Leadership in 21st Century Organizations

Leadership in 21st Century Organizations

课程
en
英语
40 时
此内容评级为 4.7692/5
来源
  • 来自www.coursera.org
状况
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更多信息
  • 10 序列
  • 等级 介绍

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课程详情

教学大纲

  • 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.

先决条件

没有。

讲师

Robert Austin
Professor, Management of Creativity and Innovation
Department of Management, Politics, and Philosophy

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

编辑

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.

平台

Coursera是一家数字公司,提供由位于加利福尼亚州山景城的计算机教师Andrew Ng和达芙妮科勒斯坦福大学创建的大型开放式在线课程。

Coursera与顶尖大学和组织合作,在线提供一些课程,并提供许多科目的课程,包括:物理,工程,人文,医学,生物学,社会科学,数学,商业,计算机科学,数字营销,数据科学 和其他科目。

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