eCornell Online Professional Development Programs

Certificate Program in

Master Certificate in Healthcare Leadership

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Certificate Program in

Master Certificate in Healthcare Leadership

Certificate Information
This certificate program is comprised of the following 3 online courses, plus 16 elective courses: SLN551: Transformational Excellence: Change Leadership in Healthcare SLN552: Strategic Planning for Healthcare Organizations SLN553: Revising and Implementing Your Strategic Plan Elective Courses HAME509HC: Risk and Return: How to Identify, Measure, and Incorporate Into Capital Budgeting Decisions HAME510: Raising Capital: The Process, the Players, and Strategic Considerations HAME511: Managing Strategic Change ILRHR505: Organizational Culture and Work/Life Balance

Certificate Overview
This 11-course comprehensive online certificate program in healthcare leadership from Cornell Universitys College of Human Ecology will provide you with the strategic planning and decisionmaking tools required to lead a healthcare facility.

Description
Healthcare administrators, physicians and medical professionals tend to focus their efforts on 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? This five-course online program prepares you for a high-level management role and elevates your potential for leadership at your organization. This accelerated program can be completed in just 2-3 months. Gain valuable hands-on experience developing core leadership competencies central to the healthcare industry. Learn to identify areas for improvement or potential for growth in your organization and design strategic plans to set and meet goals. Upon completion, youll be able to make an impact by putting your newly acquired skills and Ivy League credential into practice.

ILRHR506: Communicating and Coaching and Counseling for Improved Performance ILRMD509: The Impact of Personality Styles on Communication ILRMD510: Managing Communication Challenges ILRSM509: Developing an Agenda for Change ILRSM510: Mapping the Political Terrain of Allies and Resistors ILRSM511: Negotiating Support and Buy-In for Your Agenda ILRSM512: Mobilizing the Coalition for Action

Who Should Enroll in This Certificate?

Hospital and healthcare facility administrators, VP level and C-suite executives, chiefs of staff, hospital board members, chief nursing officers, department directors and other healthcare professionals with supervisory, management or executive-level responsibilities. This certificate is also appropriate for clinicians, medical personnel and staff who are transitioning upward into administrative, management, director or executive leadership roles.

ILRSM517: The Coaching Mindset for Engaging and Developing Others ILRSM518: The Coaching Process for Engaging and Developing Others LSM506: Executive Decision Making SLN561: Planning and Designing a Healing Environment SLN562: Basic Tools for Facility Planning

Accreditation
Learners who successfully complete this program receive a Master Certificate in Healthcare Leadership Certificate from Cornell University

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Required Course: Transformational Excellence: Change Leadership in Healthcare SLN551

Authoring Faculty
Nick A. Fabrizio, PhD

Description
This course,the first in the six-course certificate program, Healthcare Facilities Design: Strategy & Innovation, outlines important problems facing the healthcare industry, citing them as reasons for enacting transformational change. The course teaches healthcare leaders and managers how to gather data related to improvement strategies and then implement corrective actions designed to 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 implement one transformational change in their own healthcare organization.

Sponsoring School
Cornell Universitys College of Human Ecology

Total Learning Time

Approximately 3 1/2 hours over a period of 2 weeks for each course.

Who Should Take This Course?

This course is intended for those currently working in a supervisory or managerial capacity in 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 also appropriate for professionals with a background in business and management who are new to the healthcare setting. Administrative directors, department heads, program directors, project leaders of key initiatives, clinical directors, and chiefs of staff and service will find 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 and begin to develop a strategy for doing so

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Required Course: Strategic Planning for Healthcare Organizations SLN552

Authoring Faculty
Nick A. Fabrizio, PhD

Description
Healthcare organizations and the professionals who run them often approach the task of management much as a service provider approaches a patient: quickly identifying the symptoms or problems, making a diagnosis or analysis, and developing a treatment plan or solution. While 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-term 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 gauge their organization's readiness to undertake a strategic planning process; how to develop strategies 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 how to use a variety of tools and techniques to collect and analyze data and identify areas in need of improvement.

Sponsoring School
Cornell Universitys College of Human Ecology

Total Learning Time

Approximately 6 hours over a period of 2 weeks for each course.

Who Should Take This Course?

This course is intended for those currently working in a managerial capacity in the healthcare industry as well as those who want to move from positions in general administration to positions in healthcare leadership and administration. High-level healthcare administrators, non-physician executives, physician executives, and 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 process Identify areas for improvement and potential growth

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Required Course: Revising and Implementing Your Strategic Plan SLN553

Authoring Faculty
Nick A. Fabrizio, PhD

Description
Many medical groups develop strategic plans that are never fully implemented or woven into the fabric of the organization?s mission, vision and operating plans. Other medical groups develop plans without articulating how their achievement will strengthen the organization, who is responsible for implementing them, or how progress will be monitored, measured and reported. This course, the third in the six-course certificate program "Healthcare Facilities Design: Strategy & Innovation" outlines how to plan and conduct a strategic retreat designed to identify the goals critical to your organization's growth and to construct and implement a plan for achieving them. Learn how to gain the buy-in of important stakeholders and decision makers; explore how the internal and external environments affect strategic plans; and develop the skills to evaluate and refine them continuously based on changes to these environments, to ensure their success.

Sponsoring School
Cornell Universitys College of Human Ecology

Total Learning Time

Approximately 6 hours over a period of 2 weeks for each course.

Who Should Take This Course?

This course is intended for those currently working in a supervisory or managerial capacity in the healthcare industry, as well as those who want to move from positions in general administration to positions in healthcare leadership and administration. High-level healthcare administrators, non-physician executives, physician executives and chief 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 Course: Risk and Return: How to Identify, Measure, and Incorporate Into Capital Budgeting Decisions HAME509HC
Authoring Faculty
Steven Carvell, PhD, Associate Professor and Associate Dean for Academic Affairs Scott Gibson, PhD, Assistant Professor

Description
Managers, directors and administrators in today's healthcare environment must have the right tools to identify relevant project risks and weigh those risks against expected returns in a competitive market. They must understand how the risk-return relationship is incorporated into capitalbudgeting decisions. This two-week course provides non-financial management and staff with an understanding of the 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-budgeting decisions. Explain why risk is a critical component of the capital-budgeting decision and what its impact is on the ultimate value of the investment under consideration.

Sponsoring School
Cornell Universitys School of Hotel Administration

Total Learning Time

Approximately 6 hours over a period of 2 weeks for each course.

Who Should Take This Course?

This course is designed for non-financial managers who are responsible for making integrated financial decisions and need to be able to understand the interrelationship of 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 Course: Raising Capital: The Process, the Players, and Strategic Considerations HAME510
Authoring Faculty
Steven Carvell, Ph.D., Associate Professor and Associate Dean for Academic Affairs Scott Gibson, Ph.D., Assistant Professor

Description
Firms routinely require access to external capital markets in order to fund capital and operating investments. Making complete, well-informed financing decisions at the corporate level requires a thorough understanding of capital markets. This course provides an introduction to the issues surrounding the debt-equity decision. It explains how decisions at the department or division level 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 fully how characteristics of capital markets impact the process and prospects of raising capital. Through an exploration of the strategic considerations involved in creating an optimal mix of debt and equity, this course addresses questions about the process of raising funds and the appropriate amounts of debt and equity to raise. Through it, you gain the insight you need to contribute to decisions in your own firm and obtain a more complete understanding of corporate restructuring, mergers, acquisitions, and bankruptcy.

Sponsoring School
Cornell University's School of Hotel Administration

Total Learning Time

Approximately six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is designed for non-financial managers who are responsible for making 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: How 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 Capital Budgeting Decisions (HAME509) prior to enrolling in this course.

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Elective Course: Managing Strategic Change HAME511

Authoring Faculty
Cathy A. Enz, Ph.D., Professor

Description
With emerging technologies and expanding global marketplaces, it is imperative that organizations become highly proficient in driving their change agenda. Whether diversifying, downsizing, merging, reorienting business, or developing new management structures, organizations must be 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 experiential exercise provides an opportunity for participants to learn by doing and to assess their own effectiveness in facilitating change.

Sponsoring School
Cornell University's School of Hotel Administration

Total Learning Time

Approximately five to six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is fundamental for managers, supervisors, and team leaders in any organization 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 initiatives Develop and implement an effective methodology for carrying out a successful change initiative

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Elective Course: Organizational Culture and Work/Life Balance ILRHR505

Authoring Faculty
Mary S. Rudder, Adjunct Instructor

Description
This course covers how to develop a strong employee relations program that inspires people to deliver 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.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks for each course.

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--that may 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 Course: Communicating and Coaching and Counseling for Improved Performance ILRHR506
Authoring Faculty
Mary S. Rudder, Adjunct Instructor

Description
This course covers the relationship between effective communication and coaching and counseling to employee relations. The course uses an interactive case study simulation to address many of the topics. Participants will examine the ways communication occurs in an organization, communication 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 related topic that must be addressed by HR professionals.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks for each course.

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 Course: The Impact of Personality Styles on Communication ILRMD509

Authoring Faculty
Nancy Lampen, Director, International Programs

Description
Interpersonal communication is one of the most challenging and important aspects of a successful career. It is essential for leaders and managers to understand the basics of communications, their own communication styles, the critical role of emotional intelligence, and the impact of all of this on 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 and manage employees.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks for each course.

Who Should Take This Course?

Employees with supervisory responsibilities, entry-level managers and supervisors, and shift 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 behaviors 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 Course: Managing Communication Challenges ILRMD510

Authoring Faculty
Nancy Lampen, Director, International Programs

Description
Interpersonal communication is often one of the most challenging aspects of a career. To communicate successfully, professionals need to find a balanced approach to dealing with difficult people or conversations. One must be assertive enough to avoid being taken advantage of, but not so aggressive that he or she alienates or upsets co-workers. In this course, participants will 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 and abilities.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks for each course.

Who Should Take This Course?

Employees with supervisory responsibilities, entry-level managers and supervisors, and shift 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 Course: Developing an Agenda for Change ILRSM509

Authoring Faculty
Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Description
The many economic, competitive, and global factors that influence how organizations conduct business are constantly changing and evolving. The ability of organizations to understand these 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 within the 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 which they cannot.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all 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: 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 Course: Mapping the Political Terrain of Allies and Resistors ILRSM510
Authoring Faculty
Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Description
Implementing an agenda for action is a political process driven by individuals within the organization who emerge as change agents. Essential to their success is the understanding that all new initiatives attract both allies and resistors. This course, the second in a four-course series, "Getting Things Done in Organizations: Creating Change and Building Support", teaches leaders how to frame their agenda in a way that helps them identify and assess potential allies and resistors to their initiatives. With this understanding participants will be able to anticipate and prepare for arguments resistors may use in their attempts to derail the initiative.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all 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: 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 Course: Negotiating Support and Buy-In for Your Agenda ILRSM511
Authoring Faculty
Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Description
In these highly uncertain and turbulent times, going it alone is no longer a route to success; as a result, effective leaders build coalitions of support for their agenda and change initiatives. Leaders 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 and 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 support for their initiative

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all 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: 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 take Mapping the Political Terrain of Allies and Resistors (ILRSM510) prior to enrolling in this course.

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Elective Course: Mobilizing the Coalition for Action ILRSM512

Authoring Faculty
Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Description
In most organizations, it is no longer sufficient to identify what needs to get done, and how it should 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 Change and 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

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is essential for department heads, team leaders, and managers working at all 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 take Negotiating Support and Buy-In for Your Agenda (ILRSM511) prior to enrolling in this course.

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Elective Course: The Coaching Mindset for Engaging and Developing Others ILRSM517
Authoring Faculty
Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

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 all employees. A coaching mindset implies that leaders approach employees not simply as subordinates, but protgs, resources to be developed and expanded. Coaching is critical to good workplace leadership. In developing this course, Samuel Bacharach, McKelvey-Grant Professor at Cornell University, and Yael Bacharach, MA, LCSW, appreciate that not all styles of coaching are suitable for the workplace, and distill three decades of academic and business research into coaching best practices most appropriate for organizational leaders. The course emphasizes the importance of supplementing the traditional supervisory mindset with the coaching mindset. The course draws upon a variety of examples to illustrate coaching in an organizational context, and details the four functions of coaching in an easy-to-understand and practical context. The course takes a step-by-step approach through the five rules of the coaching dialogue and illuminates effective techniques for listening, asking questions, and providing feedback. The course provides a wealth of tools and processes, including instruction on how to recognize and use the language of coaching and balance the different functions of coaching. Through coaching, leaders are able to support and encourage their team members to learn skills and acquire knowledge that helps improve job performance. Coaching works laterally too, in that a leader can apply coaching techniques when working with colleagues. The organization as a whole benefits from a solid coaching culture. Without the right coaching principles in place, employees may not reach their full proactive capacity, rendering the organization less able to execute its goals. This course goes beyond the basics and offers detailed instruction on maximizing the proactive capacity of employees by showing leaders how to integrate the coaching mindset into their leadership style.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is essential for executives, managers, department heads, 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: Define coaching in terms of the organizational context, differentiating the coaching mindset from the supervisory mindset Apply the listening, questioning, and feedback skills necessary to facilitate the coaching dialogue Assist others in building their proactive capacities

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Elective Course: The Coaching Process for Engaging and Developing Others ILRSM518
Authoring Faculty
Samuel B. Bacharach, Ph.D., McKelvey-Grant Professor

Description
Leaders who have learned to develop a coaching mindset, studied coaching functions, and practiced the coaching dialogue in The Coaching Mindset, can continue their studies here by examining the coaching process. This course, developed by Samuel Bacharach, McKelvey-Grant Professor at Cornell University, and Yael Bacharach, MA, LCSW, teaches the essential steps of coaching. As in The Coaching Mindset, the authors realize that in the workplace not all coaching approaches are appropriate, and have developed a model process which is uniquely applicable for organizational settings. The course walks through the process of goal setting in each of the four arenas of coaching; helps you to understand the framing, prioritization, and execution of goals for your subordinates; and addresses roadblocks that appear throughout the coaching process. After taking this course, leaders will understand everything from how to help their proteges with 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 obstacles, providing 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 leadership capacity of the coach, but also the proactive capacity of the protege. Coaching is no longer a luxury. It is a tool that leaders must have when trying to get top performance from everyone in the organization. Successful organizations are those that make coaching part and parcel of their organizational culture. This second course in the coaching series and tenth course in Professor Bacharachs management series will give leaders additional tools for working effectively within their organizational culture and building the proactive capacity of individuals and the organization alike.

Sponsoring School
Cornell University's School of Industrial and Labor Relations

Total Learning Time

Approximately six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is essential for executives, managers, department heads, 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 Course: Executive Decision Making LSM506

Authoring Faculty
Florence Berger, Ph.D., Professor Emeritus Judi Brownell, Ph.D., Professor

Description
In today's competitive business climate, it is imperative that executives know how to make key decisions quickly and decisively. Strategic decisions often entail considerable risks and can have long-range implications for the organization. In this course, learners will learn how to apply formal decision-making processes in order to reduce risk and choose the best course of action for their organization. They will learn methods and techniques for making critical decisions in a challenging environment with limited time and resources. This course focuses on how to maximize available assets, identify risks and obstacles, and gather the necessary data for an informed decisionmaking 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 executive 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

Sponsoring School
Cornell University's School of Hotel Administration

Total Learning Time

Approximately five to six hours over a period of two weeks for each course.

Who Should Take This Course?

This course is a priority for executives, managers, and team leaders responsible 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 executive 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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Elective Course: Planning and Designing a Healing Environment SLN561

Authoring Faculty
Franklin Becker, PhD

Description
Nearly every major regional healthcare facility in the United States is in the midst of or planning a capital 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 projects 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 planning, design and management of healthcare facilities and systems. After this course you will be a more intelligent and discerning consumers of research evidence and related information, and be more a productive participant in the planning and design process. You'll learn the key steps in the planning and design process with a focus on how the facility affects quality of care and the experience of patients and care-giving staff. Case studies illustrate design approaches that lend themselves to patient-centered care and that lead to greater operational efficiency and effectiveness. A course project provides students with the opportunity to apply what they're learning to the creation of an outline of a facility plan for their own organization.

Sponsoring School
Cornell Universitys College of Human Ecology

Total Learning Time

Approximately 6 hours over a period of 2 weeks for each course.

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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Elective Course: Basic Tools for Facility Planning SLN562

Authoring Faculty
Brooke Hollis

Description
The process of designing a healthcare facility has a special mission: to have a positive impact on its many usersincluding patients, families, visitors, nurses, physicians, and other clinical and non-clinical staffwhile simultaneously fostering cost-effective operations. To achieve the best 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 improvement 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 of the course, you will be a more intelligent consumer of information and a more effective participant in the healthcare facility planning and design process.

Sponsoring School
Cornell Universitys College of Human Ecology

Total Learning Time

Approximately 6 hours over a period of 2 weeks for each course.

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 managers, and others healthcare mangers and leaders expecting to play crucial roles in a 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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 EDUCE
The New Standard in Collaboration & Social Learning
At eCornell, we believe learning is primarily a social endeavorthat students learn as much from their peers as they do from their instructors and the course content itself. EDUCE, eCornells powerful new learning platform, is a suite of collaborative learning tools that are engaging and easy to use, heightening the social learning experience. Principally designed to improve student outcomes and bring about greater practical application, EDUCE also makes learning more enjoyable and rewards participation with measurable results. Collaboration is essential. Featuring an intuitive interface, EDUCE enhances learning through:

Social Networking

Connect with eCornell instructors and coursemates and build on your Social Profile by integrating with LinkedIn and Facebook. Social networking is indispensable to peer collaboration in the new social learning environment.
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Commenting

Comment on course assets, articles, images, videos and much more. View comments from students past and present as you share in the ongoing conversation.

Powerful Search Engine

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Discussion Forums

Forums are central to collaborative e-learning. Engage in thoughtprovoking discussions with students and instructors across the eCornell network. Browsing is quick and easy with simple forum navigation.

Search the eCornell network by keyword for people, articles, classmates, course content and more.

Downloadable Audio & Video

From MP3 podcasts to video lectures, a growing library of media is available at your fingertips.

Live Chat

Get tasks done and questions answered instantly by chatting with colleagues and instructors in real time.

News Feed

Stay part of the conversation, keep tabs on your community and receive important up-to-date notifications from across the eCornell network.

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eCornell continues to set the standard in social learning by delivering award-winning online instruction in a collaborative environment, helping students maximize their potential, both personally and professionally.
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