|Administration & Management skills
The following course in Administration & Management skills is provided in its entirety by Atlantic
International University's "Open
Access Initiative" which strives to make knowledge
and education readily available to those seeking advancement
regardless of their socio-economic situation, location
or other previously limiting factors. The University's
Open Courses are
free and do not require any purchase or registration,
they are open to the public.
The course in Administration & Management skills contains the following:
- Lessons in video format with explaination of theoratical content.
- Complementary activities that will make research more about the topic , as well as put into practice what you studied in the lesson. These activities are not part of their final evaluation.
- Texts supporting explained in the video.
- Evaluation questionnaire, that will grant access to the next lesson after approval.
- Final exam for overall evaluation of the course.
The Administrative Staff may be part of a degree program paying up to three college credits. The lessons of the course can be taken on line Through distance learning. The content and access are open to the public according to the "Open Access" and " Open Access " Atlantic International University initiative. Participants who wish to receive credit and / or term certificate , must register as students.
Lesson 1: INTELLECTUAL CAPITAL MANAGEMENT WORKFORCE
To understand the concept of “Intellectual Capital Management”, first it is important to define the term intellectual capital. “Intellectual Capital” can be defined as an organization’s overall use of knowledge, creativity, and decision making and how these three concepts contribute to its success. Ultimately, the process of intellectual capital management is the oversight of its intellectual resources. As Stevens states (2010), “Intellectual capital may be in active use or exist as a sort of debit in an organization’s resources. By managing this resource effectively, an organization can be assured that it is reaping the benefits of all available intellectual assets.”
Lesson 2: COMMUNICATION
A basic definition of “communication” is a two-way process of giving and receiving information through various channels. Whether one is speaking informally to a colleague, addressing a conference or meeting. As Krauss (2002) states, “ A species' survival depends critically upon its ability to communicate effectively, and the quality of its social life is determined in large measure by how and what it can communicate.” As a result, our overall human social life as it is presently constituted is built upon a high level of communicative virtuosity. Without this, our lives would be quite different and our survival threatened.
Lesson 3: BENCHMARKING
Simply put, benchmarking is the basic comparison of one organization's practices and performance against those of others. It can be thought of as a way to conduct research on how to improve a company or business. Benchmarking seeks to identify standards, or "best practices," to apply in measuring and improving performance. The objective of benchmarking is to find examples of superior performance, in an industry or business, and to understand the processes and practices driving that performance. Companies then improve their performance by tailoring and incorporating these best practices into their own operations. This is done not by imitating, but by innovating.
Lesson 4: SELF-DEVELOPMENT
Emotional aspects of people are based on how we view ourselves, our ‘self-concept’. Historically, the term self-concept was defined by researchers as a global perception of oneself and one’s self-esteem reactions to that self-perception. The research of Zimmerman (2000) introduced self-efficacy as a key component in social cognitive theory, he discussed human motivation primarily in terms of outcome expectations. Self-efficacy is also thought of as a person’s can do attitude. Although self-efficacy and outcome expectations were both hypothesized to affect motivation, it seems that self-efficacy can play a larger role because the
types of outcomes people anticipate depend largely on their judgments of
how well they will be able to perform in given situations.
Lesson 5: TRAITS, ATTITUDES AND BEHAVIORS OF LEADERS – Pt. 1
In psychology, personality traits are outlined within five broad domains or dimensions of personality that are used to describe human personality, also called the Big Five. The Big Five factors are openness, conscientiousness, extraversion, agreeableness, and neuroticism. Within each factor, a cluster of correlated specific traits is found; for example, extraversion includes such related qualities as gregariousness, assertiveness, excitement seeking, warmth, activity, and positive emotions. The Big Five model is able to account for different traits in personality without overlapping. During studies, the Big Five personality traits show consistency in interviews, self-descriptions and observations. This five-factor structure seems to be found across a wide range of participants of different ages and of different cultures.
Lesson 6: TRAITS, ATTITUDES AND BEHAVIORS OF LEADERS – Pt. 2
Leadership is how you interact with everyone, including yourself. Leaders are quite visible within small and large businesses. We tend to think of them as business owners, CEO's and managers at all levels. Traditionally, leadership also extends into politics and other global affairs. But also consider that parents, business owners, sports coaches, consultants, mentors, partners in relationship, teachers, authors, and others who interact with people on a regular basis are all leaders. Everyone is a leader either by choice or default. The concept of energy leadership is the process that develops a personally effective style of leadership that positively influences and changes not only yourself, but also those with whom you work and interact, as well as your organization as a whole.
Lesson 7: LEADER SKILLS
The past 40 years of working with managers in thousands of client companies, research has identified a number of key leadership qualities that effective managers in successful teams and organizations share. These are personal traits that are critical in determining a team leader's effectiveness, but should not be confused with the role or function that a manager must fulfill as part of their job. So, there are many ways of thinking about leadership and the identifying features of leaders. The following list presents some notable features of leaders;
- Good leaders have emotional maturity
Emotionally immature leaders feel that they have to have the answer to every situation, and that it isn't okay to not have the answer. However, emotionally mature leaders understand that not only is it impossible to know everything about everything, but they don't need to.
Lesson 8: MANAGEMENT SKILLS – Pt. 1
The communicating that a leader uses, day in and day out, is essentially called persuasion. That’s what leaders do. They persuade people to work together, to achieve more than they ever thought they could, to reach for apparently impossible goals, to put personal interests aside (at least temporarily) in favor of some larger group purpose. Persuasion means changing someone’s mind. If the mind isn’t changed, the person hasn’t been persuaded, it’s that simple. So a leader’s job is to change minds, but consider that decision-making is fundamentally emotional. Recent brain research shows that if you incapacitate the part of the brain concerned with emotions, through a stroke or other brain trauma, people can’t make decisions. That’s because, far from clouding our ability to decide, emotions make it possible.
Lesson 9: MANAGEMENT SKILLS – Pt. 2
If you work on your own, there's only a limited amount that you can do, however hard you work. You can only work so many hours in a day. There are only so many tasks you can complete in these hours. There are only so many people you can help by doing these tasks. Also, your success is limited, because the number of people you can help is limited. This can lead to a real sense of pressure and work overload, because you can't do everything that everyone wants, and this can leave you stressed, unhappy, and feeling that you're letting people down. One of the most common ways of overcoming this limitation is to learn how to delegate your work to other people. If you do this well, you can quickly build a strong and successful team of people and will be able to meet the demands that others place. Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization. Delegation is a win-win when done appropriately, however that does not mean that you can delegate just anything
Lesson 10: MANAGEMENT SKILLS – Pt. 3
What is conflict? Conflict can be described as a disagreement among groups or individuals characterized by antagonism and hostility. This is usually fueled by the opposition of one party to another, in an attempt to reach an objective different from that of the other party. The elements involved in the conflict have varied sets of principles and values, thus allowing such a conflict to arise. Conflict is an inevitable part of life. Each of us possesses our own opinions, ideas and sets of beliefs. We have our own ways of looking at things and we act according to what we think is proper. Hence, we often find ourselves in conflict in different scenarios; may it involve other individuals, groups of people, or a struggle within our own selves. Consequently, conflict influences our actions and decisions in one way or another. Conflict comes naturally as the clashing of thoughts and ideas is a part of the human experience. It is true that it can be destructive if left uncontrolled. However, it shouldn’t be seen as something that can only cause negative things to transpire. It is a way to come up with more meaningful realizations that can certainly be helpful to the individuals involved. These positive outcomes can be reached through an effective implementation of conflict resolution.
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