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CANADIAN BUSINESS SCHOOL
Faculty of Management and Leadership
under license
Offers online resources for all your key business needs
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| Canadian Business School
is offering Harvard Business School Publishing case studies
delivered directly from the world’s top business school
publisher on-line, allowing diploma program students in
E-Business Administration, Marketing with Digital Media, and MBA
external degree program obtain prestigious co-branded
certificates. HBSP is a wholly-owned, not-for-profit subsidiary
of Harvard University.
Canadian Business School is delivering prestigious co-branded Harvard Business School Publishing on-line certificate courses where our students and graduates can learn Management and Leadership skills at their own schedule (In order to qualify you must be a current CBS student / alumni or take our E-Business Diploma or Marketing w/ Digital Media Diploma program).
ONLINE PROGRAMS TO FURTHER DEVELOP MANAGEMENT EXPERTISE
These Leadership and Management Development programs help you develop the essential skills necessary to become a high performer. They are a series of interactive case studies and workshops, which will enable you to apply the learning immediately. Each program comes in a modular format that allows the user to stop at any point and then resume later, working at his or her own pace. Canadian Business School is pleased to give you the opportunity to learn from renowned experts, and experience Harvard's award-winning, learning-by-doing design.
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| Choose from 13 Online Programs with Unlimited 12 month access |
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Detailed Course Outline
| Decision Making |
| Decision making is one of the most fundamental of all management skills. Improving managers’ decision-making ability can provide a direct route to improving the performance of your organization. |
| Learning Objectives |
- Utilize a process that ensures effective issue identification in complex decision situations
- See how to simplify complex decisions by evaluating alternatives according to comparable criteria
- Strengthen intuitive powers and learn how to balance them with systematic analysis
- Learn how to identify and avoid "thinking traps" – distortions and biases that sabotage reasoning
- Develop the ability to make fast decisions when waiting for the "perfect" solution may be counter-productive
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| Program Tools |
- Avoiding Hidden Decision-Making Traps: Assess your vulnerability to common mistakes
- Decision-Making Example and Worksheet: Walk through a process for making complex decisions, and print forms for future reference
- Strengthening Your Managerial Intuition: Test your ability to use your intuition in decision making
- Resource Library: Harvard Business Review and Harvard Management Update articles can be read online and printed
- Interactive Case: Scenario-based learning
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| Managing Change |
| According to leadership experts, 70% of all change initiatives fail. Why? Because managers lose focus and become muddled in a hodgepodge of change methods. Based on the research and writings of five change strategists, this program examines how managers can balance, pace and roll out change initiatives |
| Learning Objectives |
- Discover how to achieve dynamic stability in an organization by alternating major change initiatives with carefully paced periods of smaller change
- Master the skills necessary to empower employees, to clarify the company’s intentions, and to articulate the role each person will play in the change effort
- Learn how to avoid the critical mistakes that can slow momentum and negate previous gains during any phase of the change process
- See how to balance change content, processes and employees’ emotions and behaviours to maximize the likelihood that any given change initiative will succeed
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| Influencing and Motivating Others - The art of persuasive leadership |
| Ever notice how some people seem to have a natural ability to stir people to action? Our experts say the principles of successful influence can be learned by anyone willing to develop certain skills. |
| Learning Objectives |
- Learn how to demand and receive more from employees
- Distinguish between effective and ineffective motivation methods
- Discover the secrets of "lateral leadership" (leading peers)
- Practice negotiation and persuasion skills
- Develop credibility through expertise and relationships
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| Program Tools |
- The Art of Persuasion: Assess your ability to effectively persuade others
- Motivating Employees: Measure your skill in motivating employees to enhance their performance and work commitment
- Enhancing Employee Performance: Evaluate and enhance the performance of an employee
- Resource Library: Harvard Business Review and Harvard Management Update articles can be read online and printed
- Interactive Case: Scenario-based learning
- Follow-up Goals: Guidelines for applying concepts on the job
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| Leadership Transitions - AN ONLINE RESOURCE FOR LEADERS IN TRANSITION |
| In today’s fast-paced business world, chances are that your managers will take on new roles or jobs sometime soon. Early mistakes made by managers during a transition can easily damage business and derail careers. How they manage this transition can determine their ultimate success or failure. Are you providing managers with everything they need to accelerate their performance? |
| Program Topics |
- Diagnosing Your Situation: Identify your type of transition to understand the challenges and opportunities you face
- Assessing Your Vulnerabilities: Recognize common transition traps to help you avoid derailment
- Accelerating Your Learning: Discover how to learn efficiently and effectively to speed up your transition process
- Prioritizing to Succeed: Build momentum by planning for short- and long-term successes
- Working with Your New Boss: Build a productive working relationship with your new boss
- Building Your Team: Assess your team and its processes to create a strong team foundation
- Creating Partnerships: Build internal and external coalitions to support your initiatives
- Achieving Alignment: Align strategy, structure, processes, skills and culture to meet your ultimate objectives
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| Program Components |
Leadership Transitions arms your managers with accessible, hands-on guidance in an easy-to-use format that includes:
- Module Overviews: Brief introductions, compelling stories from the field and quick assessments
- Expert Advice: Comprehensive information on key concepts
- Guidelines: Helpful tips and suggestions
- Tools: Action-oriented assessments to use throughout a transition
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| What Is a Leader? - THE DAY-TO-DAY WORK OF REAL LEADERSHIP |
| What Is a Leader? probes deeply into what leaders do – how they spend their time – and who leaders are – that is, the common characteristics shared by the world’s most effective leaders. |
| Learning Objectives |
- Learn the difference between management and leadership
- Discover techniques for coping with rapid change
- Find out how to tap into the collective intelligence of employees
- Understand the importance of balancing technical and analytical skills with an ability to work with others
- Practice "big picture" thinking to maintain the right perspective
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| Program Tools |
- Leaders and Change Initiatives: Assess your ability to lead your organization through fundamental change
- How Leaders Spend Their Time: Evaluate your leadership skills by examining how you allocate your time
- Characteristics of Leaders: Analyze your "EI" – emotional intelligence – to determine your strengths and weaknesses as a leader
- Resource Library: Harvard Business Review articles can be read online and printed
- Interactive Case: Scenario-based learning
- Follow-up Goals: Guidelines for applying concepts on the job
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| Negotiating for Results |
| Do your managers know how to build relationships and not just close deals? Do the terms of their negotiations work in practice as they were pictured in theory? Managers now have a tool that will provide the skills to prepare for and conduct effective negotiations, avoid common traps and go beyond finding common ground to seek opportunities for value creation for both parties. Negotiating for Results examines techniques for approaching and productively handling negotiations. The program focuses on groundwork, the actual negotiation, relationships and the follow-through. Negotiating for Results features articles by James K. Sebenius, co-founder and director of the Negotiation Roundtable at Harvard Business School, and member of the Executive Committee of the Program on Negotiation at Harvard Law School; Danny Ertel, co-author, with Roger Fisher, of Getting Ready to Negotiate: The Getting to Yes Workbook; Deborah M. Kolb, co-director of the Program on Negotiations in the Workplace at Harvard Law School; Michael Wheeler, co-director of the Dispute Resolution Program at the Program on Negotiation at Harvard Law School; and other negotiation experts. |
| Learning Objectives |
While exploring this program, managers will learn to:
- Develop a BATNA (best alternative to a negotiated agreement)
- Clarify and uncover all interests to create opportunities for mutual gain
- Restore productive dialogue with "appreciative moves" when negotiations stall
- Differentiate between the relationship and the deal
- Generate ways to foster relationships based on trust
- Think through and plan for how terms of an agreement will carry out in practice
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| Coaching for Results |
| Cultivating a manager’s ability to motivate and develop employees is an investment that pays tremendous dividends in morale, productivity and performance. It’s a fact that great coaches make great companies. Managers gain skills that are immediately applicable, learning the skills and concepts they need to become better mentors, motivators and performers. |
| Learning Objectives |
- See how to carefully observe behaviour and diagnose problems
- Learn to ask probing questions to open up discussion
- Discover how to gain understanding by listening attentively
- Practice giving feedback that is timely, specific and tied to goals
- Master techniques for gaining agreement and buy-in
- Apply a three-step process to coaching situations
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| Program Tools |
- Self-evaluation: Pre-testing and skill focus
- Interactive Case: Scenario-based learning
- @Work Assignments: Exercises to apply what you learn on the job
- Practice: Online practice activities help hone new skills
- Resource Library: Articles, tools and aids for managers
- Assessment: Post-testing and scoring
- Harvard Business School Professors have helped many global organizations improve their overall performance by focusing and improving their managers’ performance. From extensive field research conducted over more than a decade, the program covers a broad framework that helps managers create the conditions for effective management in today’s increasingly diverse organizations. Many Harvard Business School case studies are provided.
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BASED ON THE WORK OF WORLD-CLASS SUBJECT MATTER EXPERTS
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| Managing Direct Reports |
| Can new managers gain real-world experience without risking real-world profits and people? Could better management of direct reports net your company measurable benefits in productivity and employee retention? Learning "on the job" can take years, and mistakes can impose significant costs on both the manager and the company. This workshop speeds learning by exposing managers to a wide range of situations and allowing mistakes to be made in a risk-free, constructive setting. |
| Program Highlights |
- Understand the expectations of your direct reports
- Learn to delegate along a continuum to get work done while developing others
- Encourage others to discover their own solutions and develop their skills
- Set a group agenda that translates into individual goals
- Foster group norms and a supportive environment
- Manage a network of relationships to support a group’s needs
- Evaluate performance based on results and agreedupon objectives
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| Program Tools |
- Self-evaluation: Pre-testing and skill focus
- Interactive Cases: Role-play situations for managers
- @Work Assignments: Exercises to apply what you learn on the job
- Practice: Online practice activities help hone new skills
- Resource Library: Articles, tools and aids for managers
- Assessment: Post-testing and scoring
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| Managing Virtual Teams |
| In today’s race to reach a global market, companies are increasingly reliant on teams to accomplish critical tasks. But oftentimes, in organizations both large and small, team members are no longer housed in the same location. They rely on technology to pull their efforts together, to assist in daily interaction, to collaborate across oceans and time zones. They are a "virtual team". And managing them is a discipline that requires a whole new set of skills. A fresh approach. This program gives managers all the tools they’ll need to successfully lead virtual teams under today’s most demanding conditions. |
| Program Highlights |
- Learn specialized communication skills for virtual channels
- Identify optimal skills and qualifications for virtual team members
- Discover how to develop a shared vision and process for the team
- Understand the use of appropriate technology
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| BRINGING TOGETHER THE ESSENTIAL ELEMENTS OF A VIRTUAL TEAM |
| Managers are quickly introduced to the indispensable requirements for creating a successful virtual team: great people; effective communication; appropriate technology; and a shared vision and process. As they become more familiar with the principles of virtual team management, they receive several opportunities to test their understanding and measure their progress in interactive practice sessions. |
| Program Tools |
Managing Virtual Teams takes advantage of our award winning multimedia curriculum design that features:
- Self-evaluation: Pre-testing and skill focus
- Interactive Cases: Role-play situations for managers
- @Work Assignments: Exercises to apply what you learn on the job
- Practice: Online practice activities help hone new skills
- Resource Library: Articles, tools and aids for managers
- Assessment: Post-testing and scoring
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| Managing Difficult Conversations |
| Have you ever entered into a difficult conversation with the feeling, "She can’t see beyond the needs of her own group," or "His plan is totally unreasonable."? Assumptions like these are common when we have a difference of opinion, and they are not productive. Based on the research and writings of experts such as Chris Argyris and Peter Senge, Managing Difficult Conversations will help your managers identify and adjust the thought patterns that we typically fall into when approaching a difficult conversation. By learning to question negative assumptions, managers can begin to uncover the real data and reasoning underlying disagreements, and thus start to build conclusions collaboratively. |
| Learning Objectives |
- Understand that avoiding difficult conversations, or handling them poorly, often results in suppressing crucial information and leads to bad business decisions
- Understand that we use "mental models" to make sense of the world around us, and these models influence how we select and interpret information and reach conclusions
- Learn how to identify five non-productive thinking habits and shift towards five alternative, productive thinking habits
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| Program Tools |
- Assessing Your Workplace Mental Models: Determine the productive and unproductive habits you fall into during a difficult conversation
- Reframing "Be in Control" Thinking: Prepare for a difficult conversation by reframing your assumptions
- Interactive Case: Scenario-based learning
- Resource Library: Harvard Business Review and other articles can be read online and printed
- Follow-up Goals: Guidelines for writing on-the-job goals
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| Productive Business Dialogue |
| Have you ever been in a conversation that stalled when people could not move beyond defending their own opinions? Or went in circles because you each assumed the other understood what you were talking about? Have you ever left a meeting with the unspoken thought, "This will never work?" Modern organizations do their work primarily through conversations and relationships. The quality of our interactions, therefore, has a direct impact on business results. Based on the research and writings of Chris Argyris, Peter Senge and other experts in the field of business communications, Productive Business Dialogue helps managers improve the effectiveness of their communication through the use of practical business dialogue. |
| Learning Objectives |
- To capitalize on the best thinking of your top talent
- To have conversations that lead to better business decisions
- To refine and effectively communicate your reasoning
- To make conversations less abstract and more grounded in meaningful facts and information
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| Program Tools |
- Distinguishing between Fact and Inference: Assess your ability to distinguish between them
- Understanding the Ladder of Inference: Assess your ability to recognize the different rungs of the Ladder of Inference, and then apply the Ladder to a work situation
- Crafting High Quality Advocacy and Inquiry: Assess your ability to craft conversation that maximizes openness and minimizes defensiveness
- Resource Library: Copies of Harvard Business Review and other articles can be read online and printed
- Learner-selected Mentoring: Option to learn from others
- Interactive Cases: Scenario-based learning
- Follow-up Goals: Guidelines for applying concepts on the job
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| Managing Across Difference |
| Managers will learn that acknowledging and embracing differences can yield exciting results in innovation, new ideas and improved productivity. Managing Across the Difference goes beyond addressing diversity issues as a legal or moral mandate, and is based on the work of Mary C. Gentile. |
| Learning Objectives |
- Sharpen your ability to analyze and assess a broad range of situations involving difference
- Understand the importance of perception, regardless of intent
- Learn how to maximize the benefits of creative conflict while minimizing its cost
- Master strategies for fostering and managing freedom of expression
- Understand the important difference between treating people equally and fairly
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| Main Topics |
- Intent vs. Perception
- Is Equal Fair?
- Creative Conflict
- Freedom of Expression
Each topic includes:
- A Conceptual Framework provides managers with an approach to diversity issues that leads to effective decisions and actions
- The Forum – offers viewpoints from world-renowned experts on key diversity-related questions that managers often face
- An Interactive Case Study allows managers to role play and to apply theory to realistic situations
The program’s content expert, has been studying, teaching, writing and consulting on diversity issues for over a decade. designed the first (and very highly rated) course on the subject at Harvard Business School. She has interviewed and observed countless managers, students and faculty as they encounter, respond to and reflect upon difference. |
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| Service Success: Building Morale, Loyalty and Profits |
| Are your front-line service personnel trained to be polite but not necessarily empowered to be helpful? Do all managers in the organization know how they contribute to providing excellent service? Do you know how to close the gap between what your customers value and what you provide? Do you know the bottom-line value of a loyal customer? Service Success will help managers understand that developing excellent service relationships – internally and externally – is key to attracting and retaining customers. In this program, Service Profit Chain developed by the Harvard Business School Service Management Group. This framework demonstrates the links between employee capability, service value, customer loyalty, and profits and growth. |
| Learning Objectives |
- Recognize the relationships that comprise the Service Profit Chain
- Master the steps that lead to building employee capability
- Analyze what the organization provides and what customers really value
- Understand the three "Rs" of loyalty economics: Retention, Related Sales and Referrals
- Calculate the lifetime value of a customer and the cost of employee turnover
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| Program Tools |
- Service Capability Audit: Evaluate how well you implement service
- Sharpening Your Hiring Capability: Assess how your hiring and training practices support the development of superior service
- Assessing Your Managerial Role: Evaluate yourself as a supervisor
- Developing Listening Posts: Evaluate and develop points in your service process where customer feedback is heard
- Resource Library: 23 Harvard Business Review articles can be read online and printed
- Interactive Cases: Scenario-based learning from HBSP & CBS
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Office
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22nd Floor
Toronto, Ontario
M4W 3E2
Canada
416-925-9929
888-925-9929
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