Enroll in a Specialization to master a specific career skill. Learn at your own pace from top companies and universities, apply your new skills to hands-on projects that showcase your expertise to potential employers, and earn a career credential to kickstart your new career. Benefit from a deeply engaging learning experience with real-world projects and live, expert instruction. If you are accepted to the full Master's program, your MasterTrack coursework counts towards your degree.
Transform your resume with an online degree from a top university for a breakthrough price. Our modular degree learning experience gives you the ability to study online anytime and earn credit as you complete your course assignments.
You'll receive the same credential as students who attend class on campus. Coursera degrees cost much less than comparable on-campus programs. Showing total results for "leadership training". Intermediate Level. Beginner Level. Career Success University of California, Irvine. Leading People and Teams University of Michigan.
Yes, this usually causes a sharp intake of breath. But, the reality is, big results require significant investment. And the investment will ultimately repay itself many times over, however daunting it can seem at first.
Individual units must consider their needs and capabilities in the context of their own strategy and goals. To create a favorable context for learning, every area of the business must provide fertile ground.
Those who follow this approach will avoid the low return on investment that results from top-down programs. Common capability-development needs that emerge from unit-by-unit change can, of course, be addressed through a companywide program.
Cardo, a Swedish industrial company composed of two major independent divisions, provides a powerful example of why a unit-by-unit change strategy is important. The program, which integrated individual education and organizational development, featured four modules of classroom training. Between modules, participating managers were charged with implementing change and improving performance in their respective departments.
They received consultation and coaching from program faculty members and peers and were invited to speak to the CEO during each module about organizational barriers to effectiveness and performance.
Evaluation of the program revealed significant behavioral changes in one of the divisions. Alignment between strategy and execution improved, as did teamwork across functions and borders, and management became more participative.
The CEO estimated a tenfold return on the cost of the program by looking at the financial effect of the learning-intensive projects that managers led in their own departments and, when appropriate, in collaboration with peers in other parts of the division.
However, the other division did not experience comparable improvements. Their short-term performance was good, after all. As a result, the two divisions responded quite differently to the same program. Archie Norman, the CEO at the time, led a turnaround of the company and its stores by avoiding the fallacy of programmatic change—that is, the common impulse to roll out sweeping, companywide initiatives without gauging local readiness. ASDA began by creating a few model stores that demonstrated the leadership and organizational capabilities needed to build a more employee- and customer-centric culture.
A store would receive corporate funds to invest in needed physical changes only if it passed the driving test. Stores that did not pass received consulting support from a corporate transformation team and then retook the test.
If a store failed the test again, its manager was replaced. In about a decade the company improved its market capitalization tenfold, thanks largely to its disciplined, unit-by-unit approach to change and development. Even in companies with strong leaders and healthy cultures, discrete units require distinctive roles, responsibilities, and relationships—and distinctive capabilities to function in them.
Moreover, each unit is probably at a different stage in its development. So CEOs and their HR chiefs must be sensitive to local variables when defining an integrated change agenda—one that simultaneously addresses performance improvement and capability development.
To do that, they should answer the following questions, first at the top and then in each major unit:. If your answer to any of those questions is no, your company is probably with the best of intentions overinvesting in training and education and failing to put talent development in its proper strategic change context. You have 1 free article s left this month.
You are reading your last free article for this month. Subscribe for unlimited access. Wharton University of Pennsylvania offers an online Leadership and Management Certificate program that consists of four individual courses required for completion. Each online course takes four to six weeks to complete and requires an average time commitment of two to four hours per week.
The courses cover topics such as aligning strategy for organizational growth, general business strategy, leadership and transforming the business culture. The in-person courses are designed for senior-level leaders, experienced managers and directors and functional managers who are gaining leadership responsibilities in their organizations. Here are the latest Insider stories. More Insider Sign Out. Sign In Register.
Sign Out Sign In Register. Latest Insider. Check out the latest Insider stories here.
0コメント