Library Guide: CrossKnowledge Courses

Library Guide: CrossKnowledge Courses

Overview: CrossKnowledge CEO, Mickaël Ohana stated, We are fortunate to partner with a company like UL, which is a leader in providing online regulatory compliance training to many global and multi-national organizations. Mr. Ohana continued, As the regulatory landscape continues to change across industries, we feel that the depth of our leadership and management training material will prove to be a critical component to UL s compliance training solutions. CrossKnowledge provides over 15,000 learning subjects available on more than 100 themes of management and leadership. CrossKnowledge s content is developed by experts in management and leadership from the most successful business schools such as Cambridge, Harvard, HEC Paris, IMD and others. CrossKnowledge provides the widest and most complete product range to train employees in topics such as leadership, diversity, value creation, client orientation, change management and strategy, while enhancing their professional skills development. This partnership gives our clients a large diversity in management training, which enhances their corporate e-learning and professional development programs, said Lisa Clune, UL s President. We now have the ability to offer our clients a broad array of management and leadership learning objects, while allowing them to leverage the same LMS that they use to manage and deploy their regulatory compliance training needs. With over 30 languages supported, this will also serve the global needs of our evergrowing multi-national clientele. About the CrossKnowledge Group Founded in 2000, CrossKnowledge (www.crossknowledge.com) is the European leader in the remote development of leadership and managerial skills, using new technologies. CrossKnowledge designs, develops and markets the fullest catalogue on the market, with more than 15,000 multilingual learning objects, tackling all management and leadership topics. CrossKnowledge has offices in the United Kingdom, France, Belgium, Italy, the Netherlands, Spain and Switzerland, and thanks to strategic partnerships, in Morocco, India, China, Japan and Canada. CrossKnowledge already has 2.5 million users. Page 2

Table of Contents Course Descriptions: Management Techniques: Manage People...2 Manage Your Team...4 Selling/Negotiation...6 Project Management...7 Personal Management Skills: Personal Efficiency...8 Personal Skills...8 Communication...9 Management Fundamentals: Understand Financial & Management Mechanisms...10 Marketing Principles...12 Supply Chain...12 Understand Human Resource Issues Understand Strategy...13 Note: Courses are available in all languages. Page 1

Management Techniques: Manage People Recruit Successfully Recruiting a new entrant How to prepare for a recruitment interview with an experienced executive Conducting a recruitment interview with an experienced executive Concluding the recruitment process Developing Your Staff s Skills What is competence? Choosing which skills to develop in your team Developing skills through training Developing skills by delegating Giving constructive feedback Developing your team s skills through individual coaching: the GROW approach Organizing work so that it acts as training Delegation Management Styles Motivating Your Staff What is delegation? What is the best way to delegate? Monitoring delegation What to do when a delegated mission goes wrong Adapting management to the independence of your staff Helping your staff to progress by using the correct management style Using different management styles for successful one-to-one meetings Identifying your staff members motivation How to deal with demotivation How to motivate your staff by using the V.I.E. system How to effectively praise your staff How to recognize passivity and overcome it Page 2

Manage People, continued Appraising Your Staff The Manager-Coach Managing for the First Time Successfully Managing Face-to-Face Meetings with Your Staff Succeeding as an Occasional Trainer The annual appraisal interview: a tiresome obligation or a constructive opportunity? Four golden rules for conducting annual appraisal interviews How to use the SMAC method to formulate pertinent objectives that motivate your staff How to conduct appraisal interviews How to manage difficult appraisal situations How to monitor objectives agreed to during appraisal interviews How to use the SMART method to formulate pertinent objectives that motivate your staff Psychology in management How to improve your coaching by understanding people better Fundamental coaching tools When should you coach? When should you manage? A basic grounding in effective people management Taking stock of your role as a manager Drawing up the identity card for your unit Carrying out a diagnosis of your team Taking stock of your team Your first steps as a manager: a few golden rules Successfully managing a personal development meeting Dealing with a colleague who isn t following the rules Responding to poor performance Congratulate a colleague Running a training session: how to prepare for it Building a path for your training session Using teaching techniques effectively Successfully running a training course Adapting teaching principles to the participants profile Page 3

Management Techniques, continued: Manage Your Team Improve Your Team s Client-Focus Effective Meetings Managing Progress and Innovation in Your Team Building a High- Performance Team Managing Disputes What is Quality Client Service? Providing a service that meets the customer s expectations Managing client dissatisfaction Management that encourages staff to be client-oriented Improving your staff s skills through mentoring Treating your staff like your clients How to prepare your meetings by using the CPA method How to keep your meetings under control from the very start How to run meetings efficiently How to conclude your meetings Using the Post-it method to involve everyone in large meetings Leading a brainstorming session Three techniques to help you run meetings efficiently Getting ideas flowing Helping to implement ideas Acknowledging your colleagues ideas Helping develop complex ideas in your company What is a team? The 4 stages of team development Laying your team s foundation Creating a united team Developing team performance Understanding the process of conflict Resolving tension using the DESC method Dealing with crisis Being aware of the role you play in a conflict Page 4

Manage Your Team, continued Manage Change Vision and Leadership Developing Your Staff s Skills Valuing Diversity Getting to grips with a planned change Choosing the right strategy for implementing a change Ensuring cooperation: understanding your key stakeholders Organizing a planned change Change projects: the crucial role of communication Getting the team on board when planning for change Supporting your team members through change Day-to-day management of a planned change Change leadership: some ethical issues What is leadership? What is vision? Visioneering: creating your vision Making the vision concrete and operational Preparing to implement the vision Building on the values and motivations of your people Getting your teams to adopt the vision What is competence? Choosing which skills to develop in your team Developing skills through training Developing skills by delegating Developing your team s skills through individual coaching: the GROW approach Organizing work so that it acts as training Better performance with diversity Are you ready for diversity? Implementing diversity into your daily working life Managing diversity Page 5

Management Techniques: Selling/Negotiation Mastering the Essentials of Selling Selling your Ideas Selling Big Projects Boost Your Negotiating Skills Discover the keys to successful selling Preparing a sales meeting Successfully manage the first 5 minutes of your sales meeting Discovering your client s needs and motivations Making a good sales argument to convince the client Dealing with your client s objections Concluding a sale How to find the arguments you need Adding strength to your arguments Questions that make people say yes How to ask questions that lead to a yes answer How to respond when faced with objections Mastering ways to reply to objections How to diagnose other people s motivations How to adapt effectively to other people s motivations Closing your deals: an introduction Some deal-closing techniques Improving your understanding of your prospect s situation Motivate your target by raising problems that need resolving Increase your target s motivation by asking implication questions Master large project selling with the help of a real-world example Asking questions about results the other side hopes for Adapt your pitch to your target s express needs Work out your negotiating style How to avoid haggling or positional bargaining Understanding the mutual gains approach Maintaining a good working relationship when negotiating Getting ready to negotiate Page 6

Project Management Project Management Transverse Management Define the project and assign key roles Set the project milestones Break down the project Organize the project and negotiate for resources Launch the project in the right conditions Control the project Close the project Manage project risk Deal with the human factor in the project Manage the post-project phase What is transverse management? Developing cooperative behavior Asserting your leadership in a non-hierarchical relationship Preparing a convincing presentation Networking Page 7

Personal Management Skills: Personal Efficiency Formulating Your Goals Boost Your Everyday Effectiveness Time Management What is a good goal? Fix your goals clearly to reach them better Improving your memory Taking effective notes Communicating powerfully by email Analyze the organization of your work and your priorities Recognize the factors in time-wasting Tools for planning your work How to deal with everyday interruptions How to manage troublemakers Personal Skills Develop Your Emotional Intelligence Manage Your Stress Strengthen Your Creativity Alternative Decision-Making What is emotional intelligence? Understanding emotions to master them better How to control your emotions What is stress? Analyze and assess your stress Facing up to the typical stresses of being a manager Taking up the challenge of change Walt Disney and the art of making ideas a reality Analyzing a complex problem by using an issue tree Boost your thinking power with the help of mind maps Hints for better decision-making Page 8

Communication Basic Communication Tools Assertiveness and Self-Confidence Effective Public Speaking Working Across Cultures Boosting Your Powers of Persuasion The key principles of communication Identify the different styles of communication The influence of your perception filter Getting to know the different levels of communication Active Listening Showing empathy Make your point more effectively Asking questions Rephrasing What is self-confidence? Formulating a request, expressing a refusal How to be assertive in difficult situations Preparing your public talk Mastering presentation supports Capturing and keeping your audience s attention High impact communication: shaping your message Building rapport when communicating Communicating connecting with your people Recognizing cultural difference The influence of culture upon people The influence of culture upon organizations and working approach Six key competencies for working across cultures Building trust across cultures Remote communication across cultures How to find arguments Adding strength to your arguments Questions that make people say yes How to ask questions that lead to a yes answer How to respond when faced with objections Page 9

Management Fundamentals: Understand Financial & Management Mechanisms Value Creation Fundamentals of Finance The Building Blocks of Financial Analysis The 3 pillars of corporate finance Measuring profitability Evaluating financial equilibrium Analyzing liquidity Mastering the basics of evaluation Managing with value creation levers Creating value on a daily basis Introduction to finance What is a balance sheet? What is an income statement? What is a by-function income statement? Intermediate margins Understanding the cash flow statement Financial statement analysis Understanding consolidation Corporate taxation: the broad framework How to analyze a by-function format income statement What is the scissors effect? How to calculate a company s breakeven point What are breakeven analysis and operating leverage? What is working capital? Financial analysis of working capital How to analyze a cash flow statement Page 10

Understand Financial & Management Mechanisms, continued Understanding Financial Instruments Fundamentals of Financial Management What is a share? How shares are valued What is a bond? How bonds are valued What is an option? What determines the value of an option? Management control: managing performance Transfer prices and responsibility centers What is a cost? Cost price: from partial costs to full costs Cost price: from full costs to the ABC method Understanding the sources of value creation: ROCE and EVA Understanding the principles of the forecasting process Drawing up and managing a budget From broad strategy to daily management with the Balanced Scorecard Preparing your operating report Page 11

Management Fundamentals, continued: Marketing Principles Introducing Marketing Build Your Marketing Mix Fixing and Applying a Marketing Strategy The Brand Launching a New Product What is marketing? Researching your market Consumer behavior Understanding segmentation What is the marketing mix? Analyzing your products Choosing your pricing policy Understanding the key ideas of distribution Understanding the basics of communication Understanding the basics of advertising Choosing the correct market positioning for your product Audit your marketing program Determining your marketing strategy Create your marketing plan What is a brand? How to build a brand identity How to measure the intangible asset value of a brand The ideal positioning of a brand From the idea to concept validation How to define the marketing mix Launching in practice Supply Chain The Basics of Supply Chain Management What is the supply chain? The best way to guide flows in the supply chain The supply chain and client satisfaction The supply chain and the relationship with suppliers The supply chain and decisions about industrial structure Page 12

Understand Human Resource Issues Understand Strategy The Fundamentals of a Company s Strategy Mastering the Basics of Group Strategy Understanding the Theory of Resources Corporate Responsibility and Sustainable Development What is company strategy? Guidelines for drawing up a strategic project Mastering SWOT analysis Analyzing market dynamics Building your strategy at the business level What is a cost strategy? Conducting a cost strategy successfully What is differentiation strategy? Conducting a differentiating strategy successfully The value chain and competitive advantage Analyzing your competitive position Value creation and strategy What is corporate strategy? The keys to the success of a corporate strategy Company growth: specialization or diversification? Managing a strategic portfolio Expanding a company through external acquisitions Creating value for shareholders Value creation and corporate strategy The theory of competitive advantage by Michael Porter The limits of Porter s model Redefining strategy through the theory of resources Understanding the challenges of corporate responsibility and sustainable development Understanding your economic impact and improving your relationship with stakeholders Managing in a socially responsible way Acting in an ecologically responsible way Page 13

About UL EduNeering UL EduNeering is a business line within UL Life & Health s Business Unit. UL is a global independent safety science company offering expertise across five key strategic businesses: Life & Health, Product Safety, Environment, Verification Services and Enterprise Services. UL EduNeering develops technology-driven solutions to help organizations mitigate risks, improve business performance and establish qualification and training programs through a proprietary, cloud-based platform, ComplianceWire. For more than 30 years, UL has served corporate and government customers in the Life Science, Health Care, Energy and Industrial sectors. Our global quality and compliance management approach integrates ComplianceWire, training content and advisory services, enabling clients to align learning strategies with their quality and compliance objectives. Since 1999, under a unique partnership with the FDA s Office of Regulatory Affairs (ORA), UL has provided the online training, documentation tracking and 21 CFR Part 11-validated platform for ORA-U, the FDA s virtual university. Additionally, UL maintains exclusive partnerships with leading regulatory and industry trade organizations, including AdvaMed, the Drug Information Association, the Personal Care Products Council and the Duke Clinical Research Institute. 202 Carnegie Center Suite 301 Princeton, NJ 08540 609.627.5300 UL and the UL logo are trademarks of UL LLC 2013. uleduneering.com LG/061013/GEN