master certificate in healthcare leadership slnmc01
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7/23/2019 Master Certificate in Healthcare Leadership SLNMC01
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eCornell Online ProfessionDevelopment Progra
Certif icate Progra
Master Certif icate in Healthca
Leadersh
866-326-7635
+1-607-330-3200
enterprise.ecornell.com
powe
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Certi f ic ate Progra
Master Certi ficate in Healthcare Leaders
ertificate Information
his certificate program is comprised of thellowing 3 online courses, plus 16 elective
ourses:LN551: Transformational Excellence:hange Leadership in Healthcare
LN552: Strategic Planning for Healthcarerganizations
LN553: Revising and Implementing Yourtrategic Plan
ective CoursesAME509HC: Risk and Return: How to Identify,easure, and Incorporate Into Capital Budgetingecisions
AME510: Raising Capital: The Process, theayers, and Strategic Considerations
AME511: Managing Strategic Change
RHR505: Organizational Culture and Work/Lifealance
RHR506: Communicating and Coaching and Counselingr Improved Performance
RMD509: The Impact of Personality Styles onommunication
RMD510: Managing Communication Challenges
RSM509: Developing an Agenda for Change
RSM510: Mapping the Political Terrain of Allies and ResistorsRSM511: Negotiating Support and Buy-In for Your Agenda
RSM512: Mobilizing the Coalition for Action
RSM517: The Coaching Mindset for Engaging and Developing Others
RSM518: The Coaching Process for Engaging and Developing Others
SM506: Executive Decision Making
LN561: Planning and Designing a Healing Environment
LN562: Basic Tools for Facility Planning
ccreditat ion
earners who successfully complete this program receive a Master Certificate
Healthcare Leadership Certificate from Cornell University
wered by
Certi ficate OverviewThis 11-course comprehensive online certificate program in healthcare leadership from Corn
Universitys College of Human Ecology will provide you with the strategic planning and decisi
making tools required to lead a healthcare facility.
Description
Healthcare administrators, physicians and medical professionals tend to focus their efforts o
managing and providing care for people, often leaving little time for the development of
leadership skills and strategic thinking.
Are you seeking greater job fulfillment or looking to advance your career in healthcare? T
five-course online program prepares you for a high-level management role and elevates
potential for leadership at your organization.
This accelerated program can be completed in just 2-3 months. Gain valuable handsexperience developing core leadership competencies central to the healthcare indus
Learn to identify areas for improvement or potential for growth in your organization
design strategic plans to set and meet goals. Upon completion, youll be able to m
an impact by putting your newly acquired skills and Ivy League credential into
practice.
Who Should Enroll in This Certificate?
Hospital and healthcare facility administrators, VP level and C-suite execut
chiefs of staff, hospital board members, chief nursing officers, departmen
directors and other healthcare professionals with supervisory, managem
executive-level responsibilities.
This certificate is also appropriate for clinicians, medical personnel a
staff who are transitioning upward into administrative, managementdirector or executive leadership roles.
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Requi red Cou
Transformational Excellen
Change Leadership in Health c
SLN
uthor ing Facul tyck A. Fabrizio, PhD
ponsoring Schoolornell Universitys College of Humancology
otal Learning Timepproximately 3 1/2 hours over a period of 2eeks for each course.
wered by
Description
This course,the first in the six-course certificate program, Healthcare Facilities Design: StrateInnovation, outlines important problems facing the healthcare industry, citing them as reason
enacting transformational change. The course teaches healthcare leaders and managers how
gather data related to improvement strategies and then implement corrective actions design
improve outcomes and service delivery. A real-world course project challenges students to
explore how and why such a transformation occurs by inviting them to identify and impleme
transformational change in their own healthcare organization.
Who Should Take This Course?
This course is intended for those currently working in a supervisory or managerial capac
the healthcare industry, as well as those who want to move from positions in general
administration to positions in healthcare leadership and administration. The course is a
appropriate for professionals with a background in business and management who are
to the healthcare setting. Administrative directors, department heads, program directoproject leaders of key initiatives, clinical directors, and chiefs of staff and service will
this course appropriate to their needs.
Benefits to the Learner
After completing this course participants will be able to:
Describe key areas in the U.S. healthcare system in need of improvement
Define transformational excellence and how it relates to a systems
approach to change
Discuss the role of leadership in implementing change in
healthcare organizations
Outline strategies for involving stakeholders in the change process
and communication progress
Identify at least one change to work on in their own organization
begin to develop a strategy for doing so
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Requi red Cou
Strategic Planning fo r Healthcare Organizati
SLN
uthor ing Facul tyck A. Fabrizio, PhD
ponsoring Schoolornell Universitys College of Humancology
otal Learning Timepproximately 6 hours over a period of 2eeks for each course.
wered by
Description
Healthcare organizations and the professionals who run them often approach the task ofmanagement much as a service provider approaches a patient: quickly identifying the sympto
or problems, making a diagnosis or analysis, and developing a treatment plan or solution. W
this technique may work when making decisions about day-to-day operations, it is often
inadequate to the task of evaluating the overall health of the organization and making long-te
plans for its survival. Effective strategic planning requires healthcare managers to shift their
perspective from being part of a service organization to being part of a business.
This course, the second in the six-course certificate program Healthcare Facilities Design
Strategy & Innovation, introduces students to a strategic planning process tailored to the
specific needs and concerns of healthcare organizations. Participants learn how to gaug
organization's readiness to undertake a strategic planning process; how to develop strat
specific to their organization's core mission, vision and values; and how to involve both
internal and external stakeholders in the planning process. Participant will also learn
use a variety of tools and techniques to collect and analyze data and identify areas ineed of improvement.
Who Should Take This Course?
This course is intended for those currently working in a managerial capacity in t
healthcare industry as well as those who want to move from positions in gener
administration to positions in healthcare leadership and administration. High-
healthcare administrators, non-physician executives, physician executives,
chief medical officers will find this course appropriate to their needs.
Benefits to the Learner
After completing this course participants will be able to:
Create a strategic vision for their organization
Collect and analyze data to inform their strategic planning proce
Identify areas for improvement and potential growth
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Requi red Cou
Revi sin g and Implementin g Your Strategic P
SLN
uthor ing Facul tyck A. Fabrizio, PhD
ponsoring Schoolornell Universitys College of Humancology
otal Learning Timepproximately 6 hours over a period of 2eeks for each course.
wered by
Description
Many medical groups develop strategic plans that are never fully implemented or woven into fabric of the organization?s mission, vision and operating plans. Other medical groups develo
plans without articulating how their achievement will strengthen the organization, who is
responsible for implementing them, or how progress will be monitored, measured and report
This course, the third in the six-course certificate program "Healthcare Facilities Design: Str
& Innovation" outlines how to plan and conduct a strategic retreat designed to identify the g
critical to your organization's growth and to construct and implement a plan for achieving th
Learn how to gain the buy-in of important stakeholders and decision makers; explore how
internal and external environments affect strategic plans; and develop the skills to evalua
refine them continuously based on changes to these environments, to ensure their succe
Who Should Take This Course?
This course is intended for those currently working in a supervisory or managerial cap
in the healthcare industry, as well as those who want to move from positions in gene
administration to positions in healthcare leadership and administration. High-level
healthcare administrators, non-physician executives, physician executives and ch
medical officers will find this course appropriate to their needs.
Benefits to the Learner
Learners who complete this course will be able to:
Develop goals and objectives related to a strategic initiative and an
action to realize them
Involve stakeholders in planning and implementing strategic plans
Monitor progress and refine the strategic plan based on results
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Elective Cou
Risk and Ret
How to Identify, Measur e, and Incor po
Into Capital Bud geting Decis i
HAME50
uthor ing Facul tyteven Carvell, PhD, Associate Professornd Associate Dean for Academic Affairscott Gibson, PhD, Assistant Professor
ponsoring Schoolornell Universitys School of Hoteldministration
otal Learning Timepproximately 6 hours over a period of 2eeks for each course.
wered by
Description
Managers, directors and administrators in today's healthcare environment must have the righto identify relevant project risks and weigh those risks against expected returns in a competit
market. They must understand how the risk-return relationship is incorporated into capital-
budgeting decisions.
This two-week course provides non-financial management and staff with an understanding
key factors that enter into capital budgeting decisions so they are better able to engage in
meaningful dialogue with the healthcare facility's finance team.
Discover how the risk-return relationship is measured and incorporated into capital-budge
decisions. Explain why risk is a critical component of the capital-budgeting decision and
its impact is on the ultimate value of the investment under consideration.
Who Should Take This Course?
This course is designed for non-financial managers who are responsible for makingintegrated financial decisions and need to be able to understand the interrelationsh
risk and return in making capital budgeting decisions
Benefits to the Learner
After completing this course, participants will be able to:
Explain how risk enters into the capital budgeting decision and the
impact it will have on the ultimate value of the investment
under consideration.
Interpret what you read in the Wall Street Journal.
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Elective Cou
Raisi ng Cap
The Proc ess, the Players,
Strategic Considerat i
HAME
uthor ing Facul tyteven Carvell, Ph.D., Associate Professornd Associate Dean for Academic Affairs
cott Gibson, Ph.D., Assistant Professor
ponsoring Schoolornell University's School of Hoteldministration
otal Learning Timepproximately six hours over a period of twoeeks for each course.
wered by
Description
Firms routinely require access to external capital markets in order to fund capital and operatininvestments. Making complete, well-informed financing decisions at the corporate level requi
thorough understanding of capital markets. This course provides an introduction to the issue
surrounding the debt-equity decision. It explains how decisions at the department or division
are influenced by capital structuring decisions at the company level and why changes in the
industry and in the economy are important to investment and financing decisions in your
organization.
This course goes beyond a standard theoretical treatment of capital structure to explain fu
how characteristics of capital markets impact the process and prospects of raising capita
Through an exploration of the strategic considerations involved in creating an optimal m
debt and equity, this course addresses questions about the process of raising funds an
appropriate amounts of debt and equity to raise.
Through it, you gain the insight you need to contribute to decisions in your own firm
obtain a more complete understanding of corporate restructuring, mergers, acquis
and bankruptcy.
Who Should Take This Course?
This course is designed for non-financial managers who are responsible for m
integrated financial decisions and need a fundamental understanding of the
process, players, and strategic considerations of raising capital.
Benefits to the Learner
After completing this course, participants will be able to:
View the process of raising capital in a broad context of
capital-related decisions regarding the mix of capital and the
process of entering into capital markets
Explain how decisions in your department or division are
influenced by capital structuring decisions
Explain why changes in the industry and in the economy are
important to capital budgeting decisions in your organization
Contribute to decisions in your own firm more meaningfully
with a good understanding of corporate restructuring,
mergers, acquisitions, and bankruptcy
Prerequisites We recommend completing Risk and Return:
to Identify, Measure, and Incorporate Into Capital Budgeting
Decisions (HAME509) prior to enrolling in this course.
Other Requirements We recommend completing Risk and
Return: How to Identify, Measure, and Incorporate Into Capit
Budgeting Decisions (HAME509) prior to enrolling in this cou
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Elective Cou
Managing Strategic Cha
HAME
uthor ing Facul tyathy A. Enz, Ph.D., Professor
ponsoring Schoolornell University's School of Hoteldministration
otal Learning Timepproximately five to six hours over a periodtwo weeks for each course.
wered by
Description
With emerging technologies and expanding global marketplaces, it is imperative that organizbecome highly proficient in driving their change agenda. Whether diversifying, downsizing,
merging, reorienting business, or developing new management structures, organizations mu
able to effectively carry out change initiatives to remain productive and competitive.
In this course, participants learn to assess organizational readiness and their own ability to
facilitate change. Working with a comprehensive organizational change scenario, this expe
exercise provides an opportunity for participants to learn by doing and to assess their own
effectiveness in facilitating change.
Who Should Take This Course?
This course is fundamental for managers, supervisors, and team leaders in any organiz
who want to learn how to successfully initiate organizational or departmental change.
Benefits to the Learner
After completing this course, participants will be able to:
Evaluate an organization's level of readiness and willingness to change and
use techniques to bring it to an acceptable level
Identify and minimize a manager's frustrations in implementing change initi
Develop and implement an effective methodology for carrying out a
successful change initiative
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Elective Cou
Organizational Cultur e and Work /Life Bala
ILRHR
uthor ing Facul tyary S. Rudder, Adjunct Instructor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately 5-6 hours over a period of twoeeks for each course.
wered by
Description
This course covers how to develop a strong employee relations program that inspires peopledeliver maximum levels of performance, models the company culture, and carries out your
corporate strategy.
The course uses an interactive case study simulation to address many of these topics.
Who Should Take This Course?
HR professionals who have responsibility for employee relations in their organizations, and
employees who have recently assumed this function in addition to other duties.
Benefits to the Learner
After completing this course, you will be able to:
Identify and analyze factors within the organization--including behaviors,
lack of harmony between organizational and personal values, and others--thatmay give rise to employee relations issues and concerns
Assess the impact of organizational culture on employee relations
Identify and implement components of effective ER strategies and practices
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Elective Cou
Communic at ing and Coachin g and Counse
for Impro ved Perform a
ILRHR
uthor ing Facul tyary S. Rudder, Adjunct Instructor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately 5-6 hours over a period of twoeeks for each course.
wered by
Description
This course covers the relationship between effective communication and coaching and counto employee relations. The course uses an interactive case study simulation to address man
the topics.
Participants will examine the ways communication occurs in an organization, communicatio
styles, and techniques for gathering information. The second part of the course explores
appropriate uses of coaching and counseling, and also addresses workplace violence, a re
topic that must be addressed by HR professionals.
Who Should Take This Course?
Human Resources professionals who have responsibility for employee relations in their
organizations. Employees who have recently assumed this function in addition to other
duties.
Benefits to the Learner
After completing this course, participants will be able to:
Utilize effective communication strategies to evaluate and resolve employee
concerns and issues
Utilize effective coaching and counseling techniques and discipline
strategies for improved performance
Discuss measures for preventing violence in the workplace
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Elective Cou
The Impact of Person ality St
on Communica
ILRMD
uthor ing Facul tyancy Lampen, Director, Internationalrograms
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately 5-6 hours over a period of twoeeks for each course.
wered by
Description
Interpersonal communication is one of the most challenging and important aspects of a succcareer. It is essential for leaders and managers to understand the basics of communications,
own communication styles, the critical role of emotional intelligence, and the impact of all of t
their co-workers and their organization. In this course, participants will learn why good
interpersonal communication skills are so important, how personality styles affect personal
communication styles, and how this understanding can improve ones ability to work with an
manage employees.
Who Should Take This Course?
Employees with supervisory responsibilities, entry-level managers and supervisors, and
supervisors. Members of revolving project teams with no direct reports.
Benefits to the Learner
After completing this course, participants will be able to:
Increase awareness of, and ability to manage, workplace communication behavio
Understand the influence of personality type on communication
Develop strategies for effective listening
Sustain positive rapport during difficult discussions
Manage nonverbal messages
Give constructive feedback
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Elective Cou
Managing Communication Challen
ILRMD
uthor ing Facul tyancy Lampen, Director, Internationalrograms
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately 5-6 hours over a period of twoeeks for each course.
wered by
Description
Interpersonal communication is often one of the most challenging aspects of a career. Tocommunicate successfully, professionals need to find a balanced approach to dealing with di
people or conversations. One must be assertive enough to avoid being taken advantage of,
not so aggressive that he or she alienates or upsets co-workers. In this course, participants
learn how to be assertive and professional when dealing with challenging conversations and
people. They will also learn how to analyze and make use of criticism to improve their skills
abilities.
Who Should Take This Course?
Employees with supervisory responsibilities, entry-level managers and supervisors, and
supervisors. Members of revolving project teams with no direct reports.
Benefits to the Learner
After completing this course, participants will be able to:
Demonstrate the skills needed to communicate in an assertive manner in
all situations
Identify how to manage and cope with criticism
Identify how to manage and cope with communication anxiety
Use feedback to improve professionalism
Identify skills for clearly communicating ideas, thoughts, and feelings
in challenging conversations
Create a plan for conducting a challenging conversation
Demonstrate an understanding of how non-verbal behavior can
be used effectively in a challenging conversation
Identify effective methods for dealing with difficult people and
situations
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Elective Cou
Developi ng an Agenda for Cha
ILRSM
uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately five to six hours over a period ofwo weeks for each course.
wered by
Description
The many economic, competitive, and global factors that influence how organizations conducbusiness are constantly changing and evolving. The ability of organizations to understand the
influences on their organizations and to respond to and adapt to these changes is critical for
long-term growth and survival.
This course discusses change as a political process driven by individuals and leaders withi
organization who emerge as change agents. To be effective, individuals must recognize the
areas within the organization over which they can exercise control and the areas over whic
they cannot.
Who Should Take This Course?
This course is essential for department heads, team leaders, and managers working at
levels of organizations in virtually any industry sector who wish to understand the proc
organizational analysis and change.
Benefits to the Learner
After completing this course, participants will be able to:
Evaluate their organization's environment
Identify opportunities for change
Understand change as a process of negotiation
Develop an agenda for action based on the goals, culture, design,
and work structure of the organization
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Elective Cou
Mappi ng t he Poli t ic al Terrai
Al l ies an d Resis
ILRSM
uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately five to six hours over a period ofwo weeks for each course.
wered by
Description
Implementing an agenda for action is a political process driven by individuals within theorganization who emerge as change agents. Essential to their success is the understanding t
all new initiatives attract both allies and resistors.
This course, the second in a four-course series, "Getting Things Done in Organizations: Cre
Change and Building Support", teaches leaders how to frame their agenda in a way that he
them identify and assess potential allies and resistors to their initiatives. With this understan
participants will be able to anticipate and prepare for arguments resistors may use in their
attempts to derail the initiative.
Who Should Take This Course?
This course is essential for department heads, team leaders, and managers working at
levels of organizations in virtually any industry sector who wish to understand the proc
organizational analysis and change.
Benefits to the Learner
After completing this course, participants will be able to:
Map the allies, potential allies, and the resistors to their initiative
Assess the attitude toward change of various actors in the organization
Identify various agendas and styles
Anticipate arguments against the agenda for action
Explain the need for a coalition of support
Prerequisites * Please take Developing an Agenda for Change
(ILRSM509) prior to enrolling in this course.
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Elective Cou
Negotiat ing Support and Bu y-In fo r Your Age
ILRSM
uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately five to six hours over a period ofwo weeks for each course.
wered by
Description
In these highly uncertain and turbulent times, going it alone is no longer a route to success; aresult, effective leaders build coalitions of support for their agenda and change initiatives. Lea
develop such coalitions by establishing their own credibility and the credibility of their agenda
This course, the third in the series, "Getting Things Done in Organizations: Creating Change
Building Support," is designed to:
Help learners develop a "roadmap" for negotiating support for their action agenda
Convey an understanding of the principles of bargaining power and influence in the
process of negotiating a strategic initiative
Help learners apply this conceptual model to their action agenda in their organization
Help learners analyze the political agendas of others in the organization, identify
sources of support for their agenda, and develop a strategy for building supportfor their initiative
Who Should Take This Course?
This course is essential for department heads, team leaders, and managers wo
at all levels of organizations in virtually any industry sector who wish to unders
the process of organizational analysis and change.
Benefits to the Learner
After completing this course, participants will be able to:
Describe why coalitions are critical to taking effective action
Describe how coalitions increase your bargaining power
Analyze the types of initial support you can build
Develop strategies for getting initial support for your agenda
Identify communications approaches that will be most effective
Outline a strategy for getting others to buy-in to your agenda
Prerequisites * Please takeMapping the Political Terrain of A
and Resistors (ILRSM510) prior to enrolling in this course.
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Elective Cou
Mobil izing the Coal i t ion for Ac
ILRSM
uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately five to six hours over a period ofwo weeks for each course.
wered by
Description
In most organizations, it is no longer sufficient to identify what needs to get done, and how it get done. A leader must have the skills to implement his or her initiative and to overcome the
dynamics of opposition and resistance that exist in every organization.
This course, the fourth in the series, "Getting Things Done in Organizations: Creating Chang
Building Support," is designed to help learners:
Apply the leadership style appropriate to the situation
Put a change coalition into place
React to changing conditions in the organization to ensure successful implementation
Anticipate and prepare for the future
Who Should Take This Course?This course is essential for department heads, team leaders, and managers working
levels of organizations in virtually any industry sector who wish to understand the
process of organizational analysis and change.
Benefits to the Learner
After completing this course, participants will be able to:
Solidify their coalition
Map differences among coalition members
Propagate ideas and diversify their network
Identify the two dimensions of coalition leadership
Avoid traps of insular coalitions
Recognize and respond to changing conditions within the
organization
Employ a Change Outcome Matrix and respond to
different outcomes
Effect ongoing and proactive change
Prerequisites * Please takeNegotiating Support and Buy-In
Your Agenda (ILRSM511) prior to enrolling in this course.
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Elective Cou
The Coaching Mind set for Engagin g
Develop ing Oth
ILRSM
uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately six hours over a period of twoeeks for each course.
wered by
Description
Being a proactive coach is a fundamental component being a good leader in the workplace.Coaching implies that leaders not only supervise, but develop the capacities and skills of allemployees. A coaching mindset implies that leaders approach employees not simply assubordinates, but protgs, resources to be developed and expanded. Coaching is critical to
workplace leadership. In developing this course, Samuel Bacharach, McKelvey-Grant Profeat Cornell University, and Yael Bacharach, MA, LCSW, appreciate that not all styles of coac
are suitable for the workplace, and distill three decades of academic and business researccoaching best practices most appropriate for organizational leaders. The course emphasizimportance of supplementing the traditional supervisory mindset with the coaching mindse
The course draws upon a variety of examples to illustrate coaching in an organizationalcontext, and details the four functions of coaching in an easy-to-understand and practic
context. The course takes a step-by-step approach through the five rules of the coachidialogue and illuminates effective techniques for listening, asking questions, and prov
feedback. The course provides a wealth of tools and processes, including instructionhow to recognize and use the language of coaching and balance the different funct
coaching.
Through coaching, leaders are able to support and encourage their team memblearn skills and acquire knowledge that helps improve job performance. Coach
works laterally too, in that a leader can apply coaching techniques when workwith colleagues. The organization as a whole benefits from a solid coachingculture. Without the right coaching principles in place, employees may not
their full proactive capacity, rendering the organization less able to executgoals. This course goes beyond the basics and offers detailed instructiomaximizing the proactive capacity of employees by showing leaders ho
integrate the coaching mindset into their leadership style.
Who Should Take This Course?
This course is essential for executives, managers, department heateam leaders, and others working at all levels of organizations invirtually any industry sector who need to be able to coach
subordinates and peers to achieve their potential.
Benefits to the Learner
After completing this course, participants will be able to:
Define coaching in terms of the organizational context,
differentiating the coaching mindset from thesupervisory mindset
Apply the listening, questioning, and feedback skillsnecessary to facilitate the coaching dialogue
Assist others in building their proactive capacities
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Elective Cou
The Coaching Process
Engaging and Developi ng Oth
ILRSM
uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor
ponsoring Schoolornell University's School of Industrial andabor Relations
otal Learning Timepproximately six hours over a period of twoeeks for each course.
wered by
Description
Leaders who have learned to develop a coaching mindset, studied coaching functions, andpracticed the coaching dialogue in The Coaching Mindset, can continue their studies here by
examining the coaching process. This course, developed by Samuel Bacharach, McKelvey-G
Professor at Cornell University, and Yael Bacharach, MA, LCSW, teaches the essential step
coaching. As in The Coaching Mindset, the authors realize that in the workplace not all coac
approaches are appropriate, and have developed a model process which is uniquely applica
for organizational settings.
The course walks through the process of goal setting in each of the four arenas of coachi
helps you to understand the framing, prioritization, and execution of goals for your
subordinates; and addresses roadblocks that appear throughout the coaching process. A
taking this course, leaders will understand everything from how to help their proteges wi
specific work and personal issues to how to leverage coaching to become a
high-performance leader within the organization. Leaders will come away with a deep
understanding of how to work with their proteges on overcoming blocks and obstaclproviding their proteges appropriate feedback, and helping their proteges with goal
setting and skill development.
The coaching process specified in this course will enhance not only the leadersh
capacity of the coach, but also the proactive capacity of the protege. Coaching
longer a luxury. It is a tool that leaders must have when trying to get top
performance from everyone in the organization. Successful organizations a
those that make coaching part and parcel of their organizational culture.
This second course in the coaching series and tenth course in Professo
Bacharachs management series will give leaders additional tools for w
effectively within their organizational culture and building the proactive
capacity of individuals and the organization alike.
Who Should Take This Course?
This course is essential for executives, managers, department he
team leaders, and others working at all levels of organizations in
virtually any industry sector who need to be able to coach
subordinates and peers to achieve their potential.
Benefits to the Learner
After completing this course, participants will be able to:
Use the coaching process successfully in a
workplace relationship
Work with a protege to cultivate a vision of the future,while working effectively with the immediate situation
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Elective Cou
Executi ve Decis ion Mak
LSM
uthor ing Facul tyorence Berger, Ph.D., Professor Emeritus
udi Brownell, Ph.D., Professor
ponsoring Schoolornell University's School of Hoteldministration
otal Learning Timepproximately five to six hours over a period ofwo weeks for each course.
wered by
Description
In today's competitive business climate, it is imperative that executives know how to make kedecisions quickly and decisively. Strategic decisions often entail considerable risks and can h
long-range implications for the organization. In this course, learners will learn how to apply fo
decision-making processes in order to reduce risk and choose the best course of action for t
organization. They will learn methods and techniques for making critical decisions in a challe
environment with limited time and resources. This course focuses on how to maximize avai
assets, identify risks and obstacles, and gather the necessary data for an informed decision
making process.
Learners who complete this course will be able to:
Gather crucial data and resources to inform the decision-making process
Identify appropriate situations for involving others in a decision-making process
Ascertain risks, uncertainties and ambiguities in an executivedecision-making environment
Overcome organizational factors that complicate decision-making
Apply formal methods such as decision trees and Bayesian analysis to
arrive at appropriate decisions
Who Should Take This Course?
This course is a priority for executives, managers, and team leaders respo
for their organizations' strategic and operational decisions.
Benefits to the Learner
After completing this course, participants will be able to:
Gather crucial data and resources to inform the
decision-making process
Identify appropriate situations for involving others in a
decision-making process
Ascertain risks, uncertainties, and ambiguities in an executiv
decision-making environment
Overcome organizational factors that complicate
decision-making
Apply formal methods such as decision trees and
Bayesian analysis to arrive at appropriate decisions
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7/23/2019 Master Certificate in Healthcare Leadership SLNMC01
20/22
Elective Cou
Planning and Designi ng a Heal ing Enviro nm
SLN
uthor ing Facul tyanklin Becker, PhD
ponsoring Schoolornell Universitys College of Humancology
otal Learning Timepproximately 6 hours over a period of 2eeks for each course.
wered by
Description
Nearly every major regional healthcare facility in the United States is in the midst of or plannicapital improvement project. How can you be sure that such projects in your organization
incorporate best practices and achieve their intended goals? The answer is to look at the
evidence: what are the approaches that other healthcare facilities undertaking similar projec
have used that have worked?
This course, the fourth in the six-course certificate program, Healthcare Facilities Design:
Strategy & Innovation explores the use of Evidence-Based Design (EBD) to guide the plan
design and management of healthcare facilities and systems. After this course you will be
more intelligent and discerning consumers of research evidence and related information,
be more a productive participant in the planning and design process. You'll learn the key
in the planning and design process with a focus on how the facility affects quality of car
the experience of patients and care-giving staff. Case studies illustrate design approac
that lend themselves to patient-centered care and that lead to greater operational effi
and effectiveness. A course project provides students with the opportunity to apply wthey're learning to the creation of an outline of a facility plan for their own organizati
Who Should Take This Course?
This course is intended for those involved in the conceptual planning of capital
improvement projects in the healthcare environment, including hospital
administrators, chiefs of medicine, chiefs of nursing, architects and facilities
planners.
Benefits to the Learner
After completing this course participants will be able to:
Apply some of the key evidence pertaining to major issues in
healthcare today
Participate in planning and design projects effectively as an
informed consumer
Ask informed questions as a participant in these projects,
leading the team to make better decisions
Recommend ways to use scarce resources available for
renovation and design projects to the best advantage
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7/23/2019 Master Certificate in Healthcare Leadership SLNMC01
21/22
Elective Cou
Basic Tools for Faci l i ty Plann
SLN
uthor ing Facul tyrooke Hollis
ponsoring Schoolornell Universitys College of Humancology
otal Learning Timepproximately 6 hours over a period of 2eeks for each course.
wered by
Description
The process of designing a healthcare facility has a special mission: to have a positive impacits many usersincluding patients, families, visitors, nurses, physicians, and other clinical an
non-clinical staffwhile simultaneously fostering cost-effective operations. To achieve the be
outcomes, it is important to involve a variety of stakeholders. An informed group can help to
ensure a more efficient working process with architects and engineers, and can contribute to
stronger, more broadly-based and more cost-effective decisions.
This coursethe fifth in the six-course certificate program Healthcare Facilities Design:
Strategy & Innovationintroduces the must-know concepts and related terminology of
healthcare facility planning. The course touches on those aspects of capital improvemen
projects that a manager or stakeholder might encounter in a healthcare setting, including
working from a budget to estimate potential sizing of facilities, estimating costs, and
recognizing key features of architectural and engineering drawings. At the conclusion o
course, you will be a more intelligent consumer of information and a more effective
participant in the healthcare facility planning and design process.
Who Should Take This Course?
This course will be beneficial to current or prospective hospital board members,
physicians, medical directors, hospital and healthcare executives, nurse manag
and others healthcare mangers and leaders expecting to play crucial roles in
facility-planning project.
Benefits to the Learner
After completing this course participants will be able to:
Participate constructively in a facility planning project by being
conversant in the basic planning and design process
Use practical, hands-on skills for reading symbols, measuring
dimensions and interpreting plans and blueprints
Develop early conceptual-level cost estimates and estimates
on the amount of space that could potentially be built with a
given budget
Make more informed recommendations and feedback
regarding building and renovation projects
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7/23/2019 Master Certificate in Healthcare Leadership SLNMC01
22/22
950 Danby Road Suite 150 Ithaca, NY 14850866 326 7635 1 607 330 3200
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