| Non-Credit Business and Management |
| NCBM 107 | Introduction to Public Relations (0) |
| Addresses the history of public relations (PR) and examines how PR is practiced today. Reviews key elements of the PR process and introduces ethical/legal issues. Introduces a four-step process to create an effective PR planning model that includes goals, objectives, strategies and tactics. Provides guidelines for working with the media, doing effective interviews and responding to inquiries. |
| NCBM 108 | Writing for Public Relations (0) |
| Introduces the elements of writing for public relations. Addresses PR writing for broadcast and print media including news releases, style elements, media advisories, pitch letters, public service announcements, press conferences, brochure planning and writing, and feature article writing. Covers photography and photo captions, as well as press conferences, speechwriting, and press kits. |
| NCBM 109 | Media Relations (0) |
| Reviews the latest techniques and trends in effective communications with the news media. Covers timely media relations; the difference between "media" and "press"; new vs. old media relations; credibility; and competitive positioning. Examines how to create news, how to create news hooks, and elements of an effective news release. |
| NCBM 110 | Public Relations, Ethics and the Law (0) |
| Introduces the ethical issues that arise in the practice of public relations and the ethical standards that govern the practice. Reviews the Public Relations Society of America's Code of Ethics. Examines communications, employment and business law issues that arise in the litigation setting. |
| NCBM 111 | Strategic Planning and Public Relations Campaigns (0) |
| Examines how to effectively develop a strategic public relations (PR) plan while developing a comprehensive PR campaign. Reviews the use of strategic plans as essential components for achieving tangible results and success. Introduces issues and concepts that guide an effective and influential PR plan. Explores how to assess situations; define objectives; identify audiences; and create metrics. |
| NCBM 112 | Crisis Communications (0) |
| Covers the identification and use of appropriate measures to meet immediate needs, find communications opportunities, and prevent or limit damages caused by a crisis situation. |
| NCBM 115 | Image Management (0) |
| Examines image management as a tool used by public relations professionals to build or strengthen a company's image in the eyes of the public. Learn about the power of public relations and corporate image using the latest practices and techniques to create favorable public impressions, establish a recognizable image, and develop an effective imaging plan. |
| NCBM 118 | Political Public Relations (0) |
| Examines political public relations, including election campaign tactics; constituent relations; damage control and crisis communications; issue management; lobbying support; and public affairs. |
| NCBM 123 | Branding Through Public Relations (0) |
| Examines the role of public relations in defining, advancing and defending the institutional brand. Reviews the brand imperative as a driver of effective PR within the organization. Examines two basic components of brand and their implications for PR strategy and direction. Explores the PR role in institutionalizing the brand, and three operational elements of brand that define PR practice. |
| NCBM 127 | Executive Leadership Career Development (0) |
| Focuses on the various dimensions of effective executive leadership and the development of individual leadership potential. Examines situational leadership; managerial style and effectiveness; interpersonal communications and relations; personal goal development; and career planning. |
| NCBM 128 | Support Services Management (0) |
| Examines communication, customer service, high performance teams, stress management, diversity, and the learning organization within the context of support services management. |
| NCBM 129 | International Parking Institute (0) |
| Addresses management and leadership topics such as leading others, managing conflict, situational leadership, employee theft, managing diversity, and leadership styles. Covers industry-specific topics such as financial management, revenue control, customer service, design and maintenance, and bond feasibility within the context of international parking. |
| NCBM 130 | Politics of National Security (0) |
| Explores the military, economic and political environment of American defense decision making. Focuses on the concepts, issues and institutions that shape defense programs and policies. Examines the internal structures and processes through which the Navy executes them. Reviews the interaction of contending domestic and foreign policy objectives, strategic doctrines, and tactical weapons programs. |
| NCBM 131 | Local Government Leadership Institute (0) |
| No course description available at this time. |
| NCBM 139 | Strategic Planning: A Practical Approach for Competitive Success (0) |
| Introduces strategic planning as an integral part of a business or organization. Reviews the key components of a strategic plan, and how to think strategically. Covers the basics and steps necessary for developing a strategic plan for a business or organization. |
| NCBM 141 | Training Program Design and Development (0) |
| Reviews the basic elements of designing and developing training programs. Examines the foundational formative and summative evaluations, and their use within program design and development. |
| NCBM 142 | Training of Trainers (0) |
| Examines how training is used as a planned and organized activity designed to impart skills, techniques and methodologies. Provides the fundamental knowledge and skills essential to training. Reviews adult learning theory, group dynamics, and needs assessment. Explores how to establish training goals and objectives. Reviews the components for the design, delivery and evaluation of training. |
| NCBM 143 | Data Collection & Analysis for Continuous Improvement (0) |
| Examines the skills needed for data collection and analysis. Covers the basics of data-driven analysis using customer satisfaction data, performance data, and strategic planning outcome data. Teaches the tools and strategies necessary for data-driven decision-making. Explores how data-driven analysis and decision-making create an organizational culture of continuous quality improvement. |
| NCBM 150 | Multiple Award Contracts (0) |
| Provides pertinent information relating to the use of multiple award contracts and Federal Supply Schedules. |
| NCBM 151 | Award Term Contracting (0) |
| Reviews award term contracting, including key characteristics, advantages and disadvantages. Examines appropriate use of award term contracting, and how to successfully incorporate it into contracts. |
| NCBM 152 | OMB Circular A-76 (0) |
| Reviews OMB Circular A-76: what it is, its purpose, and function. Examines the intent of the Office of Federal Procurement Policy. Reviews suggested revisions to A-76, as well as the expected outcomes of the newly revised A-76. Discusses what commercial companies can do to meet the challenges and opportunities of the new OMB Circular A-76. |
| NCBM 153 | Federal Procurement E-Commerce (0) |
| Reviews the terms used with regard to federal procurement and e-commerce. Examines federal legal authorities, and provides a brief overview of state, local and federal systems. |
| NCBM 154 | Performance-Based Contracting (0) |
| Covers the basics of performance-based contracting and performance-based service contracting. Reviews the writing of a statement of work (SOW). |
| NCBM 155 | Implementation of 803: Multiple Award Contracts (0) |
| Provides an update on multiple award contracts and the implementation of 803. |
| NCBM 156 | Commercial Overview of Outsourcing (0) |
| Examines the commercial side of outsourcing, and provides an update on A-76. |
| NCBM 157 | Overview of Government Contracting (0) |
| Provides an overview of doing business with the federal government. |
| NCBM 158 | Performance-Based Services Acquisition S O Ws (0) |
| Provides an overview of performance-based services acquisition (PBSA). Covers how to write a PBSA Statement of Work (SOW). |
| NCBM 159 | Past Performance and Its Impact on Source Selection (0) |
| Provides an overview of how to measure and evaluate past performance. Reviews how to use this data in source selection. |
| NCBM 161 | Becoming a Versatile Leader (0) |
| Examines how leadership has evolved, and the skills needed of leaders to effectively navigate the challenges of today and tomorrow. Discusses the roles leaders and managers. Reviews the versatile leader model, and characteristics that make the versatile leader exceptional and effective. |
| NCBM 162 | Leadership and Influence (0) |
| Examines the key strengths and weaknesses of each social style behavioral theme. Discusses clear strategies for identifying the different social styles of associates and/or customers. Helps participants develop an action plan for making current relationships more productive, and utilize strategies for breaking down communication barriers that prohibit maximum performance. |
| NCBM 163 | Leading Change (0) |
| Examines how to identify the human dynamics of change, as well as the process to manage the human aspects of implementing change. Reviews the eight human risk factors involved in leading successful change interventions. |
| NCBM 164 | Persuasively Presenting Your Ideas (0) |
| Presents techniques and planning structures to organize and present ideas persuasively. Examines how to effectively use presentation aids and supporting materials. Reviews how to leverage personal skills and talents to make a winning presentation. |
| NCBM 165 | Trail Blazing with Teams (0) |
| Explores how to accelerate team development and performance. Identifies phases of team development, and the critical components essential to high-performing teams. Reviews models of team effectiveness. |
| NCBM 166 | Inspiring Creativity (0) |
| Reviews the three critical components of a creativity model used to unlock ideas and insights. Examines nine key principles for everyday creativity. Discusses the four different creativity preferences, as well as tips and techniques used to initiate the creativity process. |
| NCBM 168 | Ethics in Organizations: How to Lead & Live in a Workplace You Admire (0) |
| Explores what it means to be ethical, how to make ethical decisions, and how to muster the moral courage to do the right thing. Examines why good leaders sometimes end up doing bad things, and how good leaders can create good organizations -- those with healthy ethical climates. Reviews how to find ethical solutions to common problems. |
| NCBM 169 | Creating Franchise Value through Public Relations (0) |
| Introduces a framework for integrating the practice of public relations into the core operational functions of an organization. Examines PR's responsibilities that can collectively represent the organization's reputational capital. Reviews a shift in the conventional PR paradigm from a purely support function toward an operational orientation with greater functional integrity with core operations. |
| NCBM 170 | Audience Analysis and Targeting (0) |
| Examines the various methods for identifying and profiling target audiences from both demographic and behavioral perspectives. Covers the theories behind both demographic and behavioral perspectives, and applies them to real-world applications. |
| NCBM 175 | Leading Teams (0) |
| Demonstrates how improving teamwork can dramatically improve both the quality and quantity of results. Reviews practical and fundamental strategies for building collaboration among a group of individuals whose action and commitment are needed to achieve a goal. |
| NCBM 176 | Developing High Performance Teams (0) |
| Reviews the characteristics of a high performance team and the team's ability to gain insight into not only what is being done by the team, but also how it is being done. Examines a structured process for improving team performance. |
| NCBM 178 | COTR Training (0) |
| Covers the 18 units of instruction set forth by the COTR Training Blueprint, FAI. Includes basic COTR roles and responsibilities; procurement ethics; CICA; writing SOWs; acquisition planning; inspection and acceptance; and modifications, delays, claims, and remedies. Also covers government property; termination; payment; contractor performance; and closeout. |
| NCBM 180 | Business Process Management and the Balanced Scorecard (0) |
| Reviews the use of Business Process Management and the Balanced Scorecard to link and align strategy and operations so process improvement efforts yield real, measurable business benefits. |
| NCBM 182 | Enterprise Process Management: How to Optimize Cross-Functional Processes (0) |
| Examines enterprise business processes as the end-to-end, cross-functional practices that create and ultimately deliver value to the customer. Reviews how managing these processes is critical to organizational success. Covers how to map, manage and measure core processes while improving cross-functional collaboration. |
| NCBM 183 | Situational Leadership®: A Model for Teamwork (0) |
| Examines how Situational Leadership® can be used as a powerful tool to create a high performance team that is focused on continuous improvement. Reviews how the Situational Leadership® Model can be used as a foundation for teamwork. |
| NCBM 185 | Fundamentals of Management (0) |
| Covers the basic responsibilities of managers including the functions of planning, organizing, directing, and evaluating the work of others. Examines delegation with control; managing vs. micro-managing; managing the manager's time; managing multiple projects simultaneously; and giving effective feedback. |
| NCBM 186 | Situational Leadership®: A Model for Coaching and Developing Employees (0) |
| Examines the Situational Leadership® Model. Covers the four styles of leadership: directing, coaching, supporting and delegating. Discusses the model's use in developing the leader's skill of reading an employee's task readiness, the primary determinant of appropriate leadership behavior. |
| NCBM 187 | Managing for High Performance (0) |
| Examines leadership skills necessary for high performance. |
| NCBM 188 | Process Mapping and Analysis (0) |
| Examines process mapping as a method to look beyond an organization's functional activities and rediscover its core processes. Reviews the use of process maps to peel away the complexity of an organizational structure (and internal politics) and focus on the processes that are at the heart of the business. Introduces systems thinking, and teaches how to construct and analyze process flow charts. |
| NCBM 190 | Developing Your Public Sector Balanced Scorecard (0) |
| Examines the Balanced Scorecard (BSC) as a strategic management system tool designed to assist organizations achieve and sustain strategic success in ever-changing environments. Reviews how the BSC uses customer, process, and internal development metrics to influence day-to-day management that ultimately helps organizations achieve strategic goals. |
| NCBM 191 | Consulting Skills (0) |
| Covers the role internal consultants can play in enhancing organizational performance. Reviews the methods used by consultants to understand how organizations work and contribute to greater organizational effectiveness. Examines the personal skills, knowledge, and attitudes necessary for an internal consultant. |
| NCBM 192 | Controlling Project Risks and Costs (0) |
| Discusses how to control costs as a critical component of project management. Covers resource risk management planning; estimating costs; budgeting; qualitative and quantitative risk analysis and risk identification; and monitoring and control. Reviews the Project Management Institute's project cost management and project risk management knowledge areas. |
| NCBM 193 | Organizational Culture: The Key to Recruiting and Retention (0) |
| No course description available at this time. |
| NCBM 194 | Beyond Customer Satisfaction: Creating Customer Loyalty Through Experience Engineering (0) |
| Explores why customers respond to well-crafted experiences that meet deep, often unconscious emotional needs. Focuses on a sophisticated methodology for finding what customers want and giving it to them. Examines ways to answer critical business questions regarding customer experience, loyalty, and preferences to create unique customer experiences. |
| NCBM 195 | Marketing and Selling to the Federal Government (0) |
| Reviews the federal government marketplace including government process; the contractor's process; and methods to obtain government business. Examines how to analyze and shape the request for proposal (RFP); gather marketing information; conduct competitive analyses; prepare bid and proposal budgets; establish milestones; review price volumes; and develop and submit a proposal. |
| NCBM 196 | Contract Basics (0) |
| Reviews the federal government marketplace including government process; the contractor's process; and methods to obtain government business. Examines the phases of a contract; contract organization; customer relationships; contract management; audits; task and delivery orders; contract changes; and shutdown. |
| NCBM 197 | Subcontracts Management (0) |
| Presents both a broad and very specific view of management theory and principles. Examines the practical day-to-day issues confronted by the subcontracts practitioner regarding such subjects as: management and subcontracts basics; ethics; subcontracts role in proposal development; teaming agreement; non-disclosure agreement; and teaming and past performance. |
| NCBM 200 | Leadership Challenge (0) |
| Explores how to grow from being a manager to a leader. Discusses how great leaders motivate and unleash the talents and capabilities of the people within organizations. Reviews how leaders develop the ability to inspire commitment and accountability. |
| NCBM 201 | Business Process Mapping (0) |
| Reviews process mapping and process engineering within the context of proven best management practices. |
| NCBM 205 | Situational Leadership®: Theory and Practice (0) |
| Examines the Situational Leadership® Model. Covers the four styles of leadership: directing, coaching, supporting and delegating. Discusses the model's use in developing the leader's skill of reading an employee's task readiness, the primary determinant of appropriate leadership behavior. |
| NCBM 206 | Co-Leadership and Power Partnerships (0) |
| Examines the role of the co-leader, one who typically serves as second-in-command and is complementary to the leader. Explores the leader/co-leader partnership in high performance organizations that value leadership inclusion and collaboration. Reviews the process for developing effective leader/co-leader partnerships. |
| NCBM 207 | Application of Management Fundamentals: Case Studies (0) |
| Applies theories to real situations utilizing case studies. Discusses and debates how managers best resolve, exploit or contend with various work situations. |
| NCBM 208 | Mapping and Deploying Strategy in the Public Sector (0) |
| Examines how a strategy map forces public sector organizations to think about how the organizational functions interact with and support each other. Reviews the strategy map as a management tool that articulates an organization's strategy through a series of cross-functional, cause-and-effect relationships. Covers the use of the strategy map in relation to the 4 Balanced Scorecard perspectives. |
| NCBM 209 | Overview of Critical Thinking (0) |
| Examines the difference between what critical thinking is and what it is not. Reviews the elements of critical thinking and its application. Explores tools to identify and challenge assumptions. Reviews how to evaluate the key differences between facts, opinions and projections. |
| NCBM 210 | Role of Thinking: 21st Century Key Changes (0) |
| Reviews critical thinking within a historical context and answers the question and explores the concept of Metaphoric Model. Demonstrates the use of focus questions for results and the practice of collaborative thinking skills in a team environment. |
| NCBM 211 | Situational Leadership®: Theory and Practice (0) |
| Examines the Situational Leadership® Model. Covers the four styles of leadership: directing, coaching, supporting and delegating. Discusses the model's use in developing the leader's skill of reading an employee's task readiness, the primary determinant of appropriate leadership behavior. |
| NCBM 212 | Meaning and Reasoned Judgment/Shared Values (0) |
| Examines three key questions: 1. What is reasoned judgment? 2. What is the path to reasoned judgment? 3. What are fact, preference, concept and criteria? Demonstrates the process using Socratic Questions to apply judgment qualities and shared values. |
| NCBM 213 | The Problem-Solving Method (0) |
| Focuses on problem-solving and how it relates to critical thinking. Reviews how problem solving begins with problem definition. Presents a five-step model for problem-solving that can be used in collaborative and individual situations. |
| NCBM 214 | Smart Thinking and Decision-Making (0) |
| Examines how to understand one's thinking style through a series of exercises. Explores how critical thinking skills change patterns of thought and subsequently, behavior, to transform the workplace. Discusses the use of these skills in jobs, such as human resources and accounting, that are becoming more strategic and analytical, rather than transactional or rule-driven, as in the past. |
| NCBM 217 | Thinking Lean: The New Diet for Operational Effectiveness (0) |
| Examines the lean operation as one that has identified and eliminated non-value-added activities. Reviews concepts and principles for sustainable organizational transformation, including identifying waste, organizing the workplace, and developing continuous improvement. Includes tools such as Value Stream Mapping, Kanban, Kaizen, and Takt time. Teaches how to make lean effective. |
| NCBM 218 | Getting Social: How Social Media is Revolutionizing PR (0) |
| Examines how the strategic combination of social media and traditional public relations tactics can be used to promote an organization's image, share its messages and build its brand. Explores the latest technology, best practices and social media's role in the marketing mix through a case study approach. |
| NCBM 221 | Intro to Fam Hsg Mgmt, Bh-1 (0) |
| Intro to Fam Hsg Mgmt, Bh-1 |
| NCBM 226 | Mgmt Princ./Ops (0) |
| Mgmt Princ./Ops |
| NCBM 227 | Influence Without Authority (0) |
| Examines how to influence processes, policies, and outcomes when not in a position of power. Topics include discovering the difference between positional and personal power, and coming to understand what may be hindering personal power. Explores how to find sources of alliance, avoid self-sabotage, and assess the values of an organization. |
| NCBM 228 | Generations in the Workplace (0) |
| Introduces the values, attitudes and opinions that drive the four generations in today's workplace. Provides guidance for how to help a multi-generational workforce work together to leverage their differences and increased productivity. |
| NCBM 229 | Choosing Balance and Leadership (0) |
| Explores the perceived dichotomy between balance and leadership and discovers how choices that contribute to balance can lead to more effective leadership. Explores techniques for values clarification, goal-setting, decision-making, stress management, and re-fueling. |
| NCBM 230 | Intro to Organizational Behavior (0) |
| Provides practical techniques for understanding what happens when people work together as well as what might make it better or worse. Topics include how to talk about behavior in a productive way, the idea of needs and getting them fixed, and how technology can change organizations in unpredictable ways. |
| NCBM 231 | Focusing Your Energies: Effective Workflow Management (0) |
| Introduces entrepreneurs to fully maximizing time in order to achieve business goals. Topics include reestablishing a relationship with goal setting and achievement, helping create processes for reducing procrastination, and helping to achieve more in less time. |
| NCBM 232 | Managing People (0) |
| Managing People |
| NCBM 233 | Coaching for Performance (0) |
| Coaching for Performance |
| NCBM 234 | High Performance Organizations (0) |
| High Performance Organizations |
| NCBM 236 | Horse Sense for Leaders (0) |
| Students observe a cowboy working with horses at an area ranch, and assess and analyze how these observations are applicable in daily life. Reviews effective communication, establishing a shared understanding of needs and expectations, gaining commitment and increased motivation, and building trust and gaining respect. |
| NCBM 237 | Making the Transition to the Supervisory Role (0) |
| Focuses on the unique challenges of the middle manager, specifically the role of the front-line leader. Provides the fundamental understandings and practices essential to supervisory success. |
| NCBM 238 | Internal Communications (0) |
| Provides a comprehensive view of the role, scope, and importance of powerful internal communications. Develops skills to deliver highly effective communications. |
| NCBM 239 | Interpersonal Skills at Work (0) |
| Examines how to listen strategically and how to successfully address skill deficits in a variety of settings and situations. Explores how to identify and practice strategies for improving relationships, coaching others, and building success. |
| NCBM 240 | Performance Reviews that Work (0) |
| Examines all facets of writing and delivering reviews that improve performance and strengthen relationships. Explores ways supervisors can better manage performance and support employee development year-round. |
| NCBM 241 | Corrective Counseling and Terminations (0) |
| Explores when managers may need to provide corrective counseling, when termination may be appropriate, as well as the need for clear and consistent policies related to both. Includes verbal and written warnings, and the importance of preparing for a termination, while ensuring it is legal. |
| NCBM 242 | Managing Organizational Stress (0) |
| Explores the research-based, self-care practices for managing stress, and the organizational practices associated with high job satisfaction and better work performance. Engages in experiential exercises to discover the power of simple, practical stress management tools. |
| NCBM 243 | Team Accountability (0) |
| Discovers how to effectively communicate and measure accountability. Identifies individual and group action items and makes them manageable for the entire team. Implements strategies to uncover roadblocks to success and resistance to accountability. |
| NCBM 244 | Managing Emotions in Workplace (0) |
| Discusses emotional skills that are the foundation for success in the workplace. Explores the common emotional situations employees experience. Applies principles derived from research on emotional intelligence to arrive at new solutions for old problems. |
| NCBM 245 | Leading a Virtual Team (0) |
| Examines the critical issues involved in implementing a virtual team, and how to foster a cultural climate conducive to virtual teams. Recognizes the unique role of a team leader, as well as key elements of successful virtual communication and creating a virtual team implementation plan. |
| NCBM 246 | Communicating Ideas with Passion (0) |
| Explores the different types of presentations. Identifies the three elements of an engaging presentation. Assess one's unique skills as a speaker. Examines how and why storytelling is used in communications. Explores techniques used to learn about an audience. |
| NCBM 252 | Leading and Developing High Performance Teams (0) |
| Involves team planning, collaboration, communication, and decision making. Explores the obstacles and challenges encountered in traditional organizational settings. Discusses how personal styles can positively and adversely affect one's team development, while learning to apply the information to one's organization. |
| NCBM 260 | Values Based Leadership (0) |
| Examines the connection between values and leadership styles. Discusses how values fuel a sense of purpose and enthusiasm that inspires employees and engages them as followers. Explores values alignment and conflict, and the need for a personal values statement. |
| NCBM 261 | Managing Communication in a Crisis (0) |
| Identifies common corporate character traits that exacerbate crisis situations. Examines how many crisis situations smolder before exploding. Explores correct and incorrect ways to handle a crisis and provides concrete solutions for managing these situations. |
| NCBM 264 | How to Decide: Improving Decision Making for Indivduals and Teams (0) |
| Identifies the phases and practices of sound decision making in organizations. Explores how to counteract cognitive and emotional barriers. Creates team decision making approaches that enhance the quality of and commitment to decisions. |
| NCBM 265 | Leaders as Coaches (0) |
| Focuses on the development and application of coaching skills for leaders. Addresses the value of coaching in transforming an organization and motivating its employees. Defines an action plan to address real leadership challenges. |
| NCBM 266 | The Power of Ideas: Creativity for Everyone (0) |
| Explores common myths and barriers to creativity. Discusses the creative problem solving process, and identifies tools and techniques used to generate ideas. |
| NCBM 267 | Office Politics: How to Play it Safe and Succeed (0) |
| Focuses on the dynamics of office interactions and employee diversity. Analyzes an office enviroment and explores situations to avoid. Discusses how to predict possible outcomes before taking action, and how to deal with crisis in a calm manner. |
| NCBM 268 | Leading Effective Meetings (0) |
| Prepares one to lead groups to achieve productive outcomes. Explores the design of meetings that foster inclusion, encouragement of communication, and enhancement of group decision making. Identifies key practices associated with effective facilitation, the limited contributions made by agendas to productive meetings, and the specific ways to intervene and redirect groups to productive ends. |
| NCBM 269 | Career Assessment and Development (0) |
| Teaches how to prioritize career interests and anchor oneself in a career. Helps in assessing ones current position and initiates a career development plan for oneself as well as others. Utilizes Strong Vocational Interest Inventory and Schein Career Anchors as career assessment tools. |
| NCBM 271 | Foundation of Confidence (0) |
| Explores ways to overcome negative chatter and comparisons, self doubt, and fear of rejection. Looks at strategies to strengthen communication skills. Discusses how to define success through personal progress, acknowledging accomplishments and establishing beliefs based on reality rather than perception. |
| NCBM 272 | Hiring for Organizational Success (0) |
| Focuses on proven techniques to ensure hiring of individuals for a successful organization. Explores how to create behavioral, predictive, and emotional intelligence questions and scenarios to help gain a true assessment of candidates for employment. |
| NCBM 280 | Organizational Change Without Conflict (0) |
| Presents opportunities on how to expand thinking about conflict. Discusses ways to effectively lead organizations. |
| NCBM 281 | Discovering Your Purpose and Passion for Work (0) |
| Explores ways to increase work-related happiness by identifying and using signature strengths rather than focusing on perceived deficiencies. Discovers ways to incorporate one's true self into daily work life. |
| NCBM 283 | Emotional Intelligence and Professional Success (0) |
| Focuses on relationships with others in the workplace. Provides tools needed to become more aware, skilled, and adept at reading interactions and at adapting to changing situations. |
| NCBM 296 | The Power of Building Relationships (0) |
| Explores ways to build professional relationships that, when connected into a network, can add value to one's work and increase the capacity to create new opportunities. |
| NCBM 302 | Project Management Professional: Examination Preparation Assessment (0) |
| Focuses on strengthening the comprehension of the Project Management Institute's Project Management Body of Knowledge. |
| NCBM 303 | Cut Costs without Slashing Services (0) |
| Identifies customer requirements within the public sector. Maps processes to capture time and value. Discusses process pulse points and evaluates process improvement opportunities. |
| NCBM 304 | Putting Evaluation Results to Work (0) |
| Focuses on program evaluation and its importance to nonprofit business decision-making. Explores the basic elements of program evaluation. Discusses how to draft a comprehensive evaluation plan and reviews major steps to implement it. Explores ways in which evaluation results can be utilized to inform strategy and operations. |
| NCBM 400 | Leadership Skills for Experienced Supervisors (0) |
| Examines first-level leadership, styles of leadership, and situational leadership. Covers effective writing, conflict management, teamwork, collaboration and strategic planning. |
| NCBM 401 | Leadership Skills for New Managers (0) |
| Enhances the skills of new managers through curriculum that focuses on influence management, generational differences, creativity and innovation, and collaboration. |
| NCBM 402 | Leadership Skills for Experienced Managers I (0) |
| Provides the knowledge and fundamentals of theory for the advanced role of the manager. Focuses on the paradoxes of executive leadership, building coalitions, and developing a vision for their organization. |
| NCBM 403 | Leadership Skills for Experienced Managers II (0) |
| Builds on the initial course for experienced managers to include theory and practice related to power thinking, high performance, and the strategies of outstanding leaders. |
| NCBM 404 | Leadership Skills for New Supervisors (0) |
| Demonstrates how to create a language of leadership that builds bridges of understanding and commitment between a leader and his followers. Introduces the Situational Leadership II model and links to how to strategically communicate with others based on the theory of temperament. |
| NCBM 405 | McIntire Knowledge Continuum (0.6) |
| Provides business leaders with a cutting-edge learning experience focused on the management of information technology. Introduces the latest approaches to leadership, innovation, architecture, emerging technologies, project management, business analytics, and social media. Delivered in a one-day executive style seminar program. |
| NCBM 406 | Certified Professional Contract Management Exam Prep (0) |
| Discusses the current trends in contract management; reviews the components of the Contract Management Body Of Knowledge; synopsizes and analyzes current procurement cases to prepare students to take the Certified Professional Contract Management (CPCM) exam. Recommended for contracting professionals who have mastered the majority of the contract management competencies, have extensive business training, and a minimum of 5 years experience. |
| NCBM 410 | SHRM Learning System and Exam Preparation (0) |
| Prepares students for Society of Human Resources Management (SHRM) industry certification exams (Certified Professional or Senior Certified Professional). Uses SHRM Body of Applied Skills and Knowledge (BASK), which defines standards for HR professionals globally. Noncredit course. See SHRM for full certification requirements. Enrolled students receive partner price for SHRM Learning System and textbooks. |
| NCBM 500 | Moving from HR Metrics to HR Analytics (0) |
| Provides HR practitioners an applied learning experience in data analytics and the skills needed to leverage analytics to determine future organization performance outcomes. After completion, participants will be eligible to receive 13 SHRM (Society of Human Resources Management) Professional Development Credits. Recommended: Knowledge of Microsoft Excel. |
| NCBM 501 | Higher Education Program for Executive Level Assistants I (0) |
| Part 1 of a 12-session program built for the University of Virginia participants. Effective assistants can make impactful contributions to all levels of the organization and staying relevant is crucial. The HEPELA program will support EAs in growing personally, navigating logistics, solving problems, and delivering results. Requires enrollment in NCBM 501 and NCBM 502 for successful completion. |
| NCBM 502 | Higher Education Program for Executive Level Assistants II (0) |
| Part 2 of a 12-session program built for the University of Virginia participants. Effective assistants can make impactful contributions to all levels of the organization and staying relevant is crucial. The HEPELA program will support EAs in growing personally, navigating logistics, solving problems, and delivering results. Requires enrollment in NCBM 501 and NCBM 502 for successful completion. |