Empower your team with management knowledge and skills

Management has existed as long as humans have worked together. Defined simply by Oxford Learner’s Dictionary as  “the activity of running or controlling a business or similar organization”, management today covers a wide range of areas including: human resources, strategy, leadership, motivation, and more.

In this part-time online Management Certificate Course, your team will receive a comprehensive introduction to the field of management, learn important principles about managing, and develop skills for succeeding as managers.

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What Happens in the Management Certificate Course

The Management Certificate Course is an online learning program with recommended readings from the textbook. This course is self-directed, which means your team members may study and complete assignments at times that are most convenient for them.

This part-time Management Certificate Course has a recommended completion date of 9 weeks from the start of the program, however, your team may choose to complete the course in as little as 4 weeks or as long as 18 weeks, depending on their schedule.

The Management Certificate Course has been created to allow your team to complete it without teaching assistance. However, if your team has questions or needs assistance, they can receive help from a Faculty Member throughout the 9 weeks of the course. Your Faculty Member is a valuable resource person who can provide your team with personal teaching assistance to help your team succeed in the course.

Course Topics

The Management Certificate Course has been developed to meet high academic standards and teach real-world lessons for your team’s success.

Introduction to Managing

• What Do Managers Do?
• The Roles Managers Play
• Major Characteristics of the Manager’s Job

Managerial Decision-Making

• Overview of Managerial Decision-Making
• How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
• Programmed and Nonprogrammed Decisions
• Barriers to Effective Decision-Making
• Improving the Quality of Decision-Making
• Group Decision-Making

The History of Management

• The Early Origins of Management
• The Italian Renaissance
• The Industrial Revolution
• Taylor-Made Management
• Administrative and Bureaucratic Management
• Human Relations Movement
• Contingency and System Management

External and Internal Organizational Environments and Corporate Culture

• The Organization’s External Environment
• External Environments and Industries
• Organizational Designs and Structures
• The Internal Organization and External Environments
• Corporate Cultures
• Organizing for Change in the 21st Century

The Impact of Culture and Time on Business Ethics

• Ethics and Business Ethics Defined
• Dimensions of Ethics: The Individual Level
• Ethical Principles and Responsible Decision-Making
• Leadership: Ethics at the Organizational Level
• Ethics, Corporate Culture, and Compliance
• Corporate Social Responsibility (CSR)
• Ethics around the Globe
• Emerging Trends in Ethics, CSR, and Compliance

International Management

• Importance of International Management
• Hofstede’s Cultural Framework
• The GLOBE Framework
• Cultural Stereotyping and Social Institutions
• Cross-Cultural Assignments
• Strategies for Expanding Globally
• The Necessity of Global Markets

Entrepreneurship

• Characteristics of Successful Entrepreneurs
• Small Business
• Start Your Own Business
• Managing a Small Business
• The Large Impact of Small Business
• The Small Business Administration
• Trends in Entrepreneurship and Small-Business Ownership

Strategic Analysis: Understanding a Firm’s Competitive Environment

• Gaining Advantages by Understanding the Competitive Environment
• Using SWOT for Strategic Analysis
• A Firm’s External Macro Environment: PESTEL
• A Firm’s Micro Environment: Porter’s Five Forces
• The Internal Environment
• Competition, Strategy, and Competitive Advantage
• Strategic Positioning

The Strategic Management Process: Achieving and Sustaining Competitive Advantage

• Strategic Management
• Firm Vision and Mission
• The Role of Strategic Analysis in Formulating a Strategy
• Strategic Objectives and Levels of Strategy
• Planning Firm Actions to Implement Strategies
• Measuring and Evaluating Strategic Performance

Organizational Structure and Change

• Organizational Structures and Design
• Organizational Change
• Managing Change

Human Resource Management

• An Introduction to Human Resource Management
• Human Resource Management and Compliance
• Performance Management
• Influencing Employee Performance and Motivation
• Building an Organization for the Future
• Talent Development and Succession Planning

Diversity in Organizations

• An Introduction to Workplace Diversity
• Diversity and the Workforce
• Diversity and Its Impact on Companies
• Challenges of Diversity
• Key Diversity Theories
• Benefits and Challenges of Workplace Diversity
• Recommendations for Managing Diversity

Leadership

• The Nature of Leadership
• The Leadership Process
• Leader Emergence
• The Trait Approach to Leadership
• Behavioral Approaches to Leadership
• Situational (Contingency) Approaches to Leadership
• Substitutes for and Neutralizers of Leadership
• Transformational, Visionary, and Charismatic Leadership
• Leadership Needs in the 21st Century

Work Motivation for Performance

• Motivation: Direction and Intensity
• Content Theories of Motivation
• Process Theories of Motivation
• Recent Research on Motivation Theories

Managing Teams

• Teamwork in the Workplace
• Team Development Over Time
• Things to Consider When Managing Teams
• Opportunities and Challenges to Team Building
• Team Diversity
• Multicultural Teams

Managerial Communication

• The Process of Managerial Communication
• Types of Communications in Organizations
• Factors Affecting Communications and the Roles of Managers
• Managerial Communication and Corporate Reputation
• The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing

Organizational Planning and Controlling

• Is Planning Important
• The Planning Process
• Types of Plans
• Goals or Outcome Statements
• Formal Organizational Planning in Practice
• Employees’ Responses to Planning
• Management by Objectives: A Planning and Control Technique
• The Control- and Involvement-Oriented Approaches to Planning and Controlling

Management of Technology and Innovation

• MTI—Its Importance Now and In the Future
• Developing Technology and Innovation
• External Sources of Technology and Innovation
• Internal Sources of Technology and Innovation
• Management Entrepreneurship Skills for Technology and Innovation
• Skills Needed for MTI
• Managing Now for Future Technology and Innovation

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