadership skills that will turn you into a leader who can assure organizational agility, create a culture of execution, develop a team of engaged employees, and coach others to success.

CORE COURSES
ILRSM509 Developing an Agenda for Change
ILRSM510 Mapping the Political Terrain of Allies and Resistors
ILRSM511 Negotiating Support and Buy-In for Your Agenda
ILRSM512 Mobilizing the Coalition for Action
ILRSM513 Establishing Momentum: Managing Structure, Resources, and Performance
ILRSM514 Sustaining Momentum: Motivating Through Vision, Culture, and Political Agility
ILRSM515 Preparing for Negotiations
ILRSM516 Tactics and Skills for Negotiating
ILRSM517 The Coaching Mindset for Engaging and Developing Others
ILRSM518 The Coaching Process for Engaging and Developing Others

LM134CManagement and Leadership

The learning objective of this Certificate is to enable learners to develop leadership and management skill from a practical perspective. The programme has been designed to highly interactive and participative and is aimed at providing learners with management and leadership knowledge and inspiring them to aspire to be leaders and managers.

MEC1Managing For Execution

Learn the the high-performance leadership skills you need to execute your initiatives: managing for momentum, negotiating for results, and coaching for excellence.

CORE COURSES
ILRSM513 Establishing Momentum: Managing Structure, Resources, and Performance
ILRSM514 Sustaining Momentum: Motivating Through Vision, Culture, and Political Agility
ILRSM515 Preparing for Negotiations
ILRSM516 Tactics and Skills for Negotiating
ILRSM517 The Coaching Mindset for Engaging and Developing Others
ILRSM518 The Coaching Process for Engaging and Developing Others