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Management Skills for International Business

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Management Skills for International Business

Name: Management Skills for International Business
Rating: 4.6950732356857525 (751 reviews)

This course is part of International Business Essentials Specialization

Instructor: David James

33,433 already enrolled

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4 modules

Gain insight into a topic and learn the fundamentals.

751 reviews

3 weeks to complete

at 10 hours a week

Flexible schedule

Learn at your own pace

97%

Most learners liked this course

4 modules

Gain insight into a topic and learn the fundamentals.

751 reviews

3 weeks to complete

at 10 hours a week

Flexible schedule

Learn at your own pace

97%

Most learners liked this course

Details to know

Shareable certificate

Add to your LinkedIn profile

Assessments

8 assignments¹

AI Graded see disclaimer

Taught in English

91% of learners achieved a positive career outcome

See how employees at top companies are mastering in-demand skills

Learn more about Coursera for Business

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Build your subject-matter expertise

This course is part of the International Business Essentials Specialization

When you enroll in this course, you'll also be enrolled in this Specialization.

Learn new concepts from industry experts
Gain a foundational understanding of a subject or tool
Develop job-relevant skills with hands-on projects
Earn a shareable career certificate

There are 4 modules in this course

This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect.

This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/. This course is endorsed by CMI

Module details

This week introduces the key responsibilities of managers, exploring how these differ from leadership, how performance and added value can be measured, and why managing change is essential. By the end, you’ll understand core managerial skills, recognise the distinction between managing and leading, and be familiar with how managers drive value and lead effective change.

What's included

21 videos11 readings4 assignments

21 videosTotal 195 minutes

Course introduction3 minutes
Key concept: an introduction to frameworks of management roles2 minutes
Key concept: Mintzberg’s managerial roles and Fayol’s management principles14 minutes
Key attributes for an effective manager17 minutes
Key skills from the CMI | Interview with Paul Taylor12 minutes
Key skills from CIMA | Interview with Andrew Harding10 minutes
Decision making | Interview with Andrew Harding5 minutes
Key management skills | Interview with Jan Cameron10 minutes
Ashridge Framework in management styles4 minutes
Case study: An introduction to management skills1 minute
Case study: An example of management skills 6 minutes
Women in leadership | Interview with Mary Stiasny16 minutes
Leadership| Interview with Claire Taylor19 minutes
Case study: Interview with Stephen Hobbs | Key skills for leadership and management13 minutes
Leadership vs management12 minutes
Gary Yukl | Building expert power10 minutes
Introduction | How to measure a manager's level of effectiveness4 minutes
Case study: An introduction to the effectiveness of operational managers2 minutes
Case study: The effectiveness of operational managers | Example 115 minutes
Case study: The effectiveness of operational managers | Example 218 minutes
Week 1 summary3 minutes

11 readingsTotal 255 minutes

Course structure and navigation10 minutes
Learn effectively this course5 minutes
CMI | Henri Fayol30 minutes
CMI | Henry Mintzberg30 minutes
CMI | What attributes do I need?30 minutes
The psychology of leadership20 minutes
CMI | Understanding management and leadership styles30 minutes
CMI | Adair's action-centred leadership30 minutes
The six griefs of good leadership20 minutes
7 Habits of remarkably effective leaders20 minutes
CMI | Stephen Covey30 minutes

4 assignmentsTotal 65 minutes

Case study - what have you learned?15 minutes
Case study - what have you learned?10 minutes
Comparing leadership styles and planning your development areas10 minutes
End of week 1 quiz30 minutes

By the end of week two, learners will be able to understand and explain the main features and roles of a team, have an understanding of how to resource and develop a team, and how to achieve and measure optimum team delivery.

What's included

9 videos9 readings2 assignments1 peer review

9 videosTotal 111 minutes

Week 2 Introduction3 minutes
Key concept | Effective teamwork and Belbin's team roles10 minutes
Case study | Workplace applications of Belbin's team roles7 minutes
Case study: Interview with Stephen Hobbs | Building an effective team15 minutes
Interview with Graham Chase | Teamworking28 minutes
Interview with Jan Cameron | Building an effective team13 minutes
Case study: Interview with Valentina Lorenzon | Collaborative relationships10 minutes
Case study: Managing a team to optimum performance23 minutes
Week 2 summary4 minutes

9 readingsTotal 230 minutes

CMI | Belbin's team roles30 minutes
CMI | Steps in successful team building30 minutes
Three obstacles to shaping an effective team (and how to overcome them)10 minutes
CMI | Tuckman's stages of team development30 minutes
CMI | Lencioni's five dysfunctions of a team30 minutes
CMI | Developing trust30 minutes
CMI | 5 ways to bridge the trust gap between senior and middle management30 minutes
CMI | How to use feedback to make your team perform like the All Blacks30 minutes
Ted Talk | How to save the world (or at least yourself) from bad meetings10 minutes

2 assignmentsTotal 60 minutes

Belbin's team roles- which role do you fulfil?30 minutes
End of week 2 quiz30 minutes

1 peer reviewTotal 60 minutes

The legend of Steve Jobs lives on60 minutes

Week three introduces learners to a range of conceptual motivation frameworks. Learners will gain an understanding of the reasons employees come to work, the ways in which a manager can motivate their team, individually and collectively. By the end of the week, learners will be able to understand and apply motivational theories to the workplace, and have a good understanding of a range of techniques to motivate employees.

What's included

6 videos12 readings1 assignment

6 videosTotal 40 minutes

Week 3 introduction4 minutes
Key concept: Motivational theories | Introduction8 minutes
Herzberg's motivation | Hygiene theory8 minutes
McGregor's theory X and theory Y models9 minutes
Adams' equity theory7 minutes
Week 3 summary4 minutes

12 readingsTotal 330 minutes

CMI | Herzberg and hygiene factors30 minutes
CMI | McGregor's theory X, theory Y30 minutes
Adams' equity theory10 minutes
CMI | Maslow's hierarchy of needs30 minutes
CMI | Vroom's expectancy theory30 minutes
Further reading: Motivation30 minutes
CMI | Motivate me, or I'm changing job30 minutes
CMI | The Hawthorne experiments30 minutes
Ten ways to kill your team's motivation by accident20 minutes
CMI | Motivating your team30 minutes
CMI | Motivating the demotivated30 minutes
CMI | What highly engaged staff need from their managers30 minutes

1 assignmentTotal 30 minutes

End of week 3 quiz30 minutes

Discover how to communicate effectively in professional settings. This week covers key communication techniques, how to choose the right delivery channel, the role of verbal and non-verbal cues, and how to navigate the informal "grapevine" in the workplace.

What's included

15 videos7 readings1 assignment1 peer review

15 videosTotal 154 minutes

Week 4 introduction5 minutes
Interview with Graham Chase | Communication skills15 minutes
Case study: communication strategy17 minutes
Case study: Interview with Stephen Hobbs | Workplace communication17 minutes
Case study: Interview with Michael Davis | The role of I.T.13 minutes
Key concept | Verbal and non-verbal communication1 minute
Verbal and Non-Verbal Communication32 minutes
Key concept: Frameworks for managing change | Introduction3 minutes
Key concept | Kurt Lewin's 3 step change management model5 minutes
Key concept: Kotter's 8-step change model11 minutes
Key concept | Kubler-Ross's 5-stage model4 minutes
Case study: An introduction to the applications of the frameworks for managing change6 minutes
Case study: Applications of the frameworks for managing change10 minutes
Case study: Interview with Reetu Kansal | Key skills in managing change12 minutes
Week 4 summary4 minutes