Leadership in 21st Century Organizations
date_range Débute le 20 mars 2017
event_note Se termine le 29 mai 2017
list 10 séquences
assignment Niveau : Introductif
label Gestion d'Entreprise
chat_bubble_outline Langue : Anglais
card_giftcard 12 points
4.8 /5
Avis de la communauté
39 avis

Les infos clés

credit_card Formation gratuite
verified_user Certification gratuite
timer 20 heures de cours

En résumé

Meet Jim Barton, the new CEO of Santa Monica Aerospace. Jim's job won't be easy: the company's hemorrhaging cash, struggling to regain investors' trust after an accounting scandal, and striving to transform its culture to become a more global competitor. In this course, you’ll travel with Jim as he takes on leadership challenges ranging from strategy execution, to inspiring people, to maintaining an ethical approach. Experts agree that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present. This provocative course equips you with the insights you'll need to rise with the occasion of a rapidly shifting business landscape. The course is based on a book, Harder Than I Thought: Adventures of a 21st Century Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O'Donnell, published by Harvard Business Review Press. Purchase of the book is optional. If you want more information about the book or wish to buy it, see https://hbr.org/product/harder-than-i-thought-adventures-of-a-twenty-first/an/10332-HBK-ENG or http://www.amazon.com/Harder-Than-Thought-Adventures-Twenty-First/dp/1422162591 After taking the course, you'll be able to: o Enact your own personal leadership approach, derived from your ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks; o Avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st century world; o Navigate treacherous new 21st century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more); o Avoid "slippery slope" ethical failures, and think more clearly about the separation between public and private life for a 21st century leader.

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Le programme

  • Week 1 - Course Preview and Intro
    Join Jim Barton on a leadership journey...that quickly becomes tougher than expected!
  • Week 1 - Taking on a New Leadership Role
    So you've been presented with a new leadership "opportunity"...should you accept it? Should Jim Barton have taken this job? How would YOU decide?
  • Week 2 - Getting Oriented and Assessing Your Team
    As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited. Who will be an ally in what you need to accomplish?...
  • Week 2 - Communication in an Age of Super Transparency
    In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technol...
  • Week 3 - Leading Collaboration
    When you're building something as complicated as an airplane, people have to work together. As a leader, it's a part of your job to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of c...
  • Week 3 - Motivating and Inspiring
    A leader must be able to move other people -- potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people -- to somehow provide the impulse to move others in a particular direction. Indeed, a ...
  • Week 4 - Effective Governance
    A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources -- we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effect...
  • Week 4 - Leading Change
    Convincing people to change their ways might be THE hardest job a leader has to do. And if getting people to change is hard, getting groups -- who work together in the old ways and reinforce each other's sense of "the way it's always been" -- is even harder. B...
  • Week 5 - Managing Talent
    In the 21st century, the biggest assets an organization has are its people what they can do. The evidence of this? Apple, Google, and Microsoft all have market values higher than Exxon (a company with vastly more physical assets). A very important job of a 21s...
  • Week 5 - Leading in Crisis
    No matter how effective you are as a leader, sometimes things go wrong. In a crisis, a leader must make tough decision under the pressure of a ticking clock. That's really hard, partly because crises are (thankfully) rare and few people have a lot of experienc...
  • Week 6 - Leading Innovation
    Thanks to mature communications and transportation networks, it has never been easier for low cost producers to market low priced products and services all over the world. Because of this, companies -- especially those not located in low cost regions -- need t...
  • Week 6 - Leading Execution
    It's "where the rubber hits the road." Execution. If you can't execute, it doesn't matter how well you strategize or how visionary you are. Execution is the art and science of getting it done. But how should a leader do that? How would YOU?
  • Week 7 - Public Life, Private Life
    You've seen it all too often in the newspaper headlines: a prominent leader called on to resign, not because of failure to perform on the job, but because of something troubling (at least to some) that has transpired in their so-called "private life" that has ...
  • Week 7 - Vision and the Role of Culture
    The eminent management thinker Peter Drucker once said that "Culture eats strategy for breakfast." Lou Gerstner, after he turned around IBM, often said that the importance of culture was the one thing he seriously underestimated. What is culture? According to ...
  • Week 8 - Modern Theories of Leadership
    Leadership is an active, if fragmented, field of management research. In this module, you'll encounter some of the ideas researchers have come up with to describe and improve the practice of leadership. Some of these theories have had more influence than other...
  • Week 8 - A Study in Leadership Failure: The Financial Crisis (Part 1)
    The early 21st century has seen some spectacular failures of leadership. From the BP Deepwater Horizon explosion and oil spill, to the Fukushima Daiichi nuclear disaster, to the 2008 financial crisis, we've seen a lot of major things go wrong with leadership. ...
  • Week 9 - A Study in Leadership Failure: The Financial Crisis (Part 2)
    We continue our examination of the inner complexities of the 2008 financial crisis.
  • Week 9 - Real Leadership Case Study: Lord John Browne, British Petroleum
    We've met Jim Barton and followed him on his journey. In this module, we turn the ideas we've discussed and developed in the course so far to the case of a real leader. What is YOUR assessment of the leadership of Lord John Browne, former CEO of BP
  • Week 10 - Synthesis - Leadership in 21st Century Organizations
    Putting it all together. Last thoughts and attempts to synthesize thoughts about 21st century leadership.
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Les intervenants

  • Shannon Hessel, Assistant Professor of Art, Leadership and Entrepreneurship
    Department of Management, Politics, and Philosophy
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Le concepteur

Centrally located in Copenhagen, the capital of Denmark, Copenhagen Business School (CBS) is one of the largest business schools in Europe with close to 20,000 students. CBS offers world-class research-based degree programs at undergraduate, graduate, and PhD levels as well as executive and other post experience programs.
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La plateforme

Coursera est une entreprise numérique proposant des formation en ligne ouverte à tous fondée par les professeurs d'informatique Andrew Ng et Daphne Koller de l'université Stanford, située à Mountain View, Californie.

Ce qui la différencie le plus des autres plateformes MOOC, c'est qu'elle travaille qu'avec les meilleures universités et organisations mondiales et diffuse leurs contenus sur le web.

Avis de la communauté
4.8 /5 Moyenne
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Le meilleur avis

This course is very interesting and useful ! It allows a better understanding of the leadership theories in a realistic context.

le 9 février 2018
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le 9 février 2018

This course is very interesting and useful ! It allows a better understanding of the leadership theories in a realistic context.

le 1 décembre 2017

I really enjoyed all the information the course offered me and I'm constantly inviting people to register themselves into it. Thanks for doing extraordinary products like this.

le 20 octobre 2017

It's a very comprehensive course. I enjoyed the combination of theory with case study and scenario. I had a lot of fun discovering the new trends in the 21st century's leadership.

le 21 septembre 2017

it lead me think through the management of a company. Leading a company is not about only the leadership, but also will counter so many kinds aspects problem. The idea is very new and helpful to know what a CEO must know and do.

le 27 juillet 2017

Really enjoyed the course, the fictional story of Jim Barton is entertaining and educational. The course material is all really well thought out and the whole experience will stay with me for the rest of my career. Thank you to everyone that has contributed to this and I highly recommend it to anyone looking at becoming a better manager.