The following course in Strategy Directive 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 Strategy Directive 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: STRATEGIC CHANGE MANAGEMENT

It is believed that these new trends will shape the 21st century and will have influence on the important elements of human life. In other words, the millennium trends of the nineties will influence the important elements of our lives, careers and job decisions, travel, business, and investment choices, places of residence, and children's education. As such the new paradigm shifts in the world require new leadership for organizations. These new shifts and changes are central to the new leadership and strategic organizations and have been studied by distinguished leading minds in the business world. The central theme that scholars focus on is the rapid changes and uncertainties surrounding modern organizations. Planned and rapid adaptation to these unexpected changes call for a new type of leadership.

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Lesson 2: STRATEGIC CHANGE MANAGEMENT

Organizational transformations involve changes in almost all aspects of an organization; its strategy, design, values, and people. These changes can’t be programmed. Nor can they be described with the excitement and glamour of a technical breakthrough, the development of a new market, or the start-up of an entrepreneurial start-up. When a corporation needs to reinvent itself, the change that needs to occur should be purposeful. Trying to decide how to change and what to change can be just as frustrating as the actual change. The process of strategic change management involves developing an innovative vision for where the company needs to be, and then developing and equally innovative path for achieving the goal. Sound like a lot of hype? Truly, it is not. No one wants to have change just for the sake of doing things differently. It needs to make sense with the direction the company is trying to move in..

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Lesson 3: ADMINISTRATIVE TOOLS TO ALIGN SYSTEMS

The defining characteristic of a strategic vision is what it says about a company’s future strategic course or the direction they are headed in and their aspirations for the future. In contrast, a mission statement describes the enterprise’s current business and purpose or “who we are, what we do, and why we are here.”

The mission statements that one finds in company annual reports or posted on company web sites are typically quite brief; some do a better job than others of conveying what the enterprise is all about. A mission and vision are standard and critical elements of a company's organizational strategy. Most established companies develop organizational mission statements and vision statements, which serve as foundational guides in the establishment of company objectives.

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Lesson 4: ADMINISTRATIVE TOOLS TO ALIGN SYSTEMS

Human resource management (HRM, or simply HR) is the management process of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will also serve as the company's primary liaison with the employees' representatives or union. HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce.

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Lesson 5: STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS

Organizational image is a useful concept for understanding the impressions individuals have of organizations or that organizations want to convey to individuals. The term refers to an image that encapsulates the likeness of an organization. Organizational images can have a strong influence on most aspects of members’ organizational experiences. From an individual perspective, organizational image helps to explain how people: (1) seek membership in organizations, (2) identify with organizations, (3) make sense of and compare organizations, (4) align their decisions and behavior with others serving the same organizational cause, and (5) understand themselves and their roles in organizations.

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Lesson 6: STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS

Change has become a way of life in America and within the diagnostic model, changes exist in both the external and internal environments of an organization. Noel Tichy categorizes the forces that exert pressures for change on organizations into three management areas

All three areas continually present problems that must be refined and dealt with on an ongoing basis, but are not solved. Technology tests managerial ability to strategically allocate people, money, and technological resources; politics tests how and to whom resources and influence are allocated; and culture tests managerial ability to build human resource systems that strategically create the “normative glue” that connects organizational members

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Lesson 7: INTERVENTIONS IN THE FIELD OF ORGANIZATIONAL DEVELOPMENT

Organizational Development (OD) is a dynamic values-based approach to systems change in organizations and communities. It strives to build the capacity to achieve and sustain a new desired state that benefits the organization or community and the world around them. The practice of OD is grounded in a distinctive set of core values and principles that guide behavior and actions. Also, OD is an ongoing, systematic process of implementing effective organizational change. OD is known as both a field of science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. Values are the standards that guide our conduct in a variety of settings. An organization’s values might be thought of as a moral compass for its business practices. While circumstances may change, ideally values do not.

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Lesson 8: Set a New Vision for the Organizationn

Vision statements reflect the ideal image of the organization in the future. They create a focal point for strategic planning and are time bound, with most vision statements projected for a period of 5 to 10 years.  The vision statement communicates both the purpose and values of the organization. For employees, it gives direction about how they are expected to behave and inspires them to give their best. Shared with customers, it shapes customers’ understanding of why they should work with the organization. Also, the vision statement includes vivid description of the organization as it effectively carries out its operations

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Lesson 9: RESEARCH ON ORGANIZATIONAL DEVELOPMENT

Organizational Development, abbreviated as OD, is a planned intervention of change focused on groups of people, teams, departments, or organizations with the purpose of organization improvement, drawing from disciplines of applied behavioral science, industrial/organization psychology, anthropology, and social systems. The fluctuation that has occurred worldwide economically and politically has caused organizations to adjust to new global and environmental challenges. Likewise, the field of organization development has had to adapt at an increasingly rapid rate. With resources being challenged, the question is raised as to whether OD interventions show value. This question is being asked repeatedly and increasingly. To understand what it means to apply measurement to organization development, OD practitioners need to develop both a base of measurement skills and an understanding of critical elements foundational to aligning interventions with what matters most.

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Lesson 10: RESEARCH ON ORGANIZATIONAL DEVELOPMENT

In recent years, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically. With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint. For example, emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases. Research suggests that in order to heal the trauma and increase performance, OD practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses.

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