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Members.
ORGANIZATIONAL SYSTEMS CHECKLIST FOR NONPROFIT ORGANIZATIONSSEE MORE ON MANAGEMENTHELP.ORG TEAM BUILDING VS TEAM DEVELOPMENT Travel budgets slashed, bonuses unlikely and the prospect of redundancies. Now is probably not the time to ask for cash to fund the annual team building day but it might be the precisely the right time for some team development. The phrase team building has risen in prominence in recent years as employers realised the OVERVIEW OF STRATEGIC PLANNING (PART 1 OF 4)-- QUIZ TO This multiple-choice quiz is based on the content at Understanding Strategic Planning. There can be more than one answer to a question unless otherwise specified. After doing this quiz, see Parts 2, 3 and 4. To do this quiz: Answer each of the questions to get a total score. Your score will be shown near the top after you have clicked on"Done".
COMMON RECOMMENDATIONS TO IMPROVE NONPROFITS AND ORDER OF Extracted from Field Guide to Consulting and Organizational Development With Nonprofits © 2007 Authenticity Consulting, LLC www.authenticityconsulting.com 800.971 TEN REASONS WHY MEETINGS FAIL Meetings can take up a large portion of anyone’s working day and for many of us, demands on time in the office are already high. So in an ideal world every meeting should count, with specific objectives and results making the time invested worthwhile. All too often though, meetings – even during and afterwards – SAMPLE PROPOSAL FOR ORGANIZATIONAL DEVELOPMENT SERVICES Adapted from “Field Guide to Consulting and Organizational Development” – to obtain the entire book, select “Publications” at http://www CAN A DONOR DEMAND THAT SHE GET HER DONATION BACK A reader wrote: “I know of an organization where the donor gave restricted funds, i.e., funds specified for a certain program, that the nonprofit agreed to. “The nonprofit has been giving regular reports to the donor, along with achieved outcomes, but the donor suddenly insists that she wants all of her money back. “I’ve never BOARD MEMBER APPLICATIONS Adapted from the Field Guide to Developing and Operating Your Nonprofit Board of Directors.Also see Carter's Board Blog (for for-profits and nonprofits).. Benefits of Using Board Applications. There are several benefits to having potential Board members complete an application to join the Board, including: HOW TO EVALUATE A BOARD OF DIRECTORS AND EACH BOARD MEMBER General Guidelines for Evaluating Boards of Directors (For-Profit and Nonprofit) Board Members Legally Responsible for Effective Boards. Board members are accountable to their constituents to ensure that their organization (for example, for-profit or nonprofit corporation) is indeed effectively working toward its legally specified purpose, as specified in its charter document. ORIENTING NEW MEMBERS TO BOARDS OF DIRECTORS 4. Ensure adequate time for questions and answers. 5. Consider assigning a "buddy," or current board member to help orient a new board member. 6. Involve new members as soon as possible in relevant committees by asking new members to consider membership on a current or new committees. Return to Recruiting and Orienting New BoardMembers.
ORGANIZATIONAL SYSTEMS CHECKLIST FOR NONPROFIT ORGANIZATIONSSEE MORE ON MANAGEMENTHELP.ORG TEAM BUILDING VS TEAM DEVELOPMENT Travel budgets slashed, bonuses unlikely and the prospect of redundancies. Now is probably not the time to ask for cash to fund the annual team building day but it might be the precisely the right time for some team development. The phrase team building has risen in prominence in recent years as employers realised the OVERVIEW OF STRATEGIC PLANNING (PART 1 OF 4)-- QUIZ TO This multiple-choice quiz is based on the content at Understanding Strategic Planning. There can be more than one answer to a question unless otherwise specified. After doing this quiz, see Parts 2, 3 and 4. To do this quiz: Answer each of the questions to get a total score. Your score will be shown near the top after you have clicked on"Done".
COMMON RECOMMENDATIONS TO IMPROVE NONPROFITS AND ORDER OF Extracted from Field Guide to Consulting and Organizational Development With Nonprofits © 2007 Authenticity Consulting, LLC www.authenticityconsulting.com 800.971 TEN REASONS WHY MEETINGS FAIL Meetings can take up a large portion of anyone’s working day and for many of us, demands on time in the office are already high. So in an ideal world every meeting should count, with specific objectives and results making the time invested worthwhile. All too often though, meetings – even during and afterwards – SAMPLE PROPOSAL FOR ORGANIZATIONAL DEVELOPMENT SERVICES Adapted from “Field Guide to Consulting and Organizational Development” – to obtain the entire book, select “Publications” at http://www CAN A DONOR DEMAND THAT SHE GET HER DONATION BACK A reader wrote: “I know of an organization where the donor gave restricted funds, i.e., funds specified for a certain program, that the nonprofit agreed to. “The nonprofit has been giving regular reports to the donor, along with achieved outcomes, but the donor suddenly insists that she wants all of her money back. “I’ve never TEAM BUILDING AND PERFORMANCE By Team Building on October 10, 2011. GROUP DEVELOPMENT Below is an idea for a team building activity focusing on the what happens when new members join a team. Learning Objectives 1. To experience the process and feelings that arise when a new member joins an ongoing group with defined tasks and roles; 2. ORGANIZATIONAL SYSTEMS CHECKLIST FOR NONPROFIT ORGANIZATIONS 2. From among those items that are not checked, mark each top priority item with a "1", bottom priority items with a "3", and consider remaining items to be "2"s. 3. Record all items marked with "1"s onto a separate list of items to be completed by your Board and/or staffsoon. 4.
GUIDELINES FOR RECRUITING NEW BOARD MEMBERS 1. Maintain an up-to-date list of potential board candidates, including the particular skills they can bring to the organization. This is often done by the Nominating Committee or the Board Development Committee. 2. Develop a Sample Board Application Form for prospective new board members. The form should solicit informationabout the potential
QUIZ TO TEST YOUR KNOWLEDGE OF LEADERSHIP Quiz to Test Your General Knowledge of Leadership. You do not need to register or give personal information to take this quiz. See Design of Free Management Library's Quizzes.. This multiple-choice quiz is based on the content at How to Lead in Organizations.There can be more than one answer to a question unless otherwise specified. GUIDELINES FOR BOARD OF DIRECTORS EVALUATION OF CHIEF 2. Be sure the process is fully documented in a procedure so the process is well understood and carried out consistently year to year. 3. If staff members are involved in evaluation of the Chief Executive, be sure this procedure is clearly specified and understood by theChief Executive. 4.
4 METHODS FOR REVIEWING DECISIONS Throughout a facilitated session, you use three parking boards to track important information: The "decisions list" identified decisions or recommendations made by the group during the session. The “issues list” included topics that need to be discussed later in the session or entirely outside the session. The "actions list" documented actions to be performed sometime after the completion HOW MUCH SHOULD YOUR BOARD BE INVOLVED IN MANAGEMENT Experts often have very strong beliefs and feelings about what should be the extent of involvement of Board members in making top-level policies versus in implementing those policies in the day-to-day affairs of the organization. Those experts usually assert that Board members should attend primarily to the top-level policies. However, various factors influence how involved TEN REASONS WHY MEETINGS FAIL Meetings can take up a large portion of anyone’s working day and for many of us, demands on time in the office are already high. So in an ideal world every meeting should count, with specific objectives and results making the time invested worthwhile. All too often though, meetings – even during and afterwards – SAMPLE PROPOSAL FOR ORGANIZATIONAL DEVELOPMENT SERVICES Adapted from “Field Guide to Consulting and Organizational Development” – to obtain the entire book, select “Publications” at http://wwwCONSISTENCY IS KEY
If you Google how long it takes to form a habit, you’ll get anything from 21 to 28 days, but there is no solid evidence on what the answer really is. We all agree though, that an acquired behavior pattern takes customary practice or usage – which in plain-speak means –do it every day
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FREE MANAGEMENT LIBRARY Here is one of the world's most complete, well-organized libraries of 1,000's of highly practical resources for personal, professional, business and organizational development. The broad categories below include sections, each of which has numerous topics. Also, each topic includes links to descriptions and various online articles related tothat topic.
You might pick which topics are most interesting to you, or those needed to solve a problem or achieve a goal. You might also use some of the evaluation tools listed to the right in some of the sections to identify what you need to work on. You can always use the search box or scan down the topics in the sections. To learn more about the Library, see How to Use the Library.
SPECIAL NOTICE: Need support about COVID-19 impacts? See How to Join or Start a Free Support GroupCATEGORY: YOURSELF
* Improve Your Core Skills* Manage Yourself
* Work With Others
* Work With Groups
CATEGORY: LEADERSHIP * How to Govern (Boards)* How to Manage
* How to Lead
* How to Supervise
CATEGORY: ENTREPRENEURSHIP * Start/Grow Organizations * Business Laws & Ethics * Strategic Planning* Business Planning
CATEGORY: PRODUCTS
* Product and Program Development * Operations and Project Management * Supply Chain Management * Quality Management CATEGORY: SALES AND PROMOTIONS * Marketing & Research * Advertising, PR & Social Media* Sales
* Customers & RelationshipsCATEGORY: PERSONNEL
* HR & Staffing
* Training Employees * Employee Performance & Management * Volunteer ManagementCATEGORY: FINANCES
* Finances & Funding (For-Profit) * Finances & Funding (Nonprofit) * Organizational Taxes CATEGORY: ORGANIZATIONS * Organizational Performance Management * Organizational Design * Organizational Behavior * Organizational Evaluation * Organizational Change * Organization Development CATEGORY: CONSULTING * Foundations of Consulting * Collaborative Consulting* 1. Contracting
* 2. Discovery/Diagnosis * 3. Action Planning* 4. Implementation
* 5. Evaluation
* 6. Termination
* How to Use It
* Share Feedback
* Suggested Books
* To Get Updates
* FML Links
* Home
* Index
YOUR LEARNING
* Need Ongoing Support? * Design Your Learning PlanGENERAL RESOURCES
* Blog Directories
* Free Trainings
* Job Banks
* Online Groups
* Orgs that Help
* Periodicals
* Reference Materials* Supersites
YOURSELF
IMPROVE YOUR CORE SKILLSREADING
* What is Reading?
* Types of Reading
* Skills Needed
* Improving Reading
* Improving Comprehension * Improving Vocabulary* Free Trainings
* General Resources
WRITING
BUILDING BLOCKS
* Vocabulary
* Spelling
* Grammar
WRITING PROCESS
* Planning and Organizing * Writing for Readability * Formatting Writing* Getting Started
* Reviewing Writing
TYPES AND STYLES
* Major Types
* Various Styles
TYPES OF CORRESPONDENCE* Advertisements
* Bad News Letter
* Business Plans
* E-mail vs. Voice
* Email Writing
* Evaluation Reports* Final Report
* Fundraising Proposals* Journaling
* Memo - Sample
* Meeting Minutes
* Meeting Report
* Newsletters
* Netiquette
* Policies
* Procedures
* Questionnaires
* Resumes
* Sales Proposals
* Strategic Plans
* Surveys
* Trip Report
* Work Plan
THINKING
* Concentration
* Creative Thinking
* Critical Thinking
* Mindfulness
* Mindsets
* Reframing
* Systems Thinking
* Strategic ThinkingLEARNING
* Adult Learning
* Concentrating
* Continuous Learning * Learning in Courses* Group Learning
* How to Study
* Key Terms in Learning * Improving Your Learning * Improving Your Thinking* Learning Styles
* Memorizing
* Mindsets
* Online Learning
* Reading
* Self-Assessments
* Self-Reflection
* Taking Tests
* Types of Learning
* Thinking
* Using Study Guides* Writing
_Back to Top_
EVALUATE YOUR:
* Assertiveness
* Comprehension
* Critical Thinking
* Forgiveness
* Getting Interviewed* Gratitude
* Learning Style
* Memory
* Mindfulness
* Mindsets
* Personality (DISC) * Personality (MBTI)* Reading Level
* Risk-Taking Style
* Self-Awareness
* Thinking Style
* Vocabulary
* Work-Life Balance
* Writing Skills
CATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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HOW TO MANAGE YOURSELF DECISION MAKING / PROBLEM SOLVING* Creative Thinking
* Critical Thinking
* Dealing With Ambiguity* Decision Making
* Methods for Decision-Making * Methods for Problem-Solving* Mindsets
* Organic Problem Solving* Problem Solving
* Rational Problem Solving* Reframing
* Strategic Thinking* Systems Thinking
* Tools for Decisions PLANNING AND ORGANIZING* Basic Terms
* Ensuring Successful * Organizing Yourself * Project Management* Systems Approach
* Typical Phases
* Types of Plans
MANAGING YOURSELF
* Changing Behavior
* Code of Ethics
* Personal Development * Personal Productivity* Setting Goals
* Stress Management
* Time Management
* Your Mission StatementPERSONAL WELLNESS
* Appreciating
* Assertiveness
* Attitude
* Authenticity
* Awareness
* Bullying
* Burnout
* Cynicism
* Emotional Intelligence* Forgiveness
* Job Satisfaction
* Motivating Yourself* Self-Confidence
* Stress Management
* Vulnerability
* Wellness Planning
* Work-Life Balance
* Workaholism
CAREER DEVELOPMENT
* Career Advancement* Career Change
* Career Development* Career Planning
* Dress for Success
* Interviewing for Job* Job Banks
* Job Satisfaction
* Job Searching
* Networking
* Resumes
* Social Networking
_Back to Top_
EVALUATE YOUR:
* Decision-Making Style * Emotional Intelligence * Getting Interviewed* Motivation
* Networking Skills
* Planning Skills
* Project Mgmnt Skills * Strategic Thinking Skills* Stress Level
* Time Management
* Work-Life Balance
CATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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Close this section
HOW TO WORK WITH OTHERS (SOFT SKILLS) COMMUNICATING TO OTHERS* Body Language
* Feedback and Advice* Presenting
* Questioning
* Storytelling
* Writing
UNDERSTANDING OTHERS* Body Language
* Emotional Intelligence* Empathy
* Generational Differences* Listening
* Paraphrasing
* Questioning
* Summarizing
* Understanding Cultures GETTING ALONG WITH OTHERS* Building Trust
* Conflict Management * Emotional Intelligence* Etiquette
* Handling Difficult People* Listening
PERSUADING OTHERS
* Appreciating
* Asserting Yourself* Delegating
* Influencing
* Leading Another
* Motivating
* Negotiating
* Office Politics
HELPING OTHERS
* Coaching
* Counseling
* Emotional Pains
* Morale Boosting
* Mentoring
* Motivating
* Training
_Back to Top_
EVALUATE YOUR:
* Coaching Skills
* Communication Style* Delegation Skills
* Emotional Intelligence* Empathy Skills
* Feedback (Sharing)* Leadership Style
* Listening Skills
* Mentoring
* Motivating Others
VIDEOS:
* Building Trust, Commitment and Collaboration * Coaching Conversations for Momentum, Actions and LearningCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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Close this section
HOW TO WORK WITH GROUPS (TEAM SKILLS)TYPES OF GROUPS
* Action Learning
* Committees
* Communities of Practice* Design Thinking
* Dialogue Groups
* Discussion Groups
* Focus Groups
* Group Coaching
* Large-Scale
* Open Space Technology * Process Consultation * Self-Managed Teams* Virtual Teams
DEVELOPING TEAMS
* Acculturating Groups * Designing for Facilitation* Group Dynamics
* Team Building
MANAGING TEAMS
* Overview
* Description
* What is Team Performance Management? * Guidelines for Implementation * Team Performance Planning * Team Performance Appraisal * Team Improvement Planning FACILITATING MEETINGS* Agendas
* Conflict Management* Core Group Skills
* Increasing Participation * Group Decision Making * Group Problem Solving* Intervening
* Meeting Management * Preparing to Facilitate * When to Facilitate GROUP EVALUATING AND LEARNING* Group Evaluations
* Group Learning
* Peer Learning
_Back to Top_
EVALUATE YOUR:
* Facilitating Conflict * Facilitation Skills * Meeting Management* Team Evaluation
* Team Members
* Team Role
VIDEOS:
* Facilitating Group Decision-Making and Problem SolvingCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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LEADERSHIP
HOW TO GOVERN IN ORGANIZATIONS DUTIES AND RESPONSIBILITIES * For-Profit and Nonprofit Boards* For-profit Boards
* Nonprofit Boards
* Board Operations
CORPORATE DOCUMENTS
* Articles and Constitutions* Resolutions
* Bylaws
* Board Policies
ACCOUNTABILITY, AUDITING AND DISCLOSURE * Auditing and Compliance * Disclosure and Reporting LIABILITIES AND RISK* Liabilities
* Insurance (including D&O) LAWS GUIDELINES AND ETHICS* Governance laws
* Securities Laws
* Corporate Ethics
OFFICERS AND ROLES
* General Guidelines* Chairperson
* Vice Chair
* Lead Director
* Committee Chair
* Secretary
* Treasurer
* Board Member
* Chair and CEO Combined?* Other Roles
STAFFING THE BOARD
* General
* Independent Members* Board Diversity
* Women on Board
* Board Size
* Term Limits
* Board Succession
* Recruiting Members * Member Applications* Joining a Board
* Director Compensation * Improving/Removing Members ORIENTING, TRAINING, INFORMING MEMBERS* Board Orientation
* Board Training
* Board Manuals and Packets BOARD EVALUATION AND DEVELOPMENT* Governance Codes
* Types of Problems
* Board Evaluation
* Improving Boards
* Life Stages of Boards * Models and Structures* General Advice
SPECIAL TOPICS
* International Governance * Trends in Governance * Philosophical Thoughts MEMBERS' CORE COMPETENCIES * Communication Skills * Conflict (Interpersonal)* Conflict (Group)
* Discussions
* Group Decision Making * Group problem Solving* Influence
* Meeting Management* Power
* Team Building
BOARD COMMITTEES
* Forming Committees * Advisory Committees* Audit Committees
* Compensation Committees * Executive Committees * Finance Committees * Fundraising Committees * Grant Making Committees * Governance Committees * Marketing and PR Committees * Personnel Committees * Programs Committees* Risk Committees
* Strategic Planning Committees * Technology Committees BOARD MEETINGS AND RETREATS * General Guidelines* Agendas
* Meeting Minutes
* Virtual Meetings / Board Portals * Annual General Meetings * Executive Meetings* Retreats
SUPERVISION OF CHIEF EXECUTIVE* Hiring CEO
* Hiring Interim CEO* Evaluating CEO
* CEO Succession Planning * Executive Compensation * Board CEO and Employee Relations SHAREHOLDERS AND STAKEHOLDER RELATIONS * Shareholder Relations* Shareholder Value
* Shareholder Activism* Stakeholders
* Proxies
OVERSIGHT OF MANAGEMENT FUNCTIONS * Business Development* Business Planning
* Capacity Building (Nonprofit)* Change Management
* Corporate Social Responsibility* Cyber Security
* Financial Management * Fundraising (Nonprofit)* Human Resources
* Information Technology* Insurance
* Leadership
* Legal Information
* Marketing
* Mergers and Acquisitions * Organizational Performance* Program Planning
* Public Relations
* Risk Management
* Social Media
* Starting an Organization * Strategic Planning * Succession Planning* Sustainability
* Taxation
_Back to Top_
EVALUATE YOUR:
* Board (For-Profit)* Board (Nonprofit)
* Business Plans
* Chief Executive Officer* Strategic Plan
* Strategic Planning PracticesFREE TRAINING:
* eMBA Module: Building Your Board (nonprofit) * eMBA Module: Building Your Board (for-profit)CATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
_Back to Top_
Close this section
HOW TO MANAGE IN ORGANIZATIONS INTRODUCTION TO MANAGEMENTDEFINITIONS
* Common Terms, Levels and Roles * Overview of Management EVOLUTION OF MANAGEMENT SCIENCE * Historical Theories* Current Theories
* New Paradigm
FOUR FUNCTIONS IN MANAGEMENT* Planning
* Organizing
* Leading
* Coordinating
CORE COMPETENCIES
* Coordinating
* Decision Making
* Leading
* Organizing
* Planning
* Problem Solving
CUSTOMERS AND PRODUCTS * Customer Satisfaction* Customer Service
* Design Thinking
* Innovation
* Product Development* Research Methods
* Business Data Analysis * Quality ManagementENTREPRENEURSHIP
* Growing Organizations * Organizational Alliances* Social Enterprise
* Start a Business
* Start a Nonprofit
HUMAN RESOURCES
* Diversity and Inclusion * Employee Engagement * Employee Performance* Employee Wellness
* Evaluations
* Human Resources
* Personnel Policies* Salaries
* Staffing
* Talent Management
* Training and Development* Volunteers
FINANCES, TAXES AND LAW* Business Law
* Finances (For-Profit) * Finances (Nonprofit) * Fundraising (For-Profit) * Fundraising (Nonprofit)* Taxation
MANAGING ORGANIZATIONS* Business Ethics
* Coordinating
* Customer Relationship Management * Facilities Management* Leading
* Managing
* Operations Management * Organizational Performance Management* Organizing
* Program Management * Project Management * Quality Management* Supervising
* Supply Chain Management ORGANIZATIONAL DEVELOPMENT* Capacity Building
* Cost Cutting (Sustainability) * Organizational Alliances * Organizational Behavior * Organizational Change * Organizational Communications * Organizational Culture * Organizational Design * Organization Development (the Field) * Organizational Evaluation * Organizational Reorganizing * Organizational SustainabilityPLANNING
* Business Data Analysis* Business Planning
* Decision Making
* Planning
* Problem Solving
* Research Methods
* Strategic PlanningRISK MANAGEMENT
* Business Insurance* Crisis Management
* Risk Management
SALES AND MARKETING
* E-Commerce
* Marketing
* Public Relations
* Sales
* Social Media
QUIZ: ABOUT MANAGEMENT * Test Your Basic Knowledge About Management_Back to Top_
EVALUATE YOUR:
* Board (For-Profit)* Board (Nonprofit)
* Business Plans
* Chief Executive Officer * Evaluation Practices * Entrepreneurship Style * Financial Practices (For-profit) * Financial Practices (Nonprofit) * Human Resources Practices * Marketing and Public Relations * Organization (For-profit) * Organization (Nonprofit) * Project Mgmnt Skills* Strategic Plan
* Strategic Planning Practices * Supervisory PracticesFREE TRAINING:
* eMBA Module: Management and Leadership Skills * eMBA Module: Role of Chief Executive Officer * eMBA Module: Role of Nonprofit Chief Executive * Management Training ProgramCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
_Back to Top_
Close this section
HOW TO LEAD IN ORGANIZATIONS INTRODUCTION TO LEADERSHIPDEFINITIONS
* Different Definitions * Different Than Managing? * Leading is Part of Managing? * Overview of Leadership BROAD CONTEXT OF LEADERSHIP * Major Functions of Management * Organizational Performance ManagementCORE COMPETENCIES
* Communicating
* Decision Making
* Ethics
* Influencing
* Motivating
* Planning
* Problem Solving
* Additional Perspectives HOW LEADERS LEAD: DIFFERENT DOMAINSLEADING YOURSELF
* Career Development * Personal Development * Personal Productivity* Personal Wellness
LEADING / SUPPORTING OTHERS* Coaching
* Communications (face-to-face)* Counseling
* Delegating
* Influencing
* Mentoring
* Motivating Others
* Supervising
* Work Directing
LEADING GROUPS
* Facilitation
* Group-Based Problem Solving and Decision Making * Meeting Management* Team Building
* Team Performance Management LEADING ORGANIZATIONS * Boards of Directors * Chief Executive Officer * Organizational Behavior * Organizational Design * Organizational Evaluation * Organizational Change * Strategic Planning HOW LEADERS LEAD: DIFFERENT THEORIES* Behavioral Theory
* Contingency Theory* Functional Theory
* Great Man Theory
* Path-Goal Theory
* Servant Leadership Theory * Situational Theory* Skills Theory
* Trait Theory
* Transactional Theory * Transformational Theory * Additional Perspectives HOW LEADERS LEAD: DIFFERENT MODELS * Adaptive Leadership * Appreciative Leadership * Authentic Leadership * Dynamic Leadership* Heroic Leadership
* Systems and Complexity Leadership* VUCA Leadership
HOW LEADERS LEAD: DIFFERENT STYLES * Autocratic (Authoritarian) Leadership * Charismatic Leadership * Participative (Democratic) Leadership * Laissez-Faire Leadership QUIZ: ABOUT LEADERSHIP * Test Your Basic Knowledge About Leadership_Back to Top_
EVALUATE YOUR:
* How Good Are Your Leadership Skills? * How Good Are Your Motivation Skills? * Strategic Thinking Skills * What is Your Influencing Style? * What's Your Leadership Style?FREE TRAINING:
* Basic Guide to Leadership and Supervision * Leadership Training ProgramCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
_Back to Top_
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HOW TO SUPERVISE IN ORGANIZATIONS INTRODUCTION TO SUPERVISION* Definitions
* Overview of Supervision BROAD CONTEXT OF SUPERVISION * Leadership in Organizations * Major Functions of Management * Organizational Performance Management TYPICAL ROLES IN SUPERVISION* Advocate
* Boss
* Coach
* Facilitator
* Mentor
* Trainer
CORE COMPETENCIES IN SUPERVISION* Communicating
* Decision Making
* Delegating
* Meeting Management* Problem Solving
* Planning
* Time and Stress Management STAFFING / HUMAN RESOURCES * Conforming to Personnel Policies * Defining Job Roles * Ensuring Diversity and Inclusion * Deciding Compensation and Benefits * Recruiting Good Candidates * Screening Job Candidates * Selecting/Hiring Employees * Retaining Employees * Rewarding Employees EMPLOYEE PERFORMANCE MANAGEMENT * Orienting Employees * Training Employees * Delegating to Employees * Motivating Employees* Sharing Feedback
* Resolving Conflicts * Performance Reviews * Addressing Performance Problems * Terminating Employees TEAM PERFORMANCE MANAGEMENT * Acculturating Groups * Organizing Employees* Team Building
* Team Performance Planning * Team Performance Reviews * Team Improvement Planning GETTING STARTED IN SUPERVISION * Realities of Supervision * Be Sure to Supervise Yourself * Supervisory Development Planning * Sample Supervisory Development Plan QUIZ: ABOUT SUPERVISION * Test Your Basic Knowledge About Supervision_Back to Top_
EVALUATE YOUR:
* Coaching Skills
* Delegation Skills
* Meeting Management Skills* Mentoring Skills
FREE TRAINING:
* Basic Guide to Leadership and Supervision * Supervisory Training ProgramCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
_Back to Top_
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ENTREPRENEURSHIP
HOW TO START / GROW ORGANIZATIONS ARE YOU REALLY READY? * Entrepreneurship Quiz * Are You Really Ready? * Start For-Profit or Nonprofit? HOW TO START A BUSINESS DON'T FORGET ABOUT YOU! * Get Yourself Ready* Map and Journey
VERIFY YOUR BUSINESS IDEA * Your Business Idea? * Viable Business Idea? GET NECESSARY FUNDING * Write Your Business Plan * Get Necessary Funding BUSINESS INDUSTRY AND MODEL * Which Business Industry? * Which Business Model? DESIGN YOUR BUSINESS* Become Legal
* Plan Staffing
SELECT LOCATION AND FACILITIES* Plan Facilities
* Select Best Location DEVELOP PRODUCT OR SERVICE * Develop Product or Service * Develop Supply Chain PLAN MARKETING AND SALES * Plan Your Marketing* Plan Your Sales
SELL PRODUCT OR SERVICE * Start Selling to Customers * Ensure Customer Service MANAGE AND GROW BUSINESS * Manage Overall Business * Grow Your Business HOW TO START A NONPROFIT * Really Start New Nonprofit? * What You Mean "Nonprofit"?* Feasibility Study
* Consider Fiscal Sponsorship* Need a Lawyer?
* Nonprofit Incubators * Checklists to Help You * Reminders for Registering * Avoid: Founder's Syndrome * Starting Self-Sustainable Nonprofit HOW TO GROW AN ORGANIZATION * Life Cycles of Organizations* Grow or Not?
* Where Starting From?* Personally Ready?
* Challenges in Growing* General Advice
* Get Professional Help? * Planned Growth -- Strategic and Business Planning * Planned Growth -- Organizational Change * Ways to Grow -- Organizational Alliances * Ways to Grow -- Buying a Franchise * Ways to Grow -- Buying a Business * Ways to Grow -- Business Development * Need to Increase Staff? * Leading and Managing Resources* Financing Growth
_Back to Top_
EVALUATE YOUR:
* Entrepreneurship
FREE TRAINING:
* Buying a Business
* eMBA Module: Starting a For-Profit * eMBA Module: Starting a Nonprofit * Growing an Established Company * How to Start a Nonprofit * Introduction to Franchising * Starting Your Own Business * Supervisory Training ProgramCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Consulting
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BUSINESS LAWS AND ETHICSBUSINESS LAWS
* Overview - Basics
* Advertising Laws
* Business Contracts* Employee Law
* Federal Charters
* General Counsel Role* General Resources
* Getting a Lawyer)
* References (Libraries, etc.) * Nonprofit-Specific * Intellectual Property* Enterprise Laws
* Federal Laws
* State Laws
* Telecommunications Laws * Email Retention LawsBUSINESS ETHICS
* Ethics, Principles and Values * What is Business Ethics? * Managing Ethics in Workplace * Managing Ethics Programs* Codes of Ethics
* Codes of Conduct
* Resolving Ethical Dilemmas* Ethics Training
* Cultivating Ethical Culture * Contemporary Ethical Issues* General Resources
SOCIAL RESPONSIBILITY * Social Responsibility Overview * Boards and Social Responsibility* General Resources
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EVALUATE YOUR:
* Ethics IQ
FREE TRAINING:
* eMBA Module: Managing Ethics * Legal Requirements for Small BusinessesCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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HOW TO DO STRATEGIC AND BUSINESS PLANNINGSTRATEGIC PLANNING
INTRODUCTION TO STRATEGIC PLANNING * What is Strategic Planning? * Different Models of Strategic Planning * Compared to Business Planning * For-Profit and Nonprofit Planning PREPARING FOR PLANNING* Preparation
* Always Do Plan for Plan LOOKING AROUND OUTSIDE AND INSIDE * Strategic Analysis * Look Around Outside * Look Around Inside DECIDING STRATEGIC DIRECTION* Strategizing
* Articulate Mission* Articulate Vision
* Articulate Values
ACTION PLANNING
* Basics
* How to Write Action PlansWRITING THE PLAN
* Write Your Strategic Plan * Communicate Strategic Plan IMPLEMENTING THE PLAN * How to Ensure Implementation* Changing Plans
BUSINESS PLANNING
WHAT IS BUSINESS PLAN?* Definition
* When to Do
* Reasons for It
RIGHT FOR YOU NOW?
* Ready?
* Viable Business Idea? * Principles for Staying Sane * Avoid Common MistakesCUSTOMIZE YOUR PLAN
* Design of Your Business Plan* -Overall Purpose?
* -Type of Audience? * -Type of Situation? * -Which Organizational Level?* -Type of Format?
* Type of Plan?
GET READY FOR WRITING YOUR DOCUMENT * Polish Your Skills * Customize to Your Audiences* Get Help?
WRITE YOUR BUSINESS PLAN SECTIONS* Title Page
* Executive Summary
* Marketing Opportunity * Product or Service * Marketing and Sales Plans* Company Overview
* Management Expertise * Implementation Plans* Financials
* Appendices
USING YOUR BUSINESS PLAN * Evaluating Business Plan * Presenting Business Plan * Implementing Business Plan* Updating Plan
* Changing Plan
EXTENSIVE FREE BUSINESS PLANNING RESOURCES * General Guidelines * Guidelines for Specific Types of Plans * Business Planning Reviews of Software* Samples Plans
* Sample Templates
* Business Plan Glossaries_Back to Top_
EVALUATE YOUR:
* Business Plans
* Project Mgmnt Skills* Strategic Plan
* Strategic Planning PracticesFREE TRAINING:
* eMBA Module: Developing Strategic Plan (for-profit) * eMBA Module: Developing Your Strategic Plan (nonprofit) * How to Write a Business Plan * Patents, Trademarks and Copyrights * Strategic PlanningCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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PRODUCTS
PRODUCT AND PROGRAM DEVELOPMENTPRODUCT DEVELOPMENT
INTRODUCTION TO PRODUCT DEVELOPMENT * What is a Product? * What is Product Development? * Product Life Cycles * Different Approaches to Developing * Typical Phases in DevelopingPREPARATION
* Are You Ready?
* Broaden Your Perspective * Planning New Business, Too? DEVELOPING YOUR PRODUCT * Phase 1: Generating Ideas * Many Sources of Ideas * Protect Your Ideas * Phase 2: Researching* Is Idea Feasible?
* Need an Investor?
* Phase 3: Testing
* What Will Customers Think? * Get Feedback From Customers * Phase 4: Analyzing * What Have You Learned? * Design Specifications * Phase 5: Rolling Out * Develop a Marketing Plan * Why Customers Buy From You? * What Will You Convey? * Additional Perspectives NONPROFIT PROGRAM DEVELOPMENT * Activities to Provide Services* Is a System
PREPARATION
* Align With Mission * Align to Strategic Plan * Involve Board Members* Plan as a Team
* Involve Potential Clients * Don't Seek "Perfect" PLANNING PROGRAM FRAMEWORK * Outcomes, Goals and Objectives * Goals Align to Strategic Goals* Program Outcomes
* Program Goals
* Program Strategies * Program Objectives DESIGNING EACH SERVICE * Use Market Analysis * Draft Basic Description * Target Markets and Customers * What Needs to Meet? * Who Are Competitors? * Who Are Collaborators? * What Price(s) to Charge? * What Laws and Regulations * What Name / Branding * Copyrights, Trademarks, Patents? * Finalize Description PLANNING PROGRAM PROMOTIONS * Advertising and Promotions * Positioning Statement* Sales Planning
* Planning Advertising and Promotions * Public and Media Relations* Customer Service
PLANNING PROGRAM DELIVERY * Service Delivery Methods * Producing Each Service * Distributing Each Service PLANNING PROGRAM EVALUATION * Methods to Measure Success * Key Indicators of Success * Conducting Pilot of Program* Program Reviews
* Evaluation of Plans * Evaluate Goals and Objectives * Evaluate Response from Clients * Program Evaluations PLANNING PROGRAM BUDGETING * Resourcing and Budgeting * Program Resources and Budget_Back to Top_
EVALUATE YOUR:
* Plan to Start Nonprofit ProgramFREE TRAINING:
* eMBA Module: Designing Program Evaluations * Copyrights, Trademarks and PatentsCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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OPERATIONS AND PROJECT MANAGEMENT OPERATIONS MANAGEMENTINTRODUCTION
* Various Definitions * What Are Goods and Services? ROLES IN OPERATIONS MANAGEMENT * Chief Operations Officer * Operations ManagerOPERATIONS SYSTEMS
* What Are Operations Systems?* What is a System?
* What is an Operations System? * Align With Strategic Planning 1. PLANNING OPERATIONS SYSTEMS * Product/Service Planning* Capacity Planning
* Facilities and Layout Planning * Job and Work Design * Work Flow Management 2. PLANNING OPERATIONS * Production and Scheduling * Supply Chain Management* Quality Control
3. MANAGING PRODUCTIVITY * What is Productivity? * Methods to Measure ProductivityPROJECT MANAGEMENT
INTRODUCTION TO PROJECT MANAGEMENT * What is Project Management? * Overviews of Project Management * Basics of Project Planning * Roles in Project Management * Skills to Lead Project ManagementPROJECT PLANNING
* Feasibility Studies* Project Planning
* Project Governance * Project Success Criteria ALLOCATING PROJECT RESOURCES* Benefits Planning
* Resource Allocation RISK ASSESSMENT AND ETHICS MANAGEMENT* Risk Assessment
* Ethics and Projects IMPLEMENTING PROJECTS * Implementation of Project Plan * Communicating Plans and StatusEVALUATING PROJECTS
* How Measure Progress? * Evaluating Process and Results * When Projects Are in Trouble GENERAL RESOURCES AND TOPICS* Glossaries
* Resources With Resources* Software Tools
* Organizations
* Getting PMP Certification* Related Fields
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FREE TRAINING:
* Business Planning and Operational Management * Operations Courses * Operations Management Course * Operations Management CoursesCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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SUPPLY CHAIN MANAGEMENT WHAT IS SUPPLY CHAIN MANAGEMENT? (SCM) * You Are in Supply Chain* What is SCM?
* SCM Best Managed as System * SCM for Any Organization * Problems With Ineffective Supply Chains * Benefits of High-Quality SCMPLANNING YOUR SCM
* High-Quality SCMs
* Develop Your SCM Team* Use SCOR© Model?
* Establish SCM Goals * Decide Organizational Changes * Use Push or Pull Drivers? * Partner With Others? * Select SCM SoftwareDEVELOPING YOUR SCM
* Redesign Organization for SCM * Delegate QMS Goals * Train Employees About SCMMANAGING YOUR SCM
* Levels of Managing in SCM * Chain of Management Processes * Manage These Flows * Managing Risk Management * Managing Safety and Security * Managing Ethically and Social Responsibility * Evaluating SCM Performance_Back to Top_
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* Evaluating Your Supply Chain ManagementFREE TRAININGS:
* Supply Chain Management: A Learning Perspective * Supply Chain Management Courses * Supply Chain Management CoursesCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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QUALITY MANAGEMENT
QUALITY MANAGEMENT
* What is Quality Management? (QM) * We All Are Doing QM * QM in Organizations * Quality Best Managed as System* More Terms in QM
* Pioneers in QM
COMMON APPROACHES TO QM * Balanced Scorecard* Benchmarking
* Business Process Reengineering * Continuous Improvement * Failure Mode and Effects Analysis* ISO9000
* Kaizen
* Lean Management
* Quality Circles
* Six Sigma
* Total Quality Management * Additional Approaches to QM * Useful Tools in QMPLANNING YOUR QMS
* Develop QM Team
* Establish QM Goals * Decide Organizational Design * Select Approach to QM * Select QM SoftwareDEVELOPING YOUR QMS
* Redesign Organization for QM * Cultivate QM Culture* Delegate QM Goals
* Train Employees QMMANAGING YOUR QMS
* Manage QMS Teams and Employees * Manage QM Software* Audit Your QM
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EVALUATE YOUR QMS:
* Audit Your QMS SystemsFREE TRAININGS:
* Quality Management Course * Quality Management SystemCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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SALES AND PROMOTIONS MARKETING AND RESEARCHMARKETING
INTRODUCTION
* Basics and Misunderstanding * Marketing PlanningINBOUND MARKETING
* Marketing Research * Competitive Analysis* Pricing
* Positioning
* Naming and BrandingOUTBOUND MARKETING
* Advertising and Promotions * Business Proposals * Public and Media Relations* Sales
* Customer Service
* Customer Satisfaction* Social Networking
PROTECTING OWNERSHIP * Intellectual Property MARKETING: PHONE AND ONLINE* Telemarketing
* Email Marketing
* Social Media
* Online Reputation Management EVALUATING YOUR MARKETING * Evaluating Your MarketingMARKET RESEARCH
INTRODUCTION
* Role of Market Research* Basic Methods
* Sources of Data
* Additional Perspectives * More Sources of DataPLANNING RESEARCH
* Planning Research
* Selecting Method
* Selecting Public Tools METHODS TO COLLECT DATA * Appreciative Inquiry* Case Studies
* Reviewing Documentation* Focus Groups
* Interview Design
* Listening
* Questioning
* Questionnaires
* Surveys
* Results
* Research in Organizations ETHICS AND CONDUCTING RESEARCH* Consent Forms
* Ethics Research
* Standards and Ethics_Back to Top_
EVALUATE YOUR:
* Marketing Practices * Marketing and AdvertisingFREE TRAINING:
* Competitive Advantage * eMBA Module: Marketing Your Products (for-profit) * eMBA Module: Marketing Programs (nonprofit) * Introduction to Pricing * Patents, Trademarks and Copyrights * Pricing Models for Small Business * Marketing 101: Guide to Winning Customers* Market Research
CATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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ADVERTISING, PR AND SOCIAL MEDIA INTRODUCTION TO ADVERTISINGBASICS
* Advertising Law)
* Basics and PlanningPREPARATION
* Your Positioning Statement* Writing Your Ad
VARIOUS METHODS
* Major Methods
* Using Direct Mail
* Mailing Lists
* Email Marketing
* Signs and Displays* Classifieds
* Radio and T.V.
* Telemarketing
* Online Advertising EVALUATING ADVERTISING AND PROMOTIONS* Measuring Results
GENERAL RESOURCES
* Primer on Advertising * Advertising Blueprint PUBLIC AND MEDIA RELATIONS * What is Public Relations? * Why Do Public Relations? * Public Relations Plan * Media Marketing Firm * Successful and Unsuccessful PR * Successful Public Relations* General Resources
SOCIAL NETWORKING AND MEDIAINTRODUCTION
* What is Social Networking? * What is Social Media?GETTING STARTED
* How to Get Started * Uses of Social Media * Which Tools Should I Use? * Communicating on Social MediaPLANNING
* Build From Scratch * Plan How to Evaluate * Social Networking Policies * Social Media for MarketingSOCIAL MEDIA TOOLS
* Categories of Social Media Tools * Major Social Media Tools REPUTATION MANAGEMENT* How to Monitor
* How to Fight Back
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EVALUATE YOUR:
* Marketing and AdvertisingFREE TRAINING:
* eMBA Module: Marketing Your Products (for-profit) * eMBA Module: Marketing Your Programs (nonprofit) * Social Media MarketingCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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SALES
SALES
INTRODUCTION
* What is Sales?
* Sales Process
* Sales Cycle
* Value of Product Knowledge* Useful Skills
* Useful Business Skills * Useful People Skills * How to Engage Clients* Types of Clients
* Multi-cultural Customers1. GENERATING LEADS
* Generating Leads
* Direct Postal Mail* Face-to-face
* Internet and Web
* Social Networking
* Telemarketing (Phone)* Trade Shows
2. GETTING LEADS
* Qualifying the Client * Establishing Rapport * Ask Right Questions * Getting to Decision-Makers3. CONTACTING LEADS
* Interviews and Presentations * Opening Statements * Establishing Rapport and Trust* Really Listening
* Effective Sales Presentations * Dealing With Objections 4. PROPOSALS AND NEGOTIATIONS* Sales Proposals
* Proposals and Sales Letters* Negotiations
5. CLOSING THE SALE
* Closing the Sale
* Techniques
* Sales Contracts
6. ACCOUNT MANAGEMENT * Account Maintenance* Customer Service
* Customer Satisfaction MISCELLANEOUS PERSPECTIVES * Various Philosophies * Challenges and PitfallsMANAGING YOURSELF
* Staying Motivated
* Keeping Positive Attitude * Organizing Yourself * Managing Time and Stress MANAGING SALES FORCE * Sales Staffing and Training * Sales Success Rules * Forecasting and Goals * Motivating Sales Force * Evaluating Sales Activities * Compensating Sales ForceGENERAL RESOURCES
* Many Resources
* Glossary and Dictionaries * Free Tools and Templates_Back to Top_
EVALUATE YOUR:
* Sales Reps
FREE TRAINING:
* Sales: Guide for Small Business Owner* Sales Management
CATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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CUSTOMER SERVICE AND RELATIONSHIPS MANAGEMENTCUSTOMER SERVICE
UNDERSTANDING CUSTOMERS AND SERVICE * Customer Service More Important * What is a Customer? * Types of Customers * Types of Customer Needs * What Customer Really Value * What is Customer Service?PREPARATION
* Create a Customer Service Plan * Change Organization's Culture * Train Employees About Customer Service SATISFYING YOUR CUSTOMERS * Identify Customers' Needs * Meet Customers' Needs * Get Customers' Feedback * Measure Customers' Satisfaction RETAINING YOUR CUSTOMERS * How to Retain Customers * Manage Customer Complaints * Manage Customer Relationships * Evaluate Customer Service Management CUSTOMER RELATIONSHIP MANAGEMENT (CRM)INTRODUCTION
* Suggested Pre-Reading* You Are Doing CRM
* What is CRM?
* Benefits of a CRM
* Types of CRM Functions * Types of CRM Systems PLANNING YOUR CRM SYSTEM* Preparation
* 1. Clarify Organizational Goals * 2. Align CRM Goals * 3. How to Treat Customer * 4. Decide What Organizational Design Changes Are Needed? * 5. Select CRM Software DEVELOPING YOUR CRM SYSTEM * Redesign Organization * Start Cultivating a CRM Culture* Develop CRM Team
* Delegate CRM Goals * Train Employees About CRM MANAGING YOUR CRM SYSTEM * Manage CRM Teams and Employees * Manage CRM Software * Evaluate CRM System_Back to Top_
EVALUATE YOUR:
* Customer Relationship Management Course * Customer Relationship Management in Business Services * Marketing and AdvertisingFREE TRAINING:
* Customer Relationship Management Course * Customer Relationship Management in Business Services* Customer Service
* eMBA Module: Marketing Your Products (for-profit) * eMBA Module: Marketing Your Programs (nonprofit) * Understanding Your CustomerCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Consulting
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PERSONNEL
HUMAN RESOURCES AND STAFFING HUMAN RESOURCE PRACTICESINTRODUCTION
* Applies to Any Size * For-Profits and Nonprofits * Clarifying Some TermsHR AS A DEPARTMENT
* Definitions Again
* Roles in HR
* Working in HR
* Boards and HR
* Challenges in HR
* Getting Recognized * Additional Challenges Facing HR* Future of HR
* Talent Management
KEY FUNCTIONS IN HR
* Getting the Best Employees * Benefits and Compensation * Training Employees * Ensuring Compliance(Policies) * Ensuring Fair Environments * Sustaining High-Performing Employees * Nonprofits and Human Resources * Evaluation HR PracticesPERSONNEL POLICIES
* About Personnel Policies * List of Personnel Policies * Training on Policies * Various Perspectives BENEFITS AND COMPENSATION* Employee Benefits
* Compensation
* Salary Surveys
STAFFING
WORKFORCE PLANNING
* Work Force Planning * Succession PlanningDESIGNING JOBS
* Specifying Jobs
* Job Analysis
* Job Descriptions
* Competencies
RECRUITING EMPLOYEES* Recruiting
* Sourcing
* Advertising
* Online Recruiting
OUTSOURCING
* Overview
* Consultants
* Request for Proposals* Sample Contract
* Volunteers
* Temporary Workers
SCREENING APPLICANTS * Screening Applicants * Interviewing Candidates* Background Checks
* Testing Job CandidatesSELECTING EMPLOYEES
* Selecting (Hiring)* Job Offers
* orientation
ORIENTING AND TRAINING* Orientation
* Training
VOLUNTEER MANAGEMENT PLANNING VOLUNTEER PROGRAM* Considerations
* Online Tutorial
* Volunteer Managers* Staffing Analysis
* Legal and Risks
* Policies and Procedures* Job Descriptions
OPERATING VOLUNTEER PROGRAM * Volunteer Recruitment * Screening Volunteers * Selecting Volunteers * Orienting and Training* Supervising
* Relations
* Assessing Volunteer Management_Back to Top_
EVALUATE YOUR:
* HR and Supervision PracticesFREE TRAINING:
* eMBA Module: Staffing and Supervision (for-profit) * eMBA Module: Supervising Your Employees and Volunteers * Employee Recruitment and Retention * Introduction to Human ResourcesCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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HOW TO TRAIN EMPLOYEES INTRODUCTION TO TRAINING AND DEVELOPMENT (T&D)* What is T&D
* Reasons and Benefits * Principles and Theories * Roles of Management and Learners DIFFERENT TYPES OF T&D DESIGNS AND ACTIVITIES* Types of Designs
* Types of Activities* Recent Movements
PREPARATION FOR DEVELOPING T&D PROGRAMS * Systematic Designs * Guidelines to Design * Examples of Programs * Suggestions to Enrich CORE SKILLS IN TRAINING* Communications
* Group Facilitation* Listening
* Meeting Management* Motivating
* Presentation Skills* Questioning
* Feedback
* Team Building
DESIGN YOUR T&D PROGRAMASSESSMENT
* What Need to Learn? * Identifying Training Goals * Preparation for Assessment * Purpose of Assessment * Steps for AssessmentDESIGN TRAINING
* Designing Training Plans * Preparation for Designing * Design Learning Objectives * Analyze Learning Objectives * Designing Training VenueDEVELOP RESOURCES
* Developing Training Activities * Preparing for Developing * Key Considerations * Selecting a Trainer * Types of Training ActivitiesIMPLEMENTATION
* Conducting Training with Learners * Preparation for Implementing * Key Considerations * Advice for Any TrainerEVALUATION
* Evaluating Training Results * Preparation for Evaluating * Perspective on Evaluating * Suggestions for Evaluating* Calculating ROI
BUSINESS OF T&D
* Types of Practitioners * Starting Training Business_Back to Top_
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* Training Program DesignFREE TRAINING:
* List of free courses about instructional designCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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EMPLOYEE PERFORMANCE AND DEVELOPMENT EMPLOYEE PERFORMANCE MANAGEMENT * Establishing Performance Goals * Developing Performance Plans* Sharing Feedback
* Evaluating Performance * Rewarding Performance * Addressing Performance Problems * Performance Development Plans* Firing Employees
TEAM PERFORMANCE MANAGEMENT * Team Performance Management* Team Building
* Leading Teams
* Team Performance Planning * Team Performance Reviews * Team Improvement Planning EMPLOYEE DEVELOPMENT* Board Development
* Career Development * Employee Orientation * Leadership Development * Management Development * Personal Development * Supervisoral Development* Team Development
* Training and Development_Back to Top_
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* Supervisory PracticesFREE TRAINING:
* eMBA Module: Staffing and Supervision (for-profit) * eMBA Module: Supervising Your Employees and Volunteers * Employee Recruitment and Retention * HR and Supervision Practices * Introduction to Human ResourcesCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Consulting
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FINANCES
FINANCES AND FUNDING - FOR-PROFITS FINANCIAL MANAGEMENTBASICS
* Basics
* Roles
* Getting an Accountant or Bookkeeper? * Buy Accounting Software? * Getting Bank and Banker * Overview of Financial Management * Understanding Bookkeeping and Accounting * Bookkeeping Basics * Financial Controls and Risk Management PLANNING AND CASH MANAGEMENT * Financial Planning * Budgeting and Managing Budget * Managing Cash Flow * Credit and Collections * Budget Deviation Analysis FINANCIAL STATEMENTS, ANALYSIS AND REPORTING * Financial Statements * Profit and Loss Statement* Balance Sheet
* Financial Analysis* Profit Analysis
* Break-Even Analysis* Ratios
EVALUATING YOUR FINANCIAL PRACTICES * Evaluating Financial PracticesSPECIAL TOPICS
* Financing Major Purchases* Cost Cutting
* Boards and Understanding FinancialsGETTING FUNDING
PREPARATION
* First, Get Ready
* Then Do Business PlanHOW MUCH YOU NEED?
* Estimate Money You Need * Identify Best SourcesTRADITIONAL SOURCES
* Angel Investors
* Bootstrapping
* Crowdfounding
* Family and Friends* Loans-Bank Loans
* Loans-Credit Cards * Loans-Lines of Credit* Loans-SBA-Backed
* Venture Capitalists* Trade Services
NON-TRADITIONAL SOURCES * Business Incubators* Grants
* Accounts Receivable* Microloans
* Peer-to-Peer Lending_Back to Top_
EVALUATE YOUR:
* Financial PracticesFREE TRAINING:
* Financing Options for Small Businesses * Introduction to AccountingCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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FINANCES AND FUNDING - NONPROFITS FINANCIAL MANAGEMENTBASICS
* Basics
* Reviewing Basics
* Use Fiscal Sponsorship? * What Bookkeeping System? * Board Treasurer and Finance Committee * Getting an Accountant* Use Software?
* Getting a Bank and Banker * Setting Up Bookkeeping and Accounting * Financial Controls and Risk Management PLANNING AND CASH MANAGEMENT * Financial Planning * Budgeting and Managing Budgets * Managing Program Finances * Managing Cash Flow * Credit and Collections * Budget Deviation Analysis FINANCIAL STATEMENTS, ANALYSIS AND REPORTING * Financial Statements * Statement of Activities * Statement of Financial Position * Financial Analysis * General Information* Ratios
* Financial Reporting* Overviews
* Annual Reports
SPECIAL TOPICS
* Cutting Costs
* Lease Versus Buy
* Evaluating Nonprofit Financial Management * Additional Assessment Tools* Financial Audits
* General Resources
NONPROFIT FUNDRAISINGBASICS
* Basics
* Fundraising Laws and Ethics ROLES IN FUNDRAISING * Fundraising Leadership* Development Staff
* Hiring Fundraisers and Paid Solicitors METHODS OF FUNDRAISING* Direct Appeals
* Grants: Foundation and Corporate * Grants: Government* Special Events
* Annual Funds
* Major Gifts and Planned Giving* Capital Campaigns
* Fundraising OnlineSPECIAL TOPICS
* Fundraising Software * Donor Communications * Planning (Tying It All Together) * Evaluating Your Fundraising_Back to Top_
EVALUATE YOUR:
* Fundraising
* Fundraising Practices * Nonprofit Financial ManagementFREE TRAINING:
* Supervisory Training ProgramCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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ORGANIZATIONAL TAXES TAXES (FOR-PROFIT ORGANIZATIONS)* Educate Yourself
* Basics
* Tax Planning
* Importance of Good Record Keeping * Do Your Own Taxes or Get Help? * Federal Income Taxes * Employee/Payroll Taxes * State and Local Sales* Other Taxes
* Independent Contractor or Employee? TAXES (NONPROFIT ORGANIZATIONS) * Need Help to Get Started? * Importance of Good Record Keeping * Getting Tax-Exempt Status * Federal, State, Sales, Payroll Taxes, etc.* Filing Form 990
(Cont.)
* Donations and Taxes * Unrelated Business Income Taxes (UBIT) * Lobbying and Taxes * Assessing Your Tax Management Practices * Need Independent Contractor or Employee?_Back to Top_
FREE TRAINING:
* Small Business Taxes Virtual WorkshopCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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ORGANIZATIONS
ORGANIZATIONAL PERFORMANCE 1. ORGANIZATIONAL PERFORMANCE CYCLE PERFORMANCE MANAGEMENT* Overview
* Description
* Traditional and Progressive Approaches * What is Organizational Performance Management? * General Guidelines* Planning Phase
* Appraisal Phase
* Development Phase
* Evaluation and Improvement * Performance in Organizations (video)* QUIZ
2. ORGANIZATIONAL PURPOSE AND GOALSSTRATEGIC PLANNING
* Overview
* What is Strategic Planning?* QUIZ - Overview
* Models of Strategic Planning* Preparation
* QUIZ - Customizing * Strategic Analysis* Mission and Goals
* QUIZ - Strategic Direction * Planning to Achieve Goals * Writing and Sharing Plan* Implementing Plan
* QUIZ - Managing Plan 3. ORGANIZATIONAL STRUCTURES AND DESIGN STRATEGY TOWARD GOALS* Overview
* Description
* What is an Organization?* Each is a System
* What Makes Each Unique? * Management Activities Are Systems * Organizational Life Cycles * Organizational Culture * Forms and Structures* New Paradigms
* Emerging Structures * Designing Structures * Current Trends (video) * Grasping Big Picture (video)* QUIZ
4. ORGANIZATIONAL BEHAVIOR STRATEGY TOWARD GOALS* Overview
* Description
* What is Organizational Behavior? * Influencing Behaviors * Cultivating Desired Culture * Applying Right Leadership * Developing Leaders * Finding Right People * Understanding Employees * Sustaining Job Satisfaction* Developing Teams
* Maintaining Performance* QUIZ
5. ORGANIZATIONAL EVALUATION & DIAGNOSISSTATUS TOWARD GOALS
* Overview
* Description
* Benefits of Assessments * Guidelines for Evaluation * Adjust for Personal Biases * Do Not Evaluate Alone * Design Evaluation Plan * Role of Diagnostic Models * Implement Evaluation Plan * Example Diagnostic Model * Issues in Organizations * Types of Recommendations * Free Tools for For-Profits * Free Tools for Nonprofits* QUIZ
6. ORGANIZATIONAL CHANGE ADJUSTMENT TOWARD GOALS* Overview
* Description
* Nature of Change
* Types of Change
* Why Change is Difficult * Requirements for Change * Principles for Change* Change Models
* Roles During Change * You as Change Agent * Most Change Efforts Fail? * Strategies for Change * Types of Strategies * Change Agents Skills * Foundations of Change (video) * Planning Your Change (video) * Focusing Your Change (video)* QUIZ
ORGANIZATION DEVELOPMENT PRACTITIONERSEXPERTS IN CHANGE
* Overview
* Field of Organization Development (OD) * History and Theories of OD * Future and Emerging Theories * Related Fields / Professions * Suggested Competencies_Back to Top_
ORGANIZATIONAL CHANGE VIDEOS: * Grasping the Big Picture * It's All About Performance * Foundations for Change * Planning Your Change * Focusing Your Change * Current Trends in OrganizationsEVALUATE YOUR:
* Organization (For-profit) * Organization (Nonprofit)CATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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CONSULTING
CONSULTING SKILLS (INTERNAL AND EXTERNAL) 1. FOUNDATIONS OF INTERNAL/EXTERNAL CONSULTINGPROFESSIONALISM
* Overview
* What is a Consultant? * Internal and External Consultants * Myths About Consulting * Need for Consulting Skills * Roles of Consultants * Types of Consultants * Goals of Consultants * Professionalism and Ethics * Multi-Cultural Consulting* Glossary of Terms
VARIOUS APPROACHES
* Phases in Consulting * Examples of Phases * Customizing Approaches * Example: Collaborative Consulting* QUIZ
2. CONSULTING FOR PERFORMANCE, CHANGE AND LEARNING COLLABORATIVE CONSULTING CYCLE* Overview
* Description
* What is Collaborative Consulting?* Dynamics of Cycle
* Benefits of Cycle
* How Much Client Involved? * Responsibilities in Cycle* Nature of Cycle
* Phases in Cycle
* QUIZ
3. CONTRACTING AND ENGAGEMENT PHASE* Overview
* Description
* Goals for This Phase * Meeting With Client * Questions to Client * Defining Project Success* Who's Client Now?
* Client Really Ready? * Learn Client's Organization * Proposals and Contracts* QUIZ
4. DISCOVERY PHASE
* Overview
* Description
* Goals for This Phase * Establishing Project Team * Choosing Diagnostic Model* Planning Research
* Analyzing Results
* Generating Recommendations * Sharing Recommendations* QUIZ
5. ACTION PLANNING PHASE* Overview
* Description
* Goals for This Phase * Recommendations to Goals * Developing Action Plans * Integrating Action Plans * Communications Planning* Learning Plans
* Evaluation Planning * Implementation Plans* QUIZ
6. IMPLEMENTATION AND CHANGE PHASE* Overview
* Description
* Goals for This Phase* Who's Client Now?
* Supporting Change
* Maintaining Momentum* Evaluating Status
* Ongoing Communications* Adjust Plans?
* Cycle Back?
* QUIZ
7. EVALUATION AND LEARNING PHASE* Overview
* Description
* Goals for This Phase * Evaluation Questions * Clients Reluctant to Evaluate? * Success Not Achieved?* Cycle Back?
* QUIZ
8. TERMINATION AND CLOSURE PHASE* Overview
* Description
* Goals for This Phase * Reasons to Terminate* Project Creep?
* Client Dependency? * Letter of Termination* QUIZ
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CONSULTING VIDEOS:
* Roles, Goals and Reasons in Consulting * Methods and Myths in Consulting * Ethics and Risks in Consulting* Contracting Phase
* Discovery Phase
* Action Planning Phase * Implementation Phase * Project Evaluation Phase * Project Termination PhaseCATEGORIES:
* Yourself
* Leadership
* Entrepreneurship
* Products
* Sales
* Personnel
* Finances
* Organizations
* Consulting
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