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EC 110 College English I (Grammar)

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(0)
Instructor Image ishin@bu.edu
4 Lessons
2 Students
Free
This course is currently closed
Free
This course is currently closed
Course Details

EC 110 College English I (Grammar)

Instructor Image ishin@bu.edu
4 Lessons
Certificate
0
(0)
2 Students
Current Status
Not Enrolled
Price
Closed
Get Started
This course is currently closed
Course
Materials

According to the study conducted by leadership consulting firm Bain & Company, companies like Apple, Google, and Netflix are 40 percent more productive than the average company. Some may think that this is a product of the hiring pool; big companies generally attract a more talented group of recruits. With unique benefits and prowess in the industry, this must be the case. Wrong. Google and Apple have found a way to answer the most fundamental question in management: How do you balance productivity while maintaining employee satisfaction and commitment?

Companies such as Google have approximately the same percentage of “star players” as other companies, but instead of spreading out the talent, they group them dynamically to achieve more throughout the day. This grouping focuses on grouping key players in the most business-critical roles, and is the key to success for the overall company. You’ve heard the saying “You’re only as strong as your weakest link,” and in the case of Apple, there were no weak links, making their productivity extremely high overall. To make matters more complicated, the fast-paced workplace and technology changes, including the diversity of employees and the global marketplace, takes a considerable toll on employee expectations, as do the overall stresses of the business performance. Apple is just one example of a company that figured out one of the pieces to this puzzle, but it is illustrative of what is happening in the workplace all around the globe.

Contemporary managers are witnessing changes in technologies, markets, competition, workforce demographics, employee expectations, and ethical standards. At the heart of these changes is the issue of how to manage people effectively. To attain corporate objectives, each manager must discover how to develop and maintain a workforce that can meet today’s needs while getting ready for tomorrow’s challenges.
Questions such as these point to the issue of effective management. That is, what can managers do to improve both organizational and employee performance? Effective management requires an in-depth knowledge of financial management, marketing research and consumer behavior, accounting and control practices, manufacturing and production techniques, and quantitative methods. In addition, however, effective management requires “people skills.” That is, a good manager must be able to motivate his employees, to lead skillfully, to make appropriate and timely decisions, to communicate effectively, to organize work, to deal with organizational politics, and to work to develop both employees and the organization as a whole. These issues constitute the subject of this course. We shall examine principles of the behavioral sciences that can help managers improve both their own skills and abilities and those of their subordinates in order to enhance organizational performance and effectiveness.

Contemporary managers are witnessing changes in technologies, markets, competition, workforce demographics, employee expectations, and ethical standards. At the heart of these changes is the issue of how to manage people effectively. To attain corporate objectives, each manager must discover how to develop and maintain a workforce that can meet today’s needs while getting ready for tomorrow’s challenges.

Course Content

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Introduction
Sample Lesson
1 Management and Organizational Behavior
4 Topics | 10 mins
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The Nature of Work
The Changing Workplace
The Nature of Management
A Model of Organizational Behavior and Management
2 Individual and Cultural Differences
5 Topics | 15 mins
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Individual and Cultural Factors in Employee Performance
Employee Abilities and Skills
Personality: An Introduction
Personality and Work Behavior
Cultural Differences
Aspects of Organisational Behaviour
3 Perception and Job Attitudes
4 Topics | 14 mins
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The Perceptual Process
Attributions: Interpreting the Causes of Behavior
Attitudes and Behavior
Work-Related Attitudes
4 Learning and Reinforcement
4 Topics | 13 mins
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Basic Models of Learning
Reinforcement and Behavioral Change
Behavior Modification in Organizations
Behavioral Self-Management

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