10 Spring 20

MANAGEMENT DEVELOPMENT PROGRAM

Improve your productivity, effectiveness, and success with workshops in: • Supervising • Change Management • Leadership • Communication Skills

www.ilr.cornell.edu/mgmtprog/md/new

THE BUSINESS CLIMATE CONTINUES TO CHANGE, and we’re changing the Cornell ILR Management Development programs to provide the tools that managers need to move their organizations with those changes – or, ahead of them. More management programs in Ithaca and Albany – As the economy gets back on its feet, organizations will expect managers to adjust the work processes to suit new market needs, changing client expectations and different staffing/performance issues. To help you handle these changes, we’re bringing more supervision and management programs to Ithaca, and increasing the Public Sector Management program offerings in New York City and Albany. New Delivery Methods – Get 4 days of training in only 2 days in the classroom! We’ll be testing a new training approach that will combine 2 days of asynchronous on-line learning with 2 days of in-class practice and application exercises. You’ll be able to get the tools at your own pace (on-line) and then have the option to sharpen them in interactive class-room practice with our faculty. New Programs – • Proactive Coaching • Proactive Negotiating • Proactive Focusing • Emotional Intelligence for Leaders • Customer Service Coaching • Brain-Based Time Management

Keep an eye on the web page for the return of the Breakfast Series, our short-format morning sessions on workplace topics, at www.ilr.cornell.edu/mgmtprog/md. And, as always, we’d be happy to talk with you about developing a custom workshop, training series or Cornell ILR Certificate program for the staff at your organization. Call today to start the process.

Tom Willett Director, Management Development Programs Cornell University ILR – NYC (212) 340-2894 ctw22@cornell.edu

William G. Wilkins Program Coordinator, Management Development Programs Cornell University ILR – NYC (212) 340-2823 wgw2@cornell.edu

Cornell ILR has been designated as a Human Resources Certification Institute (HRCI) approved provider. For more information about recertification credits toward your PHR or SPHR, please visit www.hrci.org or our website. This symbol throughout the catalog indicates approved workshops.

Tr a i n i n g L o c a t i o n s New York City: 16 East 34th Street, 6th Floor Ithaca, NY: ILR Conference Center, Garden Avenue (one block from the Statler Hotel)

Management Development Program
Table of Contents

Table of Contents

Certificate Programs Supervisory Certificates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 • Classroom • On-Line • Blended Management Certificate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Public Sector Management Certificate . . . . . . . . . . . . . . . . . . . . . . . . 3 Leadership Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Change Leader Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Proactive Leader Certificate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 About Cornell ILR Management Development Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Workshops Leading Teams, Organizations and Change 8 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Managing People and Performance 9 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Managing Self 8 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Communicating and Influencing 10 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Working Smarter 13 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . 23 More Programs available at the Cornell ILR School . . . . . . . . . 27 Master of Professional Studies (MPS) Graduate Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Registration Form . . . . . . . . . . . . . . . . . . . . . . . . Inside Back Cover Registration Information . . . . . . . . . . . . . . . . . . . . . . . . Back Cover

Certificate Programs
Supervisory Certificate
This certificate is designed for supervisors/managers looking to build a solid foundation and better understanding of what is needed to succeed as a supervisor, and for more experienced managers looking to refine their skills. Five core workshops and two electives must be taken to total a minimum of 60 units. This certificate is also offered online (see our Web site).
Core Curriculum Page Units Classroom On-Line

| Certificate Programs

Management Development

Supervising and Managing People or Supervising for Success Managing Employee Performance Legal Issues for Managers Managerial Interviewing Skills Managing Multiple Priorities Electives (see below)
Electives Navigating Difficult Conversations Managing Up Basic Tools of Project Management Leading High-Return Meetings Brain-Based Time Management Managing a Diverse Workforce Writing for Business Managing Stress Customer Service Coaching for Managers Making Better Decisions Understanding Team Dynamics

14 11 12 26 25 17

12 12 6 6 6 12 18 Total 60
Units 6 6 6 6 6 6 12 6 6 6 6

✓ ✓ ✓ ✓ ✓ ✓

Page 18 15 24 25 16 14 26 17 13 24 †

Classroom On-Line

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Note: On-Line workshops are adapted versions of the classroom programs, or different programs created for distance learning. The subject areas are the same, but the titles and instructional design will be different in class vs. on-line.

New Blended Management Certificates
Take courses on-line, in class, or both! We know your time is valuable, and getting out of the office to attend training can be inconvenient. Now, you can practice skills and share knowledge with experienced instructors and fellow professionals in the classroom, or complete an entire Cornell ILR Certificate on-line whenever you can fit it in. Mix it up, and take some programs on-line and some in NYC – whatever fits your schedule. Look for the icon next to the workshop titles throughout this brochure to see which courses are now available on-line!

Certificates Available 100% On-Line or Blended:
• Supervisory Certificate (above) • Proactive Leader Certificate (page 5)
Need help planning your certificate? Call William Wilkins at 212-340-2823 or e-mail WGW2@cornell.edu.

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Management Certificate
This certificate is for managers with solid supervisory experience and/or training who want to strengthen their managerial abilities. Six core workshops and one to two electives totaling a minimum of 72 units must be completed to earn this certificate.

Management Development

Core Curriculum

Page

Units

Classroom On-Line

Leading with Focus and Intention Leading High-Performance Teams Generational Diversity Legal Issues for Managers* Negotiating Effectively or Resolving Conflict Developing Effective Communication Skills Elective(s) (see below)
Electives Creating a Culture of Service Excellence Problem Solving and Decision Making Enhancing Your People Skills Coaching for Managers Finance for Nonfinancial Managers Perfecting Your Presentation Skills Harassment Prevention in the Workplace

10 14 11 26 21 19 22

12 12 6 6 12 12 12 12 Total 72
Units 6 12 12 12 12 12 6

✓ ✓ ✓ ✓ ✓ ✓ ✓

Page 7 26 19 20 26 20 †

Classroom On-Line

✓ ✓ ✓ ✓ ✓ ✓ ✓

| Certificate Programs

Public Sector Management Certificate
Mid- and upper-level managers employed by New York State and its political subdivisions can focus on issues that are unique to managing in the public sector. This customized management certificate curriculum will teach you how to effectively provide deliverables and services, comply with civil service law, work with political stakeholders, manage in a unionized environment, and leverage limited resources.
Core Curriculum Page Units Classroom On-Line

Leading with Focus and Intention Generational Diversity Labor Relations for Managers Managerial Interviewing Skills NY State Civil Service Law Developing Effective Communication Skills Strategies for Getting Things Done 2 days of electives from Management Certificate list

10 11 12 25 26 22 17

12 6 12 6 6 12 6 12 Total 72

✓ ✓ ✓ ✓ ✓ ✓ ✓

† Please visit www.ilr.cornell.edu/mgmtprog/md/new for complete workshop descriptions for these courses and for future dates. * “Legal Issues for Managers” can be credited to both the Management and Supervisory Certificates.

N o t s u re w h i c h w o r k s h o p i s f o r y o u ? C a l l W i l l i a m G . W i l k i n s @ 2 1 2 - 3 4 0 - 2 8 2 3

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Certificate Programs
Leadership Certificate
This certificate addresses the operational and personal needs of a higher-level manager whose roles include identifying and communicating organizational direction, the dynamics of large-group management, thinking strategically within and beyond the organization, and advanced communication techniques. Five core workshops and two electives (one from each pair) must be completed to total a minimum of 72 units.
Core Curriculum Page Units

| Certificate Programs

Management Development

Proactive Leader I†† or Women in Leadership Organizational Culture and Change Vision and Organizational Performance Strategic Business Thinking Influence Strategies Electives (one from each pair)

5 8 9 8 23 21

12 18 12 6 12 6 24 Total 72
Units 12 12 12 12

Electives Adapting to and Leading Change

Page 10 7 18 22

or Situational Decision Making
AND Emotional Intelligence: An Edge for Leaders or Power of Listening

Change Leader Certificate
This series of workshops is for directors and managers responsible for hands-on leadership and organization of change efforts. You will gain the skills and learn the frameworks to understand the dynamics unleashed by change, plan and launch a change effort with greater impact, navigate the perils of implementing change, and stay true to your role as change leader. Three workshops taken within a one-year time period are required to earn this certificate.
Core Curriculum Page Units

Managing Self as Change Leader Making Change Happen Organizational Change: The Fundamentals

16 23 9

12 12 12 Total 36

†† “Proactive Leader I” can be applied to both the Leadership Certificate and the Proactive Leader Certificate.

For specific questions about program content, contact C. Thomas Willett at 212-340-2894 or e-mail ctw22@cornell.edu or William Wilkins at 212-340-2823 or e-mail wgw2@cornell.edu.

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Proactive Leader Certificate

A
$1495

GOOD IDEA IS NOT ENOUGH. A leader must get things done. The Proactive Leader series builds your leadership capabilities to initiate, implement and sustain your ideas to completion.

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Course MD401

Management Development

Proactive Leader I: Develop an Effective Agenda, Build Support and Gain Traction
New York City: • February 11-12, 2010 • October 14-15, 2010

Successful leaders begin by carefully focusing on their agenda. Once you develop and prioritize your agenda for action, you will need to develop political competence to take the next steps toward building support and gaining traction for your idea. K e y To p i c s • Identify the Spheres of an Effective Agenda: Mission, goals and organizational culture, organizational design and job design • Assess allies and resistors • Evaluate your organization’s receptiveness to change • Negotiate support for your agenda

| Certificate Programs

$1495

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Course MD412

Proactive Leader II: Maintain the Coalition and Sustain the Momentum
New York City: • April 14-15, 2010 • November 8-9, 2010

A proactive leader must continually adapt the agenda and build support to be able to follow through. Your challenge is to make sure things move forward. You have to think in terms of contingencies, reformulate your agenda and position, and keep others in your corner. K e y To p i c s • Negotiate for Consensus – Retain support while winning resistors over to your side • Lead Your Coalition – Balance your leadership styles to advance your coalition • Sustain Your Initiative – Maintain progress and keep your idea relevant to the organization by mapping the four dimensions of momentum

$795

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Course MD415

Proactive Leader Coaching (By appointment)
New York City: • June 7, 2010

Unique to this certificate curriculum is the Proactive Leader Coaching module. Once participants have completed Parts I and II, they prepare a written review of their experiences in applying the Proactive model to a particular work initiative. Working with Professor Bacharach, a custom plan for continued learning and application of the Proactive tools will be tailored to meet each participant’s certificate goals. W h o S h o u l d A t t e n d t h e P ro a c t i v e L e a d e r S e r i e s Leaders and managers at public, private, and not-for-profit organizations who are charged with devising and executing business plans, strategies, and corporate initiatives.
Please see professor Samuel Bacharach’s blog: www.bacharachblog.com for more information.

Management Development Workshop Locations:
Newly renovated ILR Conference Center in New York City: 16 East 34th Street, 6th Floor. Upgraded to enhance your learning with: • Expanded distance learning technologies • Smart classrooms • More courtesy computers ILR Conference Center in Ithaca, NY: ILR Conference Center, Garden Avenue (one block from the Statler Hotel), with nine state-of-the-art meeting rooms to accommodate groups from 2 to 110. • Redesigned food service center • Natural and specialized lighting

| Workshops

Management Development

O n - S i t e Wo r k p l a c e P ro g r a m s Each year, organizations from across the country and around the world turn to the Cornell ILR School to provide them with powerful solutions to meet the learning and development needs of their workforces. Cornell’s On-Site Training offers organizations of all sizes dynamic programs that align with their staff and organizational development goals. Advantages of Cornell ILR On-Site Training: • Over 40 Management Development workshops to choose from • On-Site workshops count toward Cornell ILR Certificate completion • Customizable to suit the specifics of your workplace and work processes • The per-person cost for on-site training is usually less than attending our open-enrollment workshops – and more convenient For information on bringing Cornell ILR On-Site Training to your staff, please contact Sandra Acevedo at OnSiteNYC@Cornell.edu or 212-340-2819.

Distance Learning Many management development classes and certificates are available on-line; see www.ecornell.com/ilr to view a complete listing, or look for this symbol throughout this brochure.

Faculty In addition to Cornell ILR extension faculty, workshop instructors include executives, practitioners, consultants, and attorneys who bring academic expertise and real-world experience into the classroom. ILR’s faculty and experts on current issues, along with participant evaluations and feedback ensure that you receive the best instruction in the field. Read about our instructors at www.ilr.cornell.edu/mgmtprog/ instructorbios.html.

Many of our workshops can be applied toward your Human Resource Certification Institute (HRCI) recertification credits for a PHR, SPHR, or GPHR. HRCI is a professional accreditation program for human resource professionals and is affiliated with the Society for Human Resource Managers (SHRM). Each one day of training equals six hours of recertification credit. Please visit www.hrci.org or our web site for more information. This symbol indicates the workshop has been approved for HRCI credit.

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$1495

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Course MD325

Updated

Situational Decision-Making for Leaders
New York City: • March 24-25, 2010

We all have years of experience in getting things done, and in making business decisions that work. Adapting your decision making style for more effective leadership is not easy since we all tend to default to learned behaviors from prior settings such as family life, school, or other work environments. How you frame, delegate, communicate and implement leadership decisions carries an ever-growing risk to you and your organization. This workshop will not only identify your personal decision making style, but also set a course for utilizing your personal strengths and weaknesses to create a bridge between your style and the leadership decisions you need to make to maximize results. K e y To p i c s • Validated leadership decision-making model from studies of thousands of managers • Using situational factors to assess decision-making strategies quickly • Leadership through flexible decision-making: pitfalls and payoffs S p e c i a l F e a t u re Each participant will receive a customized report outlining his or her strengths and weaknesses around group decision-making processes. Participants will also have the opportunity to explore a situation in their own organization and determine which management style would best serve in that circumstance. Registration for this program closes three weeks in advance to allow for completion of individual assessments.

Management Development
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$795

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Course MD375

Creating a Culture of Service Excellence
New York City: • October 15, 2010

In today’s competitive world, differentiating your service is the key to attracting and retaining customers while driving bottom-line results. World-class service is more than just employees smiling and making good eye contact. It is an all-encompassing approach to making service delivery excellence your “business as usual.” Everything a customer sees, hears, or touches impacts the experience. K e y To p i c s • Understanding the importance of creating loyal customers vs. satisfied customers • Developing a common vision and service delivery standards for all employees • Practical tools to assist in forming delightful experiences for your customers • Bridging the gap between your business processes and your customer experiences • Leadership actions to engrain the principles of service excellence into your organization’s culture • Techniques to maintain employee involvement and engagement at all levels

Yo u m a y a l s o w a n t t o c o n s i d e r “ M a k i n g B e t t e r D e c i s i o n s ” o n p . 2 4

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Course MD361

Women in Leadership
New York City: Follow-up Dates: New York City: • • • July 14-16, 2010 November 15-17, 2010 May 17, 2010 • September 20-22, 2010

December 1, 2010

| Workshops

Women face unique challenges as they move higher in organizations. This workshop explores these challenges and teaches participants how to think and behave strategically when meeting leadership’s demands. The learning experience combines individual leadership assessment, experiential learning, and frank discussion about obstacles in the workplace with a facilitated process for professional development and career planning. You will examine: • Your perception of your leadership; the perceptions of key constituents • How to align your leadership skills with your organizational culture • The choices and trade-offs that may be necessary to attain, regain, or maintain work/life balance S p e c i a l F e a t u re s • Completion of the pre-course Leadership 360™ feedback instrument (registration ends two weeks early to accommodate)

Management Development

DAY 4 – Follow-up
A critical part of the program is the fourth-day follow-up to share your on-the-job experiences in applying the skills and strategies learned (scheduled 60+ days after the workshop). You will be contacted after you attend the main workshop to sign up for the follow-up session that best fits your schedule.

$795

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Course MD381

Vision and Organizational Performance
New York City: • October 4, 2010

What does your organization’s vision statement say? Does it impact your daily function, or even your annual goals? Many vision statements are misconstrued as advertising, or a plan for “the higher-ups,” or something that’s a little unrealistic or unachievable. For most managers, vision statements don’t play a role in getting work done. Yet, a vision statement can be a powerful part of an organizational strategy that can focus work efforts, assist in difficult decision-making, and supplement performance standards. K e y To p i c s • The impact a shared vision can have on group achievement • Why visions fail to “move” organizations and their people • The characteristics of successful visionary organizations – and their leaders • Strategic vision – and vision as part of strategy • Building a strategy: mission, vision, and values • How vision can direct behavior – and performance • Identifying your work group’s role in the organization’s vision • Setting and communicating a vision for your work group

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$1495

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Course OC382

Organizational Change: The Fundamentals
New York City: • • April 28-29, 2010 December 6-7, 2010 • October 12-13, 2010 .

The way change is managed makes a difference in how well it is implemented. Some changes can be handled in a straightforward “get it done” way. But overused or misapplied, and this approach to change can give rise to many different forms of resistance – some visible, some not so easy to pin down. This workshop explores the reasons that sophisticated and engaging approaches to change are often needed for success. It highlights the dynamics that can be expected when change is introduced, what contributes to or prevents “unfreezing,” and why a compelling case is so crucial. K e y To p i c s • Understanding the dynamics of change – Resistance and compliance – Unfreezing, learning, and adaptation – The “priming” role of trust and justice – Differences in individual change styles • Creating and delivering a compelling case • Techniques for engaging the organization • A brief introduction to the Logic Model, to connect action to outcomes

Management Development
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$1495

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Course OC370

Organizational Culture and Change
New York City: • April 19-20, 2010 • October 14-15, 2010

Increasingly, business leaders are advocating for culture change in their organizations. Yet, how can this happen given that organizational culture is the organic accumulation of behaviors over time? This workshop introduces conceptual frameworks to better understand organizational culture and how they work with your strategic business objectives K e y To p i c s • Cultural frameworks (drawing from Schein, Gagliardi, and others) • Characteristics and implications of loose and tight cultures • Taboos and sacred cows: Are they open or hidden? Positive or negative in impact? • Diagnosing organizational culture • Cultural anchoring and alignment with environment

Change Leader Certificate (Curriculum on page 4)
Who Will Benefit Directors and managers responsible for hands-on leadership and organization of change efforts. Provides change leaders with the understanding of the dynamics released by change initiatives, and the skills to plan, launch and navigate the perils of a change process.

People who took these workshops also took “Managing Self as Change Leader” on p. 16

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Course MD303

Leading with Focus and Intention
New York City: Albany: • • January 19-20, 2010 May 17-18, 2010 • November 10-11, 2010

| Workshops

Today’s leaders must determine how they can add value to their organizations, gain the commitment of others, and develop and deploy the talents of employees – all while sustaining the loyalty of an increasingly demanding workforce. K e y To p i c s • Setting direction – Aligning your goals to your organization’s key challenges – Identifying values to lead by – Identifying and influencing key stakeholders • Mobilizing others – When to control and when to share power – Building and maintaining productive relationships – Coaching others for sustained development • Focusing forward – Managing your time around your key initiatives – How to keep the team focused on results – Avoiding blame, crises, and negative energy • Self-mastery – Discovering your strengths and unique contributions – Where does self-improvement matter? – Identifying your intentions as a leader

Management Development

$1495

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Course MD304

Adapting to and Leading Change
New York City: • April 6-7, 2010 • December 2-3, 2010

Leaders must be flexible, agile, and adaptable in the face of change, manage others through it, and be champions of change themselves. This workshop focuses on the challenges of leading in a changing world. K e y To p i c s • Understanding and adapting to change – Surviving change with credibility and confidence – Learning the skills of personal flexibility and resilience • Creating change – Finding new solutions to old problems – Gaining commitment to initiatives that require change • Implementing change – How to overcome team morale and productivity problems – Anticipating and avoiding the land mines of leading change

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Course DV238

Generational Diversity
New York City: Albany: • • March 8, 2010 October 21, 2010 • November 17, 2010

For the first time in U.S. history, the workplace will be teeming with four generations of employees. Americans are living longer and working longer than ever before. The vast diversity in the ages of workers will bring many opportunities and challenges. Are you ready to maximize the talent of your millennials and Generation X employees while using the experience of your baby boomers and matures? Are your baby boomers prepared to be managed by millennials? Does your organization have a strategy for retention and succession planning that considers the unique needs of each generation? This workshop will examine: • The unique characteristics and perspectives of the four generations • The essentials of communicating with the four generations • A strategy to maximize the talents of each generation

Management Development

S p e c i a l F e a t u re s
Case study, Job aids, Action planning, Skills practice

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$1495

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Course MD102

Supervising for Success
New York City: Ithaca: • • April 29-30, 2010 June 14-15, 2010 • October 28-29, 2010

New skills from a different tool kit are needed when you have direct reports. This workshop examines basic supervisory skills of setting an environment, training, delegating, and giving effective feedback that improves productivity. Day 2 focuses on methods for creating work groups, setting group goals and working through roadblocks as the group matures. Course materials include case studies and interactive exercises. K e y To p i c s • Understanding and applying directive vs. supportive management approaches • Delegating without guilt • Motivation • Fixing problems instead of blame to set a productive team environment • Looking at the myth of content (expert) leadership vs. process (facilitation) leadership • How and when to delegate to get the job done • How to give effective feedback • Bad teams are bad for a reason • Structured method to set group goals and work through road blocks • The typical traps of solving a problem in a group and how to avoid them

P e o p l e w h o re g i s t e re d f o r G e n e r a t i o n a l D i v e r s i t y a l s o c o n s i d e re d “ M a n a g i n g a D i v e r s e Wo r k f o rc e ” – l o o k f o r i t a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w

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Course MD201

Managing Employee Performance
New York City: Ithaca: • • March 3, 2010 July 15, 2010

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Directing employee performance is the responsibility of the supervisor or manager. However, the manager cannot make the best use of employees’ capabilities and efforts without ensuring that his/her directions are making the greatest contribution possible to organizational objectives. This workshop explores effective employee goal-setting techniques, performance feedback, and the Performance Dialogue Model© to confirm that the combined efforts of your staff will support the organization’s long-term plans. K e y To p i c s • Understanding the performance management system • Clarifying performance expectations and setting better ones • Motivation and employee productivity • Setting performance standards that are fair to the organization and the employees • Proper use of a performance rating scale • Turning organizational vision into guidelines for productivity • Involving your manager in the goal-setting process

Management Development

$1495

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Course LR309

Labor Relations for Managers: Managing Effectively in a Unionized Environment
Albany: New York City: • • April 22-23, 2010 November 3-4, 2010

Managers in a unionized workplace are challenged to manage effectively within legal and contractual parameters. This custom program addresses the specific needs of managers working in a unionized environment, giving them a solid understanding of labor relations. Case studies and interactive real-world training exercises provide the opportunity to put your newly acquired skills to work, assuring the transition from the classroom to the workplace. K e y To p i c s • Core principles of the NLRA • The relationship between the law and the collective bargaining agreement • Understanding and managing within the collective bargaining agreement • The scope and breadth of management rights • The meaning and application of “past practices” • The components of “just cause” including due process and the right for union representation • Do’s and don’ts of counseling employees • Fact-finding and investigation • Progressive discipline • Grievance handling and resolution

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$795

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Course MD175

New

Customer Service Coaching for Managers:
Only Satisfied Customers Come Back
New York City: Ithaca: • • October 6, 2010 July 14, 2010

In every industry, it’s a buyers market. You need every sale, and the customer knows it. For internal customers and service providers, the same is true. To ensure your customers get what they need, and they appreciate the service experience, you must present a good first impression and provide exemplary service. Your business depends on it. This program provides the service manager with the essential coaching skills and quality service delivery knowledge to create positive interactions between your customer contact staff and your customers. It will build your ability to guide and encourage your staff to manage their customer’s attitudes, focus on the client’s needs, communicate effectively and provide “customer first” behavior. K e y To p i c s • Maintaining an attitude of service quality • Managing customer attitudes and communication • Being the ambassador of your company • Understanding the value of probing questions • Identifying and staying focused on your customer’s needs • The importance of validating, acknowledging and respecting your customer • Creating a customer service strategy • Handling and understanding difficult customers without getting emotionally hijacked • 20 coaching principals that can be used with the customer

Management Development
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$1495

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Course MD301

Critical Skills for Managers: The Next Step
New York City: • • July 6-7, 2010 November 15-16, 2010 • October 18-19, 2010

Demands on today’s managers are changing – and increasing. Managers are required to implement and manage change, maintain morale, increase productivity, reduce costs, and be accountable for an ever-broader range of responsibilities. They are expected to learn and implement a wide array of new policies and procedures, manage process improvement initiatives, cross-functional work teams, and many other challenges. K e y To p i c s • The building blocks of peak performance • Communicating and clarifying performance expectations • Defining your Delegation Quotient • Making sure the right things get delegated and get delegated right • Conducting constructive performance reviews • Dealing with difficult employee reactions to performance feedback • Understanding and preventing unnecessary conflict • Negotiating win/win resolutions to conflict

Resister by phone at 866-470-1922

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Course MD101

Supervising and Managing People
New York City: • • • February 3-4, 2010 July 12-13, 2010 November 10-11, 2010 • • May 26-27, 2010 September 9-10, 2010

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Proven, straightforward, and powerful, this workshop takes the complexity and confusion out of how to supervise your people more effectively. The skills taught in this workshop are based on an in-depth analysis of what hundreds of supervisors and their managers need most to be top performers. K e y To p i c s • Your role as a successful manager • Understanding what your company (and your people) expect from you • Importance of balancing people skills with technical skills • Powerful techniques for motivating people • Using a situational approach to influence staff positively • Keys to improving communication effectiveness • Dealing with employee problems and problem employees

Management Development

$1495

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Course MD314

Leading High-Performance Teams
New York City: • March 22-23, 2010 • October 12-13, 2010

This workshop builds awareness and skill in the areas of team dynamics, group problem-solving and decision-making. You will develop leadership skills applicable to self-directed work teams, employee participation teams, interdepartmental task groups, and insights into planning, chartering, developmental, and maintenance phases of the team “life cycle.” K e y To p i c s • Structural issues in team development • Targeted development activities for different stages • Job design in an empowered team • Four fundamentals of team empowerment • A process model for effective team meetings • Team-building experience – The collaborative decision-making process – Team action analysis – Feedback on individual and team behaviors • Core competencies for team leaders – Modeling positive communication – Giving and receiving feedback – Dealing with difficult situations

Managing a Diverse Workforce (MD355) $795
New York City: • February 3, 2010 • October 5, 2010

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Course MD107

New

Managing Up: Working More Effectively with Authority Figures
New York City: • • May 25, 2010 December 17, 2010 • October 15, 2010

“Managing Up” is not about telling your managers what to do. Rather, it’s about learning your style in relating to them, and learning when your style is not effective and how to change it to suit the situation. The techniques presented in this workshop are based on 12 years of research with practicing managers and 25 years of consulting in management and organizational behavior with major organizations and every branch of the U.S. military. K e y To p i c s • Identifying key moments and opportunities in your relationship with your manager • Identify your style (among nine different ones) • Clarify when and how your style works well • Identify and eliminate barriers to working together • Learn communication techniques that get the message through • Effectively responding to requests with the needed information and clarity • Action plans to change “the way we do things”

Management Development
| Workshops

$1495

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Course MD347

Thinking Outside the Box: Creativity and Innovation
New York City: • May 19-20, 2010 • October 18-19, 2010

Today’s global marketplace provides challenges for managers in every type of business or organization. A key to meeting these challenges is the ability to “think outside the box” – to tap into your personal creativity to produce corporate innovation. This highly interactive, experiential workshop relates practical creativity and innovation concepts to the profitability of your work and organization. K e y To p i c s • Concepts, definitions, and models of creativity and innovation • Creative roles: explorer, artist, judge, and warrior • KAI Assessment: cognitive styles of creativity • Identifying your own personal creative style • Divergent and convergent thinking tools • The creative process • The innovation process • Four types of innovation S p e c i a l F e a t u re You will develop a 30-day Creativity Workout Plan that focuses on exercises to continue enhancing your creative skills.

S h a r p e n y o u r t h i n k i n g s k i l l s w i t h “ P ro a c t i v e F o c u s i n g ” o n p . 1 7

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15

$1495

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Course OC385

Managing Self as Change Leader
New York City: • June 2-3, 2010 • November 16-17, 2010

| Workshops

Effective leaders of change draw on their clarity, credibility, and authenticity to build a following. Consultants and facilitators must read the pulse of an organization through an understanding of their own experience and empathy with others. Often they lack authority over the participants in change and must use influence, collaboration, and other strategies to accomplish their objectives. This workshop explores strategies to manage the emotional and interpersonal stress often generated by change and to perform more effectively as a true leader of change. K e y To p i c s • The change agent and change leader roles • Your role in leading change in your work environment • Change-agent competencies • Looking in the mirror: exploring strategies to build on personal strengths and overcoming weaknesses • Understanding others: exploring strategies to help others manage the personal and interpersonal dynamics of change • Inspirational leadership and serving as a change catalyst

Management Development

$795

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Course MD245

Brain-Based Time Management New
New York City: • June 16, 2010 • October 25, 2010

Managing time effectively is an essential skill for today’s professionals. It seems as if Time is shrinking: organizational change initiatives, an increasingly competitive market, technology overload, reduced staffing situations and a greater emphasis on faultless performance, and more! As the workplace changes as a result of current events, we are all finding ourselves required to accomplish more in less time, with limited, reduced or no resources. The challenge: The work you do or the way you do it may not always align with your brain’s natural thinking preferences, requiring more effort on your part. This increased effort reduces your productivity, tires you out quickly, and takes more time than necessary to complete your tasks and projects. The solution: There are 4 Time Types, or approaches to handling time, that contribute to how you manage tasks and activities. By identifying and understanding your personal Time Type, you can identify the approach to Time Management that can work best for you. This one-day workshop will enable you to: • Determine your Time Type • Understand how you accomplish your work • Develop strategies to maximize your Time Type • Apply Time Type strategies to daily tasks and activities

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Not sure which workshop is for you? Call William G. Wilkins @ 212-340-2823

$1495

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Course MD378

New

Proactive Focusing: Are You Standing in Your Own Way?
New York City: • March 8-9, 2010 • December 2-3, 2010

Have you ever been in a situation where you knew exactly what had to be done, but, for some reason, felt as if you couldn’t move ahead? Emotional obstacles frequently emerge at the very moment we have to make a difficult decision. Decision makers need a methodology that will allow them to overcome these emotional blocks in order to make solid decisions and take action. Proactive Focusing is a self-reflective technique that will improve focus, decrease overreactions, increase your ability to examine and manage your feelings and emotions, and help you remove blocks that delay action and impede your success. K e y To p i c s • Develop self-awareness, using the skills of internal reflection and examination • Learn to: Stop, Reflect, and Act • Identify and change negative behavior patterns • Learn skills to assess and remove emotional barriers to taking action • Recognize the sources of your emotions, ideas, and motivations • Balance, prioritize, and blend your personal and workplace identities to get the results you want • Prevent your emotional experiences from directing your actions • Learn the ‘positive self-regard’ attitude to sustain personal momentum

Management Development
| Workshops

$1495

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Course MD247

Managing Multiple Priorities
New York City: • • March 18-19, 2010 September 27-28, 2010 • • July 14-15, 2010 December 15-16, 2010

Developing your ability to set goals, focus on priorities, and manage simultaneous responsibilities and activities is essential in today’s fast-paced work environment. Taking control of your workday is crucial for reducing your stress level and enhancing productivity and success. K e y To p i c s • Identifying time wasters and developing techniques for reducing them • Setting goals with speed and focus • Realistic ways to decrease interruptions • Learning to say “no” • Getting and staying organized • Knowing what your responsibility is and is not • Communication skills to enhance work flow • Delegating up and down • Managing stress and conflict

Managing Stress (MD237) $795
New York City: • June 17, 2010 • October 26, 2010

Strategies for Getting Things Done (MD312) $795
New York City: Albany: • • March 10, 2010 November 8, 2010
Call for Information 866-470-1922

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$1495

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Course MD363

New

Emotional Intelligence: An Edge for Leaders
New York City: • March 15-16, 2010 • October 4-5, 2010

| Workshops

Emotional Intelligence (“EI”), also known as “EQ”, is the ability to harness your emotions in sensing, understanding, and responding to social cues in your environment. It is often referred to as the “common sense” that allows one to relate to people and get along in the world. As a leader, you have most likely spent significant time developing your intellectual, analytical and logical thinking abilities, while investigating the latest leadership and management theories/tools to improve your performance. These are all important IQ related criteria, but research has shown that EI is a far better predictor of success than IQ. S p e c i a l F e a t u re Prior to the workshop, each participant completes the Bar-On EQ-I Questionnaire, the first scientifically developed and validated measure of EI. K e y To p i c s • Utilizing EI to boost staff morale and motivation, performance, feedback and talent retention • Your EI Profile: Debrief the Results and Develop an Action Plan to enhance your EQ • Scientific findings in detecting social cues • Emotions and Logic: their combined affect on logic and judgment

Management Development

$795

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Course MD125

Navigating Difficult Conversations
New York City: • January 25, 2010

Managers are not only responsible for business functions, but also for the productive interactions of the people within those business functions. As any manager well knows, a host of interpersonal situations frequently arise that require “straightening out.” Successfully handling difficult conversations requires analyzing the roles and expectations of the people involved, understanding the organizational impact of the situation, and planning a strategy for successfully resolving these issues – before the conversation begins. K e y To p i c s • Understanding the roles of the participants – and the organization – in the conversation • Setting goals for successful results • The impact of communication style in difficult conversations • Learning from examples of real-world difficult conversations • Practice conducting difficult conversations, working with the tools of planning and contracting for successful results

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G e t m o re C o m m u n i c a t i o n s s k i l l s i n t h e 2 - d a y “ D e v e l o p i n g E ff e c t i v e Communication Skills” on p. 22

$1495

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Course MD336

Resolving Conflict
New York City: • May 6-7, 2010 • December 8-9, 2010

Conflict can have constructive or destructive consequences on both individual and team performance. By learning to handle conflict well, you will enhance your success and that of your organization.

Management Development

K e y To p i c s • The nature of conflict in organizations • How conflict displays itself in the workplace • How to anticipate typical sources of conflict • Various conflict resolution models and tools, and the benefits and limitations of each • Using the right resolution approach for the situation • Using conflict positively for personal and organizational growth • How your style of handling conflict helps or hinders your ability to manage conflict • How to use your authority appropriately to resolve conflict • A personal plan for improving your own approach to handling conflict • Techniques for dealing with angry people and groups

| Workshops

$1495

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Course MD331

Enhancing Your People Skills
New York City: • • • March 4-5, 2010 July 8-9, 2010 November 8-9, 2010 • • • May 17-18, 2010 October 12-13, 2010 December 13-14, 2010

When you increase your skills in working with others, you increase your ability to succeed in almost all aspects of work and life. The principles, practice, and discovery elements of this dynamic “people skills” workshop will enable you to better influence the results you get when interacting with others. K e y To p i c s • Improving self-esteem and confidence: yours and others • How to recognize, evaluate, and eliminate self-defeating habits and actions • Recognizing nonverbal cues and their impact • How to make something positive out of conflict • Dealing with delicate situations and difficult people • Building relationships that work and last • How to avoid self-sabotage • Creating your own “change tool-kit” during the workshop for increasing your people skills

Not sure which workshop is for you? Call William G. Wilkins @ 212-340-2823

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19

$1495

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Course MD323

Perfecting Your Presentation Skills
New York City: • • February 1-2, 2010 September 27-28, 2010 • • June 14-15, 2010 December 2-3, 2010

| Workshops

Excellent ideas alone do not guarantee successful presentations. Success is determined by the combined impact of words, voice, and body on your listeners. This workshop will teach you how to manage anxiety, construct effective messages, develop dynamic delivery skills, connect with and focus on your listeners, gain confidence and become comfortable in front of an audience. K e y To p i c s • Identifying speaking assets • Recognizing attitudinal road blocks • Tips to reduce tension • Perfecting your visual image • Analyzing your listeners • Capturing and holding listener attention • The power of silence • Building blocks of message construction • Making your voice work for you • Painting pictures with words • Productive use of visual aids • Speaking effectively on short notice

Management Development

$1495

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Course MD302

Coaching for Managers
New York City: • April 8-9, 2010 • October 21-22, 2010

Remember the result when someone in your life pushed you to a higher level by strategically raising the bar? You exceeded...even your own expectations. This workshop introduces effective coaching skills that can have a strong impact on the productivity of your employees. Knowing how to be a good coach in different situations is an art. This workshop gives you the tools, skills, and practice you’ll need to be the artist. You will learn: • What you already do well, and how you can improve it • Spotting next steps for each employee • Your coaching style impacts your communications • Powerful questions guaranteed to get a person thinking, learning, and growing • Using “popcorn” feedback to prevent difficult employee conversations • Ways to say what you need to say without hurting feelings • Coaching methods that are appropriate for employees and peers – and even bosses • The role of coaching in good leadership

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Writing is a critical presentation skill – check out “Writing for Business” on p. 26

$795

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Course MD372

Influence Strategies
New York City: Ithaca: • • • April 13, 2010 November 3, 2010 June 14, 2010 • October 6, 2010

This one-day workshop provides greater understanding of personal motive preferences, and application of this dynamic in specific work situations. At the core of this workshop are nine specific influence tactics that can have a positive impact on the achievement of organizational objectives. K e y To p i c s • Your style, and recognizing the styles of others • Situational appropriateness in influencing • Nine specific influence tactics • Using influence to achieve objectives • Targeting your influence approach • Understanding motives that influence behavior • Learning the power bases of influence • Influencing up, down, and across the organization • Developing proven influence tactics • Creating an influence plan of action

Management Development
| Workshops

$1495

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Course MD335

Negotiating Effectively
New York City: • May 11-12, 2010 • October 6-7, 2010

Business professionals spend as much as 60 percent of their time in situations that require negotiating with others. As an effective negotiator, you can transform contention and stalemate into dynamic, productive results...results not only in terms of influencing people but also in exerting better control over time and resources. K e y To p i c s • Key factors in successful negotiation • Dealing with open and hidden conflict • Responding effectively to different conflict styles • Interdependence, motivation, and goals in negotiation • Using interdependence to advance negotiation • Developing effective negotiation goals • Distributive versus integrative negotiation approaches • Using negotiation approaches to best effect • Increasing success through effective communication • Recognizing and avoiding perception and attribution errors • Maintaining personal power and self-control

R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w

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$1495

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Course MD321

The Power of Listening: Unlocking Your Communication Potential
New York City: • • • • March 15-16, 2010 September 23-24, 2010 December 6-7, 2010 July 21-22, 2010 • • May 27-28, 2010 October 21-22, 2010

Ithaca:

| Workshops

When sharing information, coordinating projects, working in teams, or coaching and empowering others, listening to what others are saying is a critically important, vastly underdeveloped skill. This participatory workshop explores the knowledge, attitudes, and skills you need to become more effective in verbal communications. K e y To p i c s • Getting and staying focused • Hearing what others are not saying • Listening to difficult people • Examining misconceptions about listening • Increasing your concentration • Making the most of the speech/thought gap • Benefiting from selective silence • Identifying your preferred listening style • Uncovering hidden/dangerous assumptions

Management Development

$1495

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Course MD322

Developing Effective Communication Skills
New York City: Ithaca: Albany: • • • • March 1-2, 2010 September 29-30, 2010 July 19-20, 2010 October 26-27, 2010 • • May 24-25, 2010 November 17-18, 2010

This course will increase your awareness of communication behaviors and build your confidence and ability in managing workplace communications. You will learn skills to communicate powerfully, send clear messages, and conduct challenging conversations while maintaining effective working relationships. K e y To p i c s • Personality type and its influence on communication • The power of perception and perspective taking • Building listening effectiveness • Communication competencies • The role of empathy in communication • Rapport and how to build it • Managing nonverbal messages • Assertive communication skills

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Ta k e y o u r c o m m u n i c a t i o n s l e a r n i n g t o t h e n e x t s t e p w i t h “Coaching for Managers” on p. 20

$1495

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Course MD348

Strategic Business Thinking
New York City: Ithaca: • • • May 13-14, 2010 December 9-10, 2010 June 15-16, 2010 • October 28-29, 2010

As global competitive pressures force businesses to become more responsive, effective organizational performance has become tied more closely to an organization-wide capacity for strategic thinking. Strategic thinking has become a necessary component of everyone’s job. This workshop helps you hone your capacity for strategic thinking. Using a highly interactive, case-based format, you will: K e y To p i c s • How does strategy fit in the management process? • Explore the process through which strategic thinking leads to strategic insight, which leads to strategy definition and strategic action • What is strategic thinking and how is it different from strategic planning? • What are your strategic thinking strengths and potential limitations? • How might your personality or your learning style play a role in your capacity for strategic thinking? • Why is strategic thinking often flawed: how can smart people do dumb things? • If I wanted to become a more effective strategic thinker, where would I start?

Management Development
| Workshops

$1495

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Course OC389

Making Change Happen: Implementing in Complexity
New York City: • April 26-27, 2010

This workshop addresses the particular challenge of moving from a strategy to actual implementation. While planning is essential, the best-laid plans soon meet organizational realities. Resistance, politics, uncertainty, capacity for discipline and follow-through, and an ever-changing landscape can all be problematic. This workshop addresses the critical “how-to’s” of implementing and sustaining organizational change while the organizational environment continues to shift. You will consider your current change effort from both strategic and tactical perspectives. K e y To p i c s • The campaign analogy: maneuvering through political, cultural, and technical challenges • Aligning change with the organization’s strategy and key stakeholder interests • The guideposts of vision, values, purpose • Using milestones, events, and symbolism to foster momentum • Understanding the principles of participation, diffusion, and process

Not sure which workshop is for you? Call William G. Wilkins @ 212-340-2823

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$795

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Course MD148

New

Making Better Decisions
New York City: • April 28, 2010 • October 19, 2010

| Workshops

Whether we’re developing strategies for a merger or coping with a career change, we’re always making decisions. As the complexity and uncertainty of the world appear to increase, we often feel as though decisions are becoming more difficult. Over the long term however, better decision making processes will give us more of what we want, greater feelings of confidence in our decisions and control over the results. This workshop will increase your ability to make better decisions today, and tools to continue your decision-making improvement into the future. K e y To p i c s • Identifying and defining your ultimate objective • Working backward for efficiency and effectiveness • Evaluating the likelihood of particular outcomes • Reducing complexities in the decision making process • Predicting behavior • Unbundling outcomes • Selective memory and its impact • Avoiding the “sunk costs” trap • Distinguishing between data and opinion • When rationality and intuition conflict

Management Development

$795

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Course MD142

Basic Tools of Project Management
New York City: • • January 14, 2010 September 29, 2009 • April 19, 2010

A common difficulty for managers is balancing their day-to-day workload while trying to complete high-priority “special” projects. If managers are unable to balance the impact of these special projects, both the project and other productivity fall short of expectations. The keys to completing projects are clarification of the goals, planning to meet those goals, and managing the project according to the plan. K e y To p i c s • Understanding your role • Confirming and documenting project parameters and deliverables • Creating manageable phases and defining tasks (Work Breakdown Structure) • Sequencing tasks and realistic project scheduling (PERT/CPM) • Establishing priorities and critical path • Allocating shared resources and staff • Managing the project using a Gantt chart • Accommodating project changes and upsets • Overview of cost control • Project reporting • Capturing the lessons of each project to become a better project manager

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I m p ro v e t h e ro l l - o u t o f y o u r p ro j e c t s w i t h “ M a n a g i n g P ro j e c t s W i t h o u t P ro j e c t s M a n a g i n g Yo u ” a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w

$795

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Course MD243

New

Leading High-Return Meetings
New York City: • May 25, 2010 • October 26, 2010

Meetings are often major time-wasters. Experts tell us that many professionals waste up to 30% of their time in meetings. What’s the solution? Streamlining the information exchange process and improving facilitation techniques to ensure that your meetings meet your bottom-line objectives. This workshop provides proven methods for improving your “ROM” (return on meetings). From results-based planning through facilitation leadership and assignment follow-through, this program provides both the techniques and the practice to allow you to learn and apply these skills. Your meetings will become a place where your team can solve problems, create practical plans, and motivate each other to take action. K e y To p i c s • Identify areas for improving your meeting management and facilitation skills • Analyze and resolve barriers to productive meetings using the P.A.L. model • Cultivate a more productive meeting mind-set • Develop a master plan to ensure meeting priorities are met • Create a focused agenda that leads you to results • Practice translation/active listening • Use “buy-in” techniques to ensure participation • Manage hidden agendas and resolve conflicts • Motivate participants to take action and implement assignments

Management Development
| Workshops

$795

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Course MD208

Managerial Interviewing Skills
New York City: Ithaca: Albany: • • • March 10, 2010 July 16, 2010 November 9, 2010 • November 12, 2010

Increasingly, a manager’s success is predicated on putting together the right team of people to achieve organizational goals. This highly interactive workshop gives managers the interviewing skills needed to form a winning team with the necessary abilities and work styles. K e y To p i c s • Essential interviewing skills – Active listening – Communicating with different types of communicators • Planning for the interview – Determining selection criteria for the job – Creating an interview environment conducive to the exchange of information – Developing rapport with candidates • Developing interview questions – The different types of questions and how to use them – Probing for additional information • Legal do’s and don’ts • Evaluating and comparing candidates
C a n ’t g e t t o t h e c o n f e re n c e c e n t e r ? Ta k e “ I n t e r v i e w i n g ” o n - l i n e a t w w w. e C o r n e l l . c o m / i l r

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$1495

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Course MD221

Writing for Business
New York City: Ithaca: • • • March 8-9, 2010 September 9-10, 2010 June 21-22, 2010 • • June 7-8, 2010 November 8-9, 2010

| Workshops

Impressions of you and your organization often depend on how well you communicate in writing. We are all called upon to communicate important messages in writing to inspire action or response, and it’s often difficult to assess how these messages are received. Effective writing always requires careful consideration of the reader and how you present your message, even in e-mails. K e y To p i c s • Express your personality on the page • Focus on your key strategic message • Make the writing process faster and more comfortable • Plan and organize the document • Identify and clarify the strategic message • Select information the reader needs to make a decision • Create sentences that are readable and clear • Grab the reader in the opening and the closing • Use the appropriate format to help your readers navigate your documents • Select words that move the reader to action • Get rid of excess words

Management Development

Legal Issues for Managers (MD353) $795
New York City: • May 28, 2010 • September 28, 2010

Essentials for Successful Project Management (MD342) $1995
New York City: • March 24-26, 2010

Introduction to New York State Civil Service Law (MD231) $795
New York City: Albany: • • March 11, 2010 April 10, 2010 • October 22, 2010

Problem Solving and Decision Making (MD344) $1495
New York City: • October 14-15, 2009

Managing Projects without Projects Managing You (MD144) $795
New York City: • April 20, 2010 • September 30, 2010

Finance for Nonfinancial Managers (MD271) $1495
New York City: Ithaca: • • March 17-18, 2010 June 24-25, 2010 • November 4-5, 2010

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R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w

More Programs
at the Cornell ILR School

Workplace Health and Safety Program
This program conducts training on technical issues including ergonomics, occupational stress, shift work and long hours of work, hazard analysis techniques, indoor air quality, violence prevention, crisis management, and workplace exposure to chemicals and diseases. Field technical assistance and train-the-trainer programs are also available. Contact: Nellie J. Brown, C.I.H., Director 716-852-4191; e-mail njb7@cornell.edu

Management Development

Employment and Disability
(EDI) is a leading resource on employment and disability information for businesses, law makers, federal and state agencies, educational institutions, unions, and service providers and practitioners. The faculty and staff help clarify major issues related to disability as part of the overall management of diversity within organizations and communities. Contact: Thomas Golden, Associate Director 607-255-7727 or 607-255-2891 (TTY); e-mail ilr_edi@cornell.edu

| Other Programs at the Cornell ILR School

Labor and Employment Law Program
This program provides essential resources for attorneys, judges, legislators, policy makers, labor and management officials, and neutrals on workplace law and its impact on the needs of workers, employers, and unions both in the U.S. and abroad. The program offers conferences, training programs, and research on topics ranging from wages to social security, equal employment to collective bargaining, and health care to pensions. Contact: Esta R. Bigler, Director 212-340-2865; e-mail erb4@cornell.edu

Labor Programs
Cornell ILR offers a variety of programs to assist labor leaders and activists in learning the skills and acquiring the knowledge their organizations require. Cornell’s labor experts assist local and national unions with research, consulting, and technical assistance on union, industry, and occupational issues. Contact: Sally Alvarez, Director, Cornell Labor Programs 212-340-2821; e-mail sma21@cornell.edu

Conflict, Alternative Dispute Resolution, and Labor Relations
Cornell ILR provides a variety of conflict resolution services, including workshops in formal dispute resolution processes such as mediation, arbitration, and negotiation as well as needs analysis, installation, maintenance, and evaluation of in-house systems. Clients have access to a range of knowledge and expertise that can help them identify and rectify the causes of conflict in their organizations. Contact: Rocco Scanza, Director 607-255-1124; e-mail rms43@cornell.edu

Call for Information 866-470-1922

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MPS Program
Master of Professional Studies In Industrial and Labor Relations in New York City

| MPS Program

Management Development

Did you know… you can get your master’s degree at Cornell…in New York City?
• A unique opportunity for working adults • Pursue a master’s degree without interrupting your career • Weekend classes for serious professionals
The part-time MPS Program offers a unique opportunity for working professionals to earn a Master's degree from the leading school of industrial and labor relations in the country, taught by full-time faculty from the main Cornell campus. The success of the MPS program is that it provides an environment in which academically motivated working adults can engage in serious study of, and spirited discussions about, the complex and ever-changing world of work. Through the interdisciplinary curriculum and an individual research project, students gain a framework through which they can analyze the world of work, examine new concepts and ideas for pushing themselves and their organizations to higher levels, and discover new directions in which their careers can evolve.

Curriculum: • Collective Bargaining • Human Resource Management • Labor Economics • Organizational Behavior • Labor/Employment Law & Policy • Research Methods

About our Students The MPS degree is geared toward experienced professionals from a broad range of occupational backgrounds who share an interest in the dynamics of the workplace. Successful MPS students possess professional proficiency as well as a lively curiosity that motivates them to dig more deeply into the issues that influence the work environment.

About the Program The MPS program draws on the strength of the ILR School as a center for applicable social science in introducing students to, and expanding their knowledge of, subjects such as workplace processes, labor-management relations, organizational structures, labor markets, dispute resolution, and relevant law and public policy. A Saturday class schedule in Manhattan and twoweek summer sessions in Ithaca allow working professionals to pursue a graduate degree, without interrupting their careers.

For more information, or to apply, please visit our website: www.ilr.cornell.edu/mpsnyc Questions? 212-340-2808 • mpsnyc@cornell.edu

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R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w

Registration Form
(Please copy to register additional people) Participant Information

Mail to: ILR Customer Service Center Cornell University, ILR School, Ives Hall Ithaca, NY 14853-3901 Fax to: 607-255-9826

For workshop content questions: Call or e-mail William G. Wilkins, MD Program Coordinator, 212-340-2823 or wgw2@cornell.edu

SAVE UP TO $100 PER WORKSHOP!
FOR DETAILS GO TO: www.ilr.cornell.edu/mgmt prog/mdDiscount.html

Name ___________________________________________________________________________ Title ____________________________________________________________________________

Management Development

Organization _____________________________________________________________________ Address (Office)___________________________________________________________________ City ___________________________________ State _________ Zip _______________________ Phone (_______) ________________________ Fax (_______) _____________________________ E-mail ___________________________________________________________________________ Address (Home) __________________________________________________________________ City ___________________________________ State _________ Zip _______________________ Student I.D. No. ___ ___ ___ – ___ ___ – ___ ___ ___ ___
(Please enter your Social Security number if you wish to obtain CEUs)

❏ ❏

Check here to receive a 15% discount off the registration fee for government and not-for-profit organizations Check here if you have previously attended a workshop

| Registration Form

Wo r k s h o p S e l e c t i o n Course # Course Title Date Location Price

________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ Total Price $ ____________________
M K S 1 A B C D E F G H J K L M

Payment Method Late cancellations/transfers incur a 25% charge. No-shows and cancellations not in writing incur a 100% charge. Cancellations and transfers must be in writing and arrive at Cornell 5 business days before the workshop date to avoid a charge. Signature of Registrant__________________________________________________________ Please check one of the below payment methods:

❏ CHECK ENCLOSED, payable to Cornell University ILR, for $ ___________________________ LETTER OF CREDIT: ❏ Attached PURCHASE ORDER: ❏ Attached CREDIT CARD: ❏ AMEX ❏ Discover ❏ MasterCard ❏ Visa TYPE OF CREDIT CARD: ❏ Personal ❏ Corporate
Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ 3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___ Name as on Card ___________________________________________ Exp. Date ___________ Signature __________________________________________________ Amount $ __________ PAYMENT OF BILL IS AUTHORIZED BY:
Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration. If a PO or other guarantee of payment will be submitted from your organization, your manager must sign the registration form taking responsibility of payment. You may pay by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.

Name of Registrant’s Manager (Type or Print) _________________________________________ Title of Registrant’s Manager (Type or Print) __________________________________________ Signature of Approving Manager__________________________________________________
(The signing manager accepts the full terms of the cancellation policy above) Discount Code __________________________________________________________________________

Non-Profit Org. U.S. Postage

Registration Information
Cornell University ILR Metropolitan District 16 East 34th Street New York, NY 10016-4328

PAID
Ithaca, New York Permit No. 780

To register, mail the completed registration form to Cornell University, ILR Customer Service Center, Ives Hall, Ithaca, NY 14853-3901, fax to 607-255-9826, or visit www.ilr.cornell.edu/mgmtprog/dm/new to register online.

Registrations are confirmed in writing in the order received. Registration at the door is usually not possible. If you have not received a written confirmation, please telephone the registrar before traveling to the workshop.

PAYMENT Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration. If a PO or other guarantee of payment will be submitted from your organization, your manager must sign the registration form taking responsibility of payment. You may pay by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR. A 15% discount is available for government and not-for-profit employees.

SUBSTITUTION AND CANCELLATION POLICY Substitutions of registrants can be made at any time unless a course has a prerequisite or prework. Cancellations and transfers are subject to a 25% charge unless received in writing 5 business days prior to the program. When a representative of an organization approves an employee registration, that organization becomes responsible for cancellations, transfers, substitutions, and payments. The full program fee will be charged for any registration that is not canceled in writing.

SCHEDULE Check-in and review of materials begin at 8:15 a.m. Workshops begin at 9:00 a.m. and conclude between 4:30 and 5:00 p.m. Continental breakfast and lunch are included in the fee.

SAVE UP TO $100 PER WORKSHOP!

ACCOMMODATIONS The tuition does not include lodging. We can recommend hotels convenient to the training location. Please notify the registrar in advance to ensure proper ADA accommodations.

FOR DETAILS GO TO: www.ilr.cornell.edu/mgmt prog/mdDiscount.html

www.ilr.cornell.edu/mgmtprog/md/new

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