The Corporate University catalog provides information on training courses, programs, and resources available through the company's Corporate University. Courses cover topics like supervision, communication, conflict resolution, and process improvement. The catalog includes a 2010 training calendar, course descriptions, information on registering for courses, and lists of internal and external training resources. The Corporate University aims to develop employees through business-driven, needs-focused training and development opportunities.

1. The Corporate University
January – December 2010
Catalog
Adapted from earlier works by Mitchell
W. Manning Sr. for use as an example
of a Corporate University Catalog by
Business and Industry
Catalog Developer
Mitchell W. Manning
Resource Development Consultant
Phone: 252-714-3481
Email: manningmitch@aol.com

2. Purpose of the Corporate University
To develop internal talent.
Function of the Corporate University
To serve all employees as a consultant and broker for business driven and needs focused
training and development.
Overview of the Corporate University Catalog
The Corporate University Catalog contains an annualized course calendar/schedule, course
descriptions (including unscheduled courses and programs as additional training and
development options), training resources (internal and external), and computer-based training
options. The Table of Contents begins on the next page.
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3. Table of Contents
2010 Training Calendar page 5
Training Announcements page 6
How to Register page 6
Requests page 6
Training and Development Guidelines
by Job Classification page 7
Course Descriptions page 8
Account Management Skills 9
Basic Supervision Series 11
Fundamental Skills of Managing 11
Fundamental Skills of Communicating 11
Dealing With Conflict 11
Using Positive Discipline 12
Dealing With Complaints 12
Preparing for Change 12
Basic Problem-Solving And Decision Making Tools for Teams 13
Basic Process Improvement Tools for Teams 14
New Team Start-up and New Manager Assimilation
Teams From Start-up to Stand-alone
Team Start-up Kit for Team Members and Leaders
Team Member Checklist for Plan/Do/Check/Act (PDCA)
Assessing Team Progress
Systems Thinking
The PDCA Improvement Process and Link to Core Process Redesign
Process Mapping
Basic Data Gathering
Waste Elimination
Cycle Time Improvement
Value Analysis With Activity Based Costing
Focus On the Customer
The Benchmarking Process
Conflict Resolution Skills 17
Customer Interaction Basics 18
Diversity 19
Executive Development Institute
Focusing On The Customer 20
Helping Others Succeed 22
Legal Aspects of Managing People 23
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4. LeanSixSigma 24
Leadership Training 24
Black Belt Training 24
Managing Personal Growth 25
Negotiating for Success 26
Performance Management Skills 27
Project Management Basics 28
Strategic Business Planning 29
Targeted Selection – Full Program (2 days) 30
Targeted Selection – Review and Creating Interview Guides (4 hours) 30
Targeted Selection – Related Interaction Management Courses 30
Who Moved My Cheese? 31
Computer Based Training Options page 32
Project Management – American Society for Quality (ASQ) 32
Six Sigma – ASQ 33
Basic Supervision Series – Vital Learning 35
National Manufacturing Association – Virtual University 36
Targeted Selection – Development Dimensions International (DDI) 37
Programs page 38
Administrative Professional Certification – International Association
for Administrative Professionals (IAAP) 38
Building On Talent – CORPORATE Center of Management Services 41
Leadership Development Program – Center for Creative Leadership (CCL) 43
Looking Glass – Center for Creative Leadership (CCL) 46
Middle Manager Development – Center of Management Services 47
Middle Manager Institute – UNC Kenan-Flagler 48
Toast Masters 49
Training Resources page 50
Internal 50
Corporate Management Services 50
Corporate Intranet 50
Corporate Training Committee 50
Employee Handbook 50
External page 50
East Carolina University – Center for Applied Technology 50
NC State Industrial Extension Center – Greenville 50
Pitt Community College 50
Training References Page 60
Course Evaluations page 61
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5. About the 2010 Training Calendar
The 2010 Training Calendar will always be “under construction.” Therefore, it is maintained on-
line and real-time on the Corporate Intranet/Human Resources Web Page.
You can also check the Corporate University Training Calendar on Outlook/Public Folders/All
Public Folders/Corporate/Bulletin Boards/Corporate University/Training Calendar for the most
current schedule and additional course information. Double click on the titles on the Training
Calendar/Outlook to read additional course information.
2010 Training And Development Calendar – Corporate University
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Courses/Programs 1 2 3 4 5 6 7 8 9 1 1 12
0 1
Account Management Skills Y Y Y Y
Basic Supervision Series
Fundamental Skills of Managing Y Y Y Y
Fundamental Skills of Communicating Y Y Y Y
Dealing With Conflict Y Y Y Y
Using Positive Discipline Y Y Y Y
Dealing With Complaints Y Y Y Y
Preparing for Change Y Y Y Y
Basic Problem-Solving and Decision Making Tools for Teams Y Y Y Y
Basic Process Improvement Tools for Teams Y Y Y Y
Conflict Resolution Skills Y Y Y Y
Customer Interaction Basics Y Y Y Y
Diversity Y Y Y
Focus on the Customer Y Y Y Y
Helping Others Succeed Y Y Y
Legal Aspects of Managing People Y Y Y
Lean6Sigma
Leadership Y Y
Black Belt Y Y
Managing Personal Growth Y Y Y
Negotiating for Success Y Y Y Y
Performance Management Skills Y Y Y
Project Management Basics Y Y Y Y
Strategic Business Planning Y Y Y Y
Targeted Selection (Full Program, 2 days) Y Y Y Y
TS Review and Creating Interview Guides (4 hours) Y Y Y Y
Who Moved My Cheese? Y Y Y Y
Programs
Administrative Professional Certification Y Y Y Y Y Y Y Y Y Y Y Y
Building On Talent – CORPORATE Center of Management Y Y
Services
Leadership Development Program - CCL Y Y Y Y Y Y Y Y Y Y Y Y
Looking Glass - CCL Y Y Y Y Y Y Y Y Y Y Y Y
Executive Development Institute – UNC Kenan-Flagler Y Y Y Y
Middle Management Development – CORPORATE COMS Y
Y – Yes, the course/program is scheduled this month. Please check the Intranet/Human
Resources/University to confirm dates and times.
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6. Training Announcements
Training Announcements are posted on company bulletin boards and distributed via
Outlook to Distribution Lists 1&2 (supervisors, managers, directors and executives) and
corporate List – Admins. (area administrators). Announcements are sent 30 to 45 days
prior to the scheduled class.
Changes to schedules, class dates, times, and locations are sent directly to registrants.
How to Register
Respond to the specific Training Announcement via Outlook/Reply. Include name,
telephone number, supervisor’s name and cost center.
Call Mitch Manning at 252-795-3560 if you need to talk with someone about registration.
Requests
Special scheduling of courses in this catalog can be facilitated by the Corporate
University, if requested and sponsored by a cost center manager.
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7. Training And Development Guidelines by Job Classification
Courses/Programs Adm Op/Crft Tch/Prf Supvsr Mgr S.Mgr
Account Management Skills E E E E
Basic Supervision Series
Fundamental Skills of Managing M E E
Fundamental Skills of Communicating M E E
Dealing With Conflict M E E
Using Positive Discipline M E E
Dealing With Complaints M E E
Preparing for Change M E E
Basic Problem-Solving and Decision Making Tools for Teams E E E E E E
Basic Process Improvement Tools for Teams E E E E E E
Conflict Resolution Skills E E E E
Customer Interaction Basics E E E E E E
Diversity M M M
Focus on the Customer E E E E E E
Helping Others Succeed C C
Legal Aspects of Managing People M M M
Lean6Sigma
Leadership I I
Black Belt I I I I
Managing Personal Growth E E E E E
Negotiating for Success E E E E
Performance Management Skills E E E
Project Management Basics E C E E
Strategic Business Planning C C C
Targeted Selection (Full Program, 2 days) E E E M M M
TS Review and Creating Interview Guides (4 hours) E E E E E E
Who Moved My Cheese? E E E E E E
Programs
Administrative Professional Certification E E E
Building On Talent – CORPORATE Center of Management I I I I
Services
Leadership Development Program - CCL I I
Looking Glass - CCL I I I I
Middle Management Institute – UNC Kenan-Flagler I I I
Middle Management Development – CORPORATE COMS I I I I
Mandatory - Required for legal, regulatory compliance, or by . Training schedules and deadlines for
these courses are also mandatory.
Core - Strongly recommended. Considered critical for successful performance unless person has
achieved skills or knowledge through similar training/certification or experience.
Elective - Participation is based on employee's/manager's assessment of relevance to the particular
job developmental needs and priorities.
Invitation - Invited/nominated by employee’s manager.
Adm – Administrative/Clerical
Op/Crft – Operative/Craft
Tch/Prf – Technical/Professional
Sup – Supervisor
Mgr – Manager
SMgr – Senior Manager
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8. Course Descriptions
The majority of the course descriptions that follow are written
generically for open enrollment. Many of the courses can be focused
to provide greater benefit for groups and teams. Send an Email to
manningmitch@aol.com if you have a need for a focused course.
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9. Account Management Skills
A one-day workshop that will provide information and skill development exercises to help
increase effectiveness in the management and development of accounts. This will provide
account managers with the information and skills required to understand, develop and maximize
sales with their accounts.
This session is targeted for anyone who has account development responsibility and is looking
to improve performance through development of current and future accounts.
The workshop includes lecture, small and large group problem-solving and discussion, case
scenarios, and skill development exercises.
Expected Outcomes What participants will be able to do better:
1. Establish meaningful account objectives that can be measured and evaluated.
2. Learn to understand the account in a comprehensive manner including key market
dynamics, competitors, goals, challenges, and key decision-makers.
3. Develop and improve upon account profiles in ways that enhance account development.
4. Allocate and plan optimum commitment of valuable sales time and company resources
for account development.
5. Establish a process of goal-setting and performance evaluation with important account
personnel.
6. Apply methods of consultation to the development of the account including problem-
solving, innovative approaches to develop business, and overcome account challenges.
Modules and Topics
Module 1: Understanding Your Account
• Developing the account profile
• Identifying key decision-makers and influencers to decisions
• Exploring your customer and the need for learning everything about them
Module 2: Developing The Account
• The process of setting goals and objectives
• Penetrating the account organization
• Developing priorities for development
• Establishing a process for evaluating progress
Module 3: Understanding and Applying The Concept of “Value-Added”
• Learn how to differentiate yourself from your competition
• Establish yourself as a expert in your field in the customer’s eyes
• Applying consultation skills to account development
Module 4: Problem-Solving and Overcoming Obstacles Within The Account
• Developing creative solutions to account problems and challenges
• Applying conflict resolution skills to overcome obstacles
• Leveraging past successes with the account
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10. Module 5: Growing The Account Year To Year With The Customer
• Employing periodic progress meetings with the customer
• Tracking and recognizing success
• Mutual goal setting with the customer
Module 6: Summary and Next Steps
• Summarize key learning from the workshop
• Develop a plan of action for implementation following the workshop
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11. Basic Supervision Series
The Basic Supervision Series courses (6) are for new supervisors, and experienced supervisors who
want skills refresher training. It is recommended that these courses be completed within the first six
months in the new role. The modules are:
•Fundamental Skills of Managing
•Fundamental Skills of Communicating
•Dealing With Conflict
•Using Positive Discipline
•Dealing With Complaints
•Preparing for Change.
Cost: $125 (for the series)
Registration: Reply to the Training Announcement/Outlook prior to the registration deadline. Include
name, work phone number, cost center and supervisor. Fundamental Skills of Managing is required
before taking the other courses in the series. Put the course dates and times on your work calendar
when you register for Fundamental Skills of Managing.
Dates and Times: The classes are usually held on Thursdays from 8 a.m. to 12 p.m. Refer to the
specific Training Announcement/Outlook for actual dates and times.
Instruction: The courses are highly interactive. The instructor uses lecture, video, charting, and
individual and group exercises. A Vital Learning workbook is provided for each module.
Learning Objectives for the Basic Supervision Series:
Fundamental Skills of Managing (This is a prerequisite for the other courses in this series.)
You will learn to:
•Deal with your team members on a day-to-day basis in such a way as to maintain and enhance
their self-esteem.
•Base your discussions about performance and work habits on your team members' behavior
rather than their personalities or attitudes.
•Use effective listening techniques to increase your team members' motivation to perform at
higher levels of productivity.
•Consistently encourage your team members to participate in setting goals, solving problems,
and making decisions.
Fundamental Skills of Communicating You will learn to:
•See that communication is a two-way process.
•Construct clear, concise messages.
•Distinguish between a message that is clear and concise and one that is not.
•Create messages that are in the interest of the receiver.
•Make use of nonverbal factors to reinforce the intent of your message.
•Listen actively to improve communication.
•Use feedback as a primary tool in overcoming barriers to communication.
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12. Dealing With Complaints You will learn to:
•Understand why all team member complaints must be dealt with rather than ignored or
dismissed.
•Be more sensitive to all problems - major or trivial, real or imagined - that can lie behind
complaints.
•Understand techniques used to determine underlying problems, which are not always the same
as those the team member thinks are responsible for his/her difficulties.
•Use various techniques to solve such problems while maintaining a positive relationship with
the team member.
Using Positive Discipline You will learn to:
• Use techniques of positive discipline to reduce and redirect problem behavior by people who
report to you.
• Communicate in terms of behavior rather than perception or opinions.
• Avoid getting entangled in personal areas that generate defensiveness and lead away from
lasting solutions.
• Recognize how important team member participation is in defining problems and their
solutions.
• Develop the skills necessary to encourage meaningful participation.
• Conclude disciplinary interviews with plans that work toward improved performance.
• Issue formal warnings in keeping with your organization’s policies.
• Develop plans for follow-up to make sure that the problem is solved.
Dealing With Conflicts You will learn to:
• Distinguish between the two main causes of team member conflicts: personality clashes and
work structure problems.
• Be aware of the positive and negative byproducts of conflicts on the job.
• Accept conflict as an inevitable part of all work situations, one that must be dealt with, not
ignored.
• Establish a cooperative atmosphere in which to resolve conflicts when they arise.
• Help team members involved in conflicts to understand each other’s point of view.
• Lead them to agree on the facts.
• Help them agree on a solution.
Preparing for Change You will learn to:
• View change and the anxiety it can cause team members as natural and inevitable parts of
organizational life that can be dealt with through effective leadership.
• Understand the importance of planning change carefully, so as to give team members
adequate time to provide input and accustom themselves to the change.
• Better assist your team members’ adjustment to change by being well informed and by
clearly explaining the reasons for change.
• Involve team members in the process of change by encouraging them to ask questions and
voice opinions and by responding fully and honestly.
• Ask your team members to make an effort to accommodate to the change.
• Follow up on the initial meeting to make sure the process of adjustment to the change is
going forward.
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13. Basic Problem Solving and Decision Making Tools for Teams
This is a Power Point presentation with text. It can be used for self-study, refresher, and team
training. The following topics are covered in the presentation:
Overview of Problem Solving and Decision Making
The Problem Solving and Decision Making Process Map
Opportunities for Process Improvement
The Importance of Measurement
Brainstorming
Process Flow Charting
Cause and Effect
Checklist
Pareto Chart
Histogram
Scatter Diagram
Run Chart
Control Chart
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14. Basic Process Improvement Tools for Teams
The basic process improvement tools are a collection of PowerPoint presentations.
These can be used for self-study, refresher, and team training. Send an email to
manningmitch@aol.com requesting the presentation.
The Basic Process Tools provide information on improving manufacturing and business
processes from start to finish. The first part of the series focuses on creating and managing a
process improvement team. Several booklets and checklists provide valuable information and
advice to team members and leaders. In addition, a module on assessing team progress is
included as a tutorial for ensuring the effectiveness of the team.
The second part of the series is dedicated to general process improvement. It includes several
modules that introduce process improvement and systems theory. These modules give
practical information on the basic tools for process improvement, including process mapping
and data gathering. Other modules focus on specific ways to improve processes: eliminating
waste, improving cycle time, reducing non-value-added activities, focusing on the customer, and
benchmarking. These modules break down the steps of each process into easy-to-follow
objectives and activities.
By using the resources found in this series as a whole or separately as needed, professionals in
manufacturing and business will be able to create processes that are more efficient, effective,
and keep the customer happy and keep competitors on their toes.
Team Startup Resources:
New Team Startup and New Manager Assimilation
This resource is a guidebook for starting new project teams and assimilating new managers.
The guidebook provides the objectives and implications of this process. It also includes a
manager’s questionnaire, a pre-work questionnaire, and a sample agenda for the first team
meeting. The guidebook’s suggestions can help increase group effectiveness, reduce new
manager uncertainty, plan team objectives, and make group interactions more successful. The
questionnaires allow the new manager to consider important issues before leading the team.
Teams: From Start-Up to Stand-Alone
This guidebook describes the training and development support strategy for use with team
development. It describes the steps, objectives, and roles and responsibilities of starting a
team. Training guidelines and recommendations are provided.
Team Start-Up Kit for Team Members & Leaders
The team start-up kit is a packet of information to be used by leaders and members of process
improvement teams. The packet includes a map of the PDCA (Plan-Do-Check-Act)
improvement process, a map of the systems model, and several useful appendices such as
checklists and meeting effectiveness critiques. The module explains the five phases for a
project team: 1) Chartering the team 2) First team meeting 3) Getting the work done 4)
Reviewing progress and 5) Concluding the project. Specific tasks for each involved party in the
process improvement project are listed.
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15. Team Member PDCA Checklist
This booklet outlines the eight-step PDCA Improvement Process. A detailed checklist is
provided for each of the eight steps. In addition, it lists the tasks that must be completed before
the team can move to the next step. Process improvement team members should use this
checklist to determine if they have completed all necessary tasks in the PDCA Improvement
Process.
Assessing Team Progress
This module gives various tools for improving and measuring team effectiveness. The Johari
Window is used as a model for team development. Team members are encouraged to create
structured opportunities both inside and outside team meetings to share information and discuss
team progress. Example team and meeting effectiveness critiques are provided as a means of
measuring feedback. Using feedback for improvement and giving positive reinforcement are
emphasized.
General Process Improvement Resources:
Systems Thinking
This module focuses on systems thinking—a way of thinking about how we do work, the
effectiveness of our work, and how we approach problem solving. The differences between
systems thinking and traditional thinking are outlined. The module emphasizes concentrating
on the system as a whole to fulfill customer needs and offers key measures to remember when
conducting process improvement.
The PDCA Improvement Process and the Link to Core Process Redesign
This module describes the components of the PDCA (Plan-Do-Check-Act) Improvement
Process. It also examines Core Process Redesign and its relationship to the PDCA
Improvement Process. The eight steps in the PDCA Improvement Process are: 1) Thoroughly
understand customers’ expectations and specifications; 2) Prioritize improvement projects; 3)
Define the current process and eliminate or simplify the “gimmies”; 4) Determine process
measure and assure a capable measurement system; 5) Stabilize the process and determine
capability; 6) Improve process capability and cost effectiveness; 7) Obtain process data and
customer feedback and continue to adjust and improve the process; and 8) Formally change the
process and implement change with all similar processes. An extensive list of common
mistakes made during the PDCA improvement process is provided. Audience members are
asked to participate in discussion questions and exercises to test their understanding of PDCA.
Process Mapping
This module describes process mapping and its various levels—system, primary process,
function, and task. The presentation shows how to map primary and parallel processes, and it
gives detailed instructions for creating a map of any organizational process. Suggestions for
using process mapping to improve process time and eliminate waste are also given. This
module is an essential learning tool for any process improvement project.
Basic Data Gathering
This module instructs the audience on developing operational definitions, sampling techniques
and data collection methods. The presentation also outlines the steps of the data gathering
process: 1) Operationally define data to be collected 2) Select a sampling technique 3) Develop
a data checksheet and 4) Collect and analyze data. The importance of avoiding biased data
and practical data gathering situations are discussed. The module also includes a number of
helpful appendices to facilitate data gathering.
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16. Waste Elimination
This module focuses on eliminating all forms of waste to improve process efficiency. Waste
elimination practices should follow the PDCA improvement process, standardize their practices,
stabilize and improve process capability, and prioritize Core Process Redesign projects. The
ten sources of waste are 1) Complexity 2) Labor 3) Overproduction 4) Space 5) Energy 6)
Defective goods, errors, and variability 7) Materials 8) Idle materials 9) Time and 10)
Transportation. Explanations for each source of waste and suggestions for eliminating them are
provided. The module also explains the concept of TPM (Total Productive Maintenance). A
discussion question is provided at the end to have participants think of ways to eliminate waste
in their work processes.
Cycle Time Improvement
This module defines cycle time improvement—a method for reducing non-value-added time in a
process. Comparisons of push vs. pull systems of material flow are used to show reduction in
cycle time. Processes should be designed to produce only what is needed by a customer at the
time it is needed. The module also looks at performance measurements and characteristics of
lean manufacturing. The module emphasizes improving cycle time by reducing hold time
between steps and eliminating non-value-added activities in processes.
Value Analysis with Activity Based Costing
This module defines Activity Based Costing and defines its seven steps: 1) Define
process/activities to be costed 2) Determine resources consumed by activities 3) Determine
period of time costing analysis will cover 4) Collect appropriate data to analyze process cost 5)
Determine cost of resources consumed 6) Calculate cost per unit of output and increase in
productivity and 7) Revisit the PDCA improvement process. The module gives examples of
common mistakes made during ABC and poses questions for discussion and exercises for the
audience to complete. The presentation emphasizes the use of interviews to learn about
processes, systematic use of steps, overall analysis, and using measures from customers and
other processes.
Focus on the Customer
This module poses fundamental questions that must be asked to improve customer
relationships: Who are my customers? What do they need from the process? What are their
measures? What improvements does the customer want? What is the end user’s perception of
our product and service? Actions affecting customers and integrating the customer in business
planning are also outlined. Discussion questions emphasize making customer service an
integral part in business systems. The module emphasizes making customer satisfaction the
driving force for the organization and ensuring that the voice of the customer impacts
management systems.
The Benchmarking Process
This module defines the benchmarking process as a tool to improve processes and
performance of the company. It describes the eight steps of the benchmarking process: 1)
Select process to benchmark 2) Select key measures 3) Examine your process against
measures 4) Select benchmarks 5) Examine benchmarks’ process and performance 6) Identify
gaps between benchmarks’ performance and your performance 7) Establish a plan to become
“best-in-class” and 8) Deploy the plan and monitor progress. The module emphasizes the
importance of being systematic, staying focused on improving company processes, and treating
benchmarks as you would want to be treated.
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17. CONFLICT RESOLUTION SKILLS
A one-day workshop that will give you the skills to understand the reasons for conflict and
overcome conflict situations with approaches that preserve working relationships. This
workshop offers the concepts and skill practice required to deal with conflict in situations with
co-workers and individuals outside the organization.
The workshop is targeted for anyone who wishes to improve their skills related to
resolving conflict and developing creative solutions to conflict situations.
The workshop includes lecture, small and large group problem-solving and discussion, case
scenarios, and skill practice exercises.
Expected Outcomes What participants will be able to do better:
• Understand the nature of conflict and how it can be managed effectively to create positive
outcomes.
• Prevent conflict situations from escalating and learn to recover in a way that improves
relationships.
• Interact more effectively with difficult/demanding individuals.
• Better understand diverse conflict styles and their positive and negative aspects.
• Improve skills to develop creative solutions when in conflict.
Modules and Topics
Module 1: Understanding The Nature of Conflict
• The primary reason conflict occurs
• Warning signs that conflict is brewing
• Mistakes that can lead to conflict
Module 2: Understanding The Primary Conflict Styles
• Case scenarios
• Selecting your preferred conflict style
Module 3: Conflict Resolution Tools and Techniques
• Dealing with diverse styles
• When and how to confront individuals when in conflict
• Moving from complaints to problem solving
• Turning conflict to your advantage
Module 4: Summary and Action Planning
• Summarizing key workshop learning
• Developing a plan of action to implement following the workshop
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18. Customer Interaction Basics – under construction
Customer Interaction Basics covers what to say to the customer and how to say it. It provides
customer interaction guidelines for sharing good news, bad news, saying no, and saying maybe.
This is a highly interactive 2-hour multi-media training course involving video examples and role-
play.
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19. Diversity
The ultimate goal of a Diversity initiative is to maximize the productivity and effectiveness of all
employees for enhanced business results. Best Practices in Diversity indicate that this goal is
achieved through a process, not a mere training program or series of special events. At
Simmons Associates, Inc./we identify that process as a Change Management Strategy that
addresses the special challenges of changing diversity-related behaviors. To fulfill this need,
we created a strategic model rooted firmly in best-in-class change practices called The
Simmons System of Interlocking Diversity Components™. This unique system presents
Nine Components essential for achieving long-term, sustained change in diversity-related
behaviors that support business results.
The nine essential components of a successful diversity strategy are:
1. Compelling Business Case for Change
2. Inclusive Diversity Definition and Leadership Vision
3. Line Ownership and Accountability
4. Strategic Sequencing
5. Customized, Position -Specific Skills Education
6. Bottoms-Up Authorship
7. Measure Everything
8. Continuous Improvement
9. Unifying Conceptual Approach: The Vectors™ Tool
IMPLEMENTATION/SEQUENCE OF EVENTS
Although the elements in The Simmons System of Interlocking Diversity Components™ are
simple to conceptualize, the process of actually achieving each element can be complex and
unique for each organization. Therefore, Simmons Associates, Inc. recommends a Strategic
Sequence of events to insure success (Component Four). For organizations that have moved
through some of these phases, Simmons can evaluate the effectiveness of those efforts in
preparation for moving to the advanced stages, or assist in designing and implementing any
individual component.
Consultation: Simmons Associates, Inc. develops/adapts the System strategy and
implementation plan to succeed within the context of its organizational history and current
structural and political imperatives. $2500 per day.
Executive Overview: Achieving full understanding, commitment and participation from
leadership should be among the first steps in the successful implementation of the Diversity
Process. The overview includes a presentation of the solid business case for change; the logic
of the Essential Components of a diversity change strategy, and the critical role leaders need to
play to insure success. $3500 for a 3 ½ hour session.
Needs Analysis: Understanding an organization's areas of strength and relative weakness
related to Diversity is a critical component of understanding the business case and designing a
successful series of interventions. Includes focus groups; paper or web-based survey, as well
as executive one-on-one interviews. Pricing to be provided for each alternative upon request.
Pilot Training: Pilot training allows fine-tuning of the content (including appropriate modules,
organizational history, style and jargon), and learning and integration of some of the “real world”
19

20. issues facing the organization. One and two day session formats. Pricing for one day sessions-
$5,900; pricing for two day sessions- $9,900.
Executive Training and Strategy Session: The ultimate goal of this program is to have
leadership well informed so that they can create a successful diversity strategy, including:
Vision, Custom Definition, Prioritized Business Case, Objectives, Implementation Plan,
Measurements and Accountability. This session also introduces the skills executives need to
lead the initiative. Sessions typically last two days. One and one-half days are dedicated to
executive training on diversity. The remaining half-day is dedicated to strategy development-
$15,000 for two days of training and strategy development. Typically, one to two days of
strategy refinement by Simmons Associates, Inc. is provided @ $3,000 per day.
Training: Training provides employees with awareness and understanding of diversity in
general and the company’s Strategy in particular. Additionally, programs include level-
appropriate skills and action planning guides that enable participants to contribute to the
success of the Diversity Initiative. Diversity training in typically provided to all managers and
leaders first, followed by other employees. Training is in one and two day formats. Pricing will
be provided upon request.
Action Planning, Goal Setting and Measurement: Accountability, goal setting and
measurement are critical to changing workplace behaviors; therefore, Simmons Associates
provides consultation as requested to ensure continued progress in these critical areas.
Continuous Improvement: Because Diversity Management is a change strategy, the efforts
made by individuals need to be supported by integrating diversity concepts and practices into all
existing and on-going management and human resources programs and systems.
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21. Executive Development Institute – UNC Kenan-Flagler
The Executive Development Institute (EDI) is designed for high-potential managers who, early
in their careers, are emerging as the likely senior leaders of the future. This intensive
management and leadership development experience provides an overview of the key
functional and leadership elements on which effective strategic performance is built, and
provides an integrated picture of the role of executive leadership in guiding the enterprise as a
whole. EDI is essential preparation for those who will be increasingly called on to assume
strategic responsibilities in the organization
Target Audience: EDI is most appropriate for managers and individual contributors, with at
least five years of experience, who show high potential for moving into strategic leadership
positions.
Objectives: The EDI provides an opportunity for participants to build managerial and
leadership competencies needed to:
• Value skills and perspectives beyond their areas of expertise
• Sharpen critical thinking and communication effectiveness
• Make creative management decisions
• Practice managerial versatility
• Expand perspectives in increasingly global business environments.
• Build on their own strengths, gain a better understanding of other functional areas and
think in terms of the organization as a whole.
Program Content:
• Emerging Trends in the Business Environment
• Managerial Leadership
• The Strategic Mindset: Interaction of Functional and Business Strategies
• Creating and Enhancing Shareholder Value
• Information Technology and Strategic Change
• Strategic Financial Management
• Effective Marketing and Service Excellence Delivery
• Financial Analysis and Management Control
• Operations and Supply Chain Management
Dates/Times/Locations/Instructors: Go to www.kenan-flagler.unc.edu .
21

22. Focusing On the Customer – under construction
This is a highly interactive 2-hour multimedia course. It is built around the module (by
the same name) in the Basic Process Improvement Tools for Teams.
22

23. Helping Others Succeed
Helping Others Succeed is a coaching and managing process specifically designed for all levels
of management, to help increase individual, team and organizational performance. It is
feedback based and discussion–oriented, focusing on results in the short term and relationships
in the long term. A key additional feature is that it uses specific upward feedback from individual
direct reports, thus permitting a Manager to become familiar with the unique coaching needs of
each of their individual associates/employees.
Target Audience: Experienced or inexperienced managers at all levels in all departments.
Pre-Work: Prior to attending the workshop, Managers select two direct reports to provide
confidential and constructive feedback on both their coaching needs and the Manager’s
coaching skills, using a forced rating mode. Managers also complete a self-assessment.
During the workshop, the feedback from the employees/associates is examined and specific
opportunities for improving the Manager’s coaching and managing effectiveness are identified.
A Coaching Improvement Discussion is prepared to enable the Manager, on returning to work,
to meet with each of the two direct reports individually to discuss their feedback, reach
agreement on how the Manager can be a more successful coach of the individuals involved and
how the employees can become more productive and effective. Day two of the workshop
provides Managers with practice dealing with the three most common coaching situations, i.e.,
performance improvement, development and career coaching. Practical tools are provided to
help the Manager identify and handle these situations back on the job.
HOS enables Managers to continuously evaluate progress, redefine the coaching needs of the
direct reports and generate new ideas for coaching them to succeed. The process can be
initiated with additional direct reports once the Manager has attended the workshop, on the
latter’s own schedule, permitting it to be implemented throughout all direct reports assigned to a
given Manager.
Instruction: A hands on workshop with no lectures. Managers analyze the feedback from their
direct reports and participate in individual and small group discussions. Managers also receive
practical tools to help them deal with performance improvement, skill development and career
coaching situations.
Instructors: Experienced, professionals from BlessingWhite, the supplier of the workshop.
23

24. Legal Aspects of Managing People
This is an introductory survey course for supervisors and managers. This course is designed as
a prerequisite to more intermediate courses (Handling Workplace Health Issues; Selecting the
Right Employees, Right: Legal Aspects of Hiring, Promotion and Employee Selection;
Discipline, Discharge and Documentation). No prerequisites for attendance.
Key topics include why supervisors and managers have a personal stake in the legal aspects of
managing people; must-know legal checklists – EEO, leave and benefits, wage and hour, labor,
health and safety, privacy, handling workplace health issues; hiring, promotion and employee
selection; compensation issues; religion in the workplace; handling harassment and other
inappropriate behavior; discipline, discharge and documentation.
Learning Objectives: In this full day class, you will learn:
• To identify the everyday situations that trigger legal requirements
• The legal requirements that apply to your supervisory acts and decisions and practical tips
for meeting them
• The factors you can and can’t use in making hiring, promotion, discipline, termination and
other employment decisions
• Basic strategies for keeping yourself and the company out of court
Target Audience: Supervisors and Managers
Cost: $150.00 (based on minimum class enrollment of 20)
Registration: Send email to Mitch Manning
Dates and Times: To be announced.
Location: To be announced.
Instruction: Lecture, case study, group discussion.
Instructor: Kimberly J. Korando. Kim has spent the past 16 years helping supervisors and
managers stay out of court, and representing them and their employers when they are sued.
She has trained more than 7,000 supervisors, managers and HR professionals and is a frequent
speaker at UNC, Duke University and nationally recognized business conferences.
24

25. LeanSixSigma
Leadership Training
Leadership Education Training Program for Lean6Sigma is a five-day program for senior
managers and above. It is a tailored program from Human Capital Associates (HCA). It
provides the tools needed to change the organizational culture. The program includes:
•a customer segment
•a session on "Lean"
•a session on "Six Sigma"
•a session on our culture at CORPORATE
•a full discussion of LeanSixSigma implementation
Black Belt Training
Eighteen employees are trained to apply LeanSixSigma to specifically assigned projects.
Invited candidates receive one week of training per month for 5 months. They begin working on
their assignments during the second month.
The first ten candidates began training the week of September 16, 2009 and will complete
training the first week in January 2006. The other eight candidates began training in November
and will complete training in March 2006.
Dates/Times/Location: Refer to specific Training Invitation/Announcement
Registration: Invitation only
25

26. Managing Personal Growth
The Managing Personal Growth (MPG) process focuses individuals on important organizational
goals and values while improving performance and accelerating development. It is a proven
method for describing the skills, behaviors, personal values and attitudes required for personal
and organizational success. MPG helps gain the clarity, communication, and personal
commitment and action needed for successful change to occur. MPG is a two-day workshop
with pre- and post-workshop assignments.
Target Audience: All management, professional, technical, sales, customer service and
administrative staff.
MPG begins with an assignment to be completed by the employee and his or her manager
prior to attending a two-day workshop. Independently, they both define the employee’s job
responsibilities, important skills and personal capabilities.
At the workshop, employees clarify their personal motivators and develop ideas for increasing
current job satisfaction. Comparing their perception of job priorities and skills with their
manager’s assessment, they create a development plan with specific actions to improve
contribution and increase satisfaction.
The Development Discussion Plan is the product of the MPG workshop for the employee.
The MPG workshop prepares the employee to initiate a meaningful, results-oriented discussion
with his or her manager. Together they review the employee’s development plan and agree on
job priorities, areas for development and ways to maximize the employee’s strengths. The open
discussion creates a partnership, strengthening motivation and establishing a mutual
commitment to achieving both individual and organizational goals.
Managers and employees continue to meet two or three times a year to discuss the employee’s
progress, plan for continuing development, and revisit job priorities. Included in the MPG
process is an optional piece called Career Decision Making designed to assist employees with
career planning.
Instruction: A highly interactive and insightful workshop. There are no lectures. Workshop
participants spend their time in individual and group exercises clarifying personal values,
analyzing feedback and preparing discussion and action plans.
Instructors: Experienced, professionals from BlessingWhite, the supplier of the workshop
26

27. Negotiating For Success
A one-day workshop that provides the tools to plan, conduct and implement agreements
derived from successful negotiations. This workshop offers the concepts and skill
development opportunities required to conduct negotiations with co-workers, or external
personnel in ways that lead to “Win-Win” agreements.
The workshop is targeted for anyone who negotiates with internal or external personnel. Both
managers and non-managers who are faced with opportunities to negotiate will find this
program valuable.
The workshop includes lecture, small and large group problem-solving and discussion, as well
as role play exercises.
Target Audience: Account Managers and members of business teams.
Dates/Times/Locations/Instructors: To be announced when scheduled.
Expected Outcomes: Participants will be able to:
• Apply overall guidelines for handling effective negotiations with co-workers and others
outside the company.
• Identify various negotiating tactics and how to deal with them.
• Understand participants’ preferred negotiating styles.
• Communicate effectively using listening, questioning and clarifying.
• Plan and conduct successful negotiations overall.
Modules and Topics
Module 1: Understanding The Art of Negotiating
• Negotiation self-assessment
• Understanding the nature of Win-Win agreements
Module 2: Preparation – A Key To Success
• Pre-negotiation checklist
• Preparing using the negotiating model
• Understanding diverse negotiating styles
Module 3: Conducting Negotiations
• The negotiation process
• Overcoming obstacles and conflict
• Identifying common ground
• Negotiation tactics
• Winning with concessions
Module 4: Summarizing and Concluding
• Defining agreements
• Clarifying action steps
• Identifying mutual “wins”
Module 5: Summary and Action Steps
• Summary of key learning
• Development of an action plan for implementation following the workshop
27

28. Performance Management Skills Workshop
A one-day workshop that provides managers and supervisors with the knowledge and skills to
set performance objectives, coach and counsel employees, and provide fair and objective
performance evaluations.
The workshop is targeted for managers and supervisors that have the responsibility for staff
members’ performance and development. The workshop includes lecture, small and large group
problem-solving and discussion, video modules, and multiple skill practice opportunities.
Expected Outcomes Participants will be able to:
• Develop effective goals and objectives with staff members.
• Employ innovative and effective ways to recognize good performance.
• Provide effective and timely coaching and counseling to staff members.
• Deal with conflict situations during counseling and performance discussions.
• Develop and deliver fair and meaningful performance evaluations.
Target Audience: All members of the management team having direct reports.
Dates/Times/Locations/Instructors: To be announced when scheduled.
Modules and Topics
Module 1: The Overall Role of The Manager/Supervisor
• Primary roles and responsibilities
• Balancing technical and management responsibilities
Module 2: Setting Clear Performance Expectations
• Developing goals and objectives that link to department and organization goals
• Setting performance standards
• Gaining buy-in to goals, objectives and standards
Module 3: Coaching and Counseling
• Defining coaching and counseling
• Providing timely and effective feedback
• Employing coaching as a development tool
• Using recognition as a motivational tool
• Counseling when there are performance or attitudinal problems
• Following organization guidelines when dealing with performance problems
Module 4: Developing and Delivering Fair and Meaningful Performance Evaluations
• The value of periodic performance updates
• Gaining employee commitment to effective performance
• Insuring fairness during the evaluation process
Module 5: Employee Development in The Performance Management Process
• Identifying and developing mutually agreed upon development plans
• Tracking the progress of development plans
• Developing in the current job
• Preparation for future jobs/assignments
• Module 6: Summary and Next Steps
• Identification of key learning
• Development of plans for implementation following the workshop
28

29. Project Management Fundamentals
This class is geared to presenting an overview to non-project managers and newly appointed
project managers of a repeatable, effective approach to project management while also dealing
with complexities such as motivation, change management, personalities, conflict, and scope
creep. You will learn:
• the differences between management and leadership and how to apply both disciplines in
situations (e.g., understanding motivation to get the most out of your teams.
• how to successfully initiate a project (e.g., setting up the project, orienting the team).
• how to successfully plan a project (e.g., scope definition, schedule definition, resource
planning).
• how to successfully execute a project (e.g., team management and development, managing
change, documentation of deliverables).
• how to successfully control a project (risk and issue management, change control, project
reporting).
There are exercises on leading and management, planning and estimating, and issue/risk
management. Project management templates, tools, and effective techniques are provided.
Target Audience:
All supervisors and other employees having project responsibilities.
Cost: $400 per participant.
Minimum Class Size: 8 (classes with fewer than 6 registrations will be cancelled).
Maximum Class Size: 12
Schedule – To be announced
Location – CORPORATE University Training Room
Times – Start 7:30 a.m. End 5:00 p.m.
Registration: Reply to the specific Training Announcement/Outlook. Include name, work
phone number, cost center and supervisor’s name
29

30. Strategic Business Planning
A one-day workshop that will give you the tools to clearly define your target customer, define
their needs and requirements and determine your competitive advantage. This workshop will
provide the key concepts for determining your competitive advantage as well as start you in
applying those concepts to your own business situation.
Target Audience: Business Managers and members of business teams who contribute to the
revenue, cost or profit activities within the business.
Dates/Times/Locations/Instructors: To be announced when scheduled.
As a result of participating in this workshop, you will be able to:
• Understand the "five forces" of industry competitiveness.
• Understand how trends, such as regulation and the economy, affect the competitiveness
within your industry.
• Determine the point of competitive advantage for your business.
• Develop a business definition:
- Determining who is the targeted customer
- Defining the customers' needs / requirements
- Defining your competitive advantage.
This workshop includes lecture, video, group discussion and direct application of the presented
content to the participant’s specific job and role responsibility.
30

31. Targeted Selection – Full Program (2 days)
Targeted Selection is the interview and selection process used at CORPORATE (CORPORATE
Pharmaceuticals, Inc.) when hiring new employees. The class objective is to develop each
participant’s skills in planning and conducting effective interviews and in evaluating job
candidates. Key topics include common problems in selection, the major components of the
Targeted Selection Program, identifying critical job requirements, applying effective interview
skills and techniques, employment laws, making the hiring decision. Instructional methods
include lecture, discussion, skill practice exercises, and live interviews.
Target Audience: Targeted Selection must be completed prior to participating as a
member of a selection team. It is highly recommended for all new supervisors as part of
their training and development plan. Targeted Selection can be completed by attending a
scheduled class, or, by completing a CD-ROM training package. Consult with your Area
Human Resources Representative to decide which is most appropriate for you.
Instructor: Development Dimensions International (DDI) - Certified Instructor for Targeted
Selection
Date and Time of Class: Targeted Selection is scheduled once per quarter. Additional
classes are scheduled as needed. This is a two-day class. Class starts at 8:00 a.m. and ends
at 4:30 p.m.
Location: CORPORATE University Training Room, Building 2, Room 2-39
Registration: Confirm your registration for this course by emailing to Mitch Manning, Sr..
Please include your name, work phone number, cost center, and supervisor’s name.
Targeted Selection – Review and Creating Interview Guides
This is a highly interactive review of the principles and concepts of Targeted Selection and a
workshop for creating Interview Guides.
Target Audience: All members of the selection team.
Dates/Locations/Instructors: To be announced when scheduled.
Time: Four hours
Targeted Selection – Related Interaction Management Courses from DDI
• Core Skills for Building Commitment
• Delegating for Productivity and Growth
• Facilitating Improved Performance
• Following Up to Support Improvement
• Guiding Conflict Resolution
• Guiding the Development of Others
• Helping Others Adapt to Change
• Performance Planning: Reviewing Process
• Performance Planning: Setting Expectations
• Preparing Others to Succeed
• Trust: Strengthening the Foundation
For additional information go to www.ddiworld.com.
31

32. Who Moved My Cheese?
This is a fast paced “change management” workshop with interactive delivery that has three
main goals:
1. To provide you with a new and positive way of looking at change so it works to your
advantage.
2. To give you a fun language and method of thinking that will accelerate your (and your
organization’s) ability to change.
3. To show you a reliable way to win by doing what works in changing times.
Program Part One (two hours)
Introduction and Goals
• Who Moved My Cheese? The Movie!
• Reading The Handwriting on the Wall In Your Situation
• Who Are You In The Story?
•
Program Part Two
Parts of All of Us
• Relating To Sniff, Scurry, Hem & Haw
• Journey of Loss and Gain
• Imagining Your New Cheese
• Summary and Review
• Sharing Cheese Now, At Work and At Home
Often, it is not until the employee shares what they have experienced in the workshop, that it
hits home the amount of influence they have on their “Circle Of Influence.”
Target Audience: All employees
Dates/Times/Locations/Instructors: To be announced when scheduled.
32

33. Computer Based Training
The CORPORATE University can facilitate the following computer-based training as an optional
delivery method to classroom training. All computer –based training selections are decided and
sponsored by the cost center manager for the participant/trainee.
Foundations In Quality – American Society for Quality
ASQ's Foundation's in Quality Learning Series is a comprehensive, computer-based training
curriculum designed for individuals and organizations committed to quality. The programs cover
quality for all levels of expertise--from basic quality concepts for newcomers to certification
preparation for more advanced quality professionals.
Thousands have used these programs to:
• Prepare for ASQ's certification examinations
• Train new hires on quality fundamentals
• Prepare entire departments to apply basic quality practices
• Refresh and supplement individuals' on-the-job knowledge
• Enhance professional development
Quality 101
Quality 101 is a self-directed, basic-level training program designed to introduce quality
concepts and tools to employees new to quality and to refresh the skills of those with some
background in quality. Quality 101 offers the flexibility of self-directed learning with the
convenience of two delivery methods:
1. Computer-based (CBT), including a print-based workbook and CD-ROM software
2. Web-based (WBT), completing the entire program over the Internet
Recently revised to include new content, Quality 101 is an effective tool if you are preparing for
ASQ's new Certified Quality Improvement Associate (CQIA) certification exam. Select Course
Description for more information on the course and the delivery options.
(Note: Blue text indicates direct hyperlink to ASQ website. Place the cursor on the text and double-click.)
If you have an access code but have never worked in the course, click the circle next to "I am a
new user." Then create a username and password to access the course. If you have your
username and password, enter them in the appropriate box on the upper right of the screen and
click "Log in."
Free Demonstration
Preview Quality 101 today—it's FREE! Click the link below to assess your knowledge with a
comprehensive Quality 101 pre-test and preview the entire first module of the program, Quality
Benefits, at no charge. Free Demo
33

34. Certified Quality Auditor
This program addresses all areas of study identified in ASQ's Certified Quality Auditor Body of
Knowledge, making it the perfect tool for certification exam preparation and general professional
development. It provides flexible training options and in-depth study of the tools quality auditors
can use to instill a professional quality perspective within an organization. Individuals,
departments and entire organizations can use the Certified Quality Auditor program to:
• Prepare for ASQ's Certified Quality Auditor certification examination
• Introduce quality auditing concepts and tools to newcomers
• Refresh quality auditing knowledge and practices of employees with some quality auditing
experience
• Enhance general professional development
Certified Quality Manager
This program addresses all areas of study identified in ASQ's Certified Quality Manager Body of
Knowledge, making it the perfect tool for certification exam preparation and general professional
development. It provides flexible training options and in-depth study of the tools quality
managers can use to instill a professional quality perspective within an organization.
Individuals, departments and entire organizations can use this program to:
• Prepare for ASQ's Certified Quality Manager certification examination
• Introduce quality management concepts and tools to newcomers
• Refresh quality management knowledge and practices of employees with some quality
management experience.
• Enhance general professional development.
Certified Quality Engineer
This program addresses all areas of study identified in ASQ's Certified Quality Engineer Body of
Knowledge, making it the perfect tool for certification exam preparation and general professional
development. It provides flexible training options and in-depth study of the tools quality
engineers can use to instill a professional quality perspective within an organization.
Individuals, departments and entire organizations can use ASQ's Certified Quality Engineer
program to:
• Prepare for ASQ's Certified Quality Engineer certification examination
• Introduce quality engineering concepts and tools to newcomers
• Refresh quality engineering knowledge and practices of employees with some quality
engineering experience
• Enhance general professional development
34

35. Project Management Courses - American Society for Quality (ASQ) http://www.asq.org/
The ASQ e-Learning Center is offers the following project management courses on-line:
Project Management Basics
This course teaches you the fundamentals of project management across all areas of "A Guide
to the Project Management Body of Knowledge" (PMBOK® Guide). Participants learn and
understand key project management strategies, tools, and techniques. Mastery is ensured
through real-world scenarios, video case studies, and key exercises built into each module.
Project Management Fundamentals
This course gives you a performance edge by teaching you how to initiate, plan, control and
complete your projects more effectively. The course is designed for people responsible for
managing, leading, coordinating, and working on projects who have limited experience or
knowledge of practical, formal project management methods.
Quality for Project Managers
This course shows you how quality management concepts integrate with project management
practices to create a system for implementing quality methods in a project plan. Learn about
the philosophy and principles of continuous improvement and see how to translate these
concepts into specific actions that are key to successful improvement efforts. The strategies of
continuous process improvement dovetail with project management concepts to increase your
control over objectives, work, and performance.
Critical Chain Project Management –
The Theory of Constraints Approach to Planning and Managing Projects
This course provides a comprehensive instruction in Critical Chain methodology. This
scheduling and management methodology can make project implementation more successful.
The course demonstrates how to bring Dr. Deming's process control philosophy, Dr. Goldratt's
process improvement methodology, and the PMBOK® Guide together into one powerful and
mature approach to project management.
The Project Management Certificate Program
This course covers in detail the five process groups and nine knowledge areas of the Project
Management Body of Knowledge (PMBOK®) Guide. The last module of the course focuses on
PMP® exam preparation and includes a sample final exam to help evaluate the participants'
overall understanding of the concepts presented throughout the course and prepare them for
the actual PMP® exam.
For more information on these courses, visit
http://www.asq.org/ed/e-learn/projectmgmt. http://www.asq.org/ed/e-learn/offerings/index.html
Double-click to see a listing of all ASQ e learning opportunities.
35

36. Six Sigma Green Belt Training - American Society for Quality
This course is designed to provide an understanding of the Six Sigma Green Belt areas of
knowledge. The Define-Measure-Analyze-Improve-Control methodology is presented with
numerous case studies and examples drawn from service, business process, and
manufacturing applications. Selected Lean Manufacturing and System Dynamics concepts are
integrated with Six Sigma in this course. Because it's designed with a heavy practice
orientation, as much as half of your time is spent working through interactive practice exercises
and online assessments.
This course is a multimedia, interactive learning experience with audio lectures, slide shows,
virtual classroom discussion, online notebook, toolbox, quizzes, glossary, and help feature.
This course requires the successful completion of a Six Sigma improvement project to
demonstrate effective application of the concepts covered in the course. Upon satisfactory
completion of the course and project, the participant will be certified by MoreSteam.com as a
Six Sigma Green Belt. If certification is awarded, a signed certificate will be mailed to the
participant.
Learning Outcomes
Upon the completion of this course, you will be able to:
• Lead teams in applying the Six Sigma D-M-A-I-C methodology to eliminate waste.
• Define improvement projects to satisfy the customer.
• Measure inputs and outputs to provide meaningful data.
• Analyze data to identify the root cause of variability
• Improve the process to reduce variability.
• Control the process to prevent backsliding and consolidate the gains.
Course Format - This is a self-paced course that can be started at any time. You have 120
days to complete the course.
Course Length – 60 hours
Course Fee - ASQ Members: $1,620 Nonmembers: $1,800
Online Six Sigma Green Belt course Double click to go to ASQ web site.
36

37. Six Sigma Yellow Belt Training American Society for Quality
This course is designed to provide a broad understanding of the Six Sigma improvement
methodology, concepts, and language, along with a complete toolbox of basic process
improvement methods applied within a Six Sigma framework, including basic Statistical Process
Control Charts. The course is targeted at a wide audience of Six Sigma team members who
need familiarity with the overall process and the basic process improvement tools.
The Define-Measure-Analyze-Improve-Control methodology is presented with case studies and
examples drawn from Service, Business Process, and Manufacturing applications. The
integration of Lean Manufacturing and Six Sigma is also addressed. Because it's designed with
a heavy practice orientation, as much as a third of your time will be spent working through
interactive practice exercises and online assessments.
This course is a multimedia, interactive learning experience, with audio lectures, slide shows,
virtual classroom discussion, on-line notebook, toolbox, quizzes, glossary, and help feature.
Learning Outcomes Upon the completion of this course, you will be able to:
• Understand the benefits and implications of a Six Sigma program, and relate Six Sigma
concepts to the overall business mission and objectives.
• Communicate using Six Sigma concepts and language.
• Think about your organization as a collection of processes, with inputs that determine the
output.
• Use the concept of a Sigma Level to evaluate the capability of a process or organization.
• Recognize the five-step D-M-A-I-C model used to improve processes.
• Recognize the organizational factors that are necessary groundwork for a successful Six
Sigma program.
• Apply the following basic process improvement tools within the Six Sigma DMAIC
improvement model: Project Charter, Process Map, Thought Process Map, Affinity Diagram,
CTQC Tree Diagram, Pareto Chart, Trend Chart, XmR Control Chart, Histogram, Fishbone
Diagram, 5-Why Analysis, Scatter Plots, FMEA, Benchmarking, Brainstorming, Error-
proofing, Corrective Action Matrix, Documented Process Changes, and Control Plan.
Course Format This is a self-paced course that can be started at any time. You have 60
days to complete the course.
Course Length 16 hours
Course Fee ASQ Members: $585 Nonmembers: $650
Volume discounts are available for 10 or more participants. This course can also be customized
in both content and appearance. For example, SPC content from the Online Six Sigma Green
Belt course could be added. Company-specific content can also be added, along with company
logo. For more information on volume discounts or customization, please contact Bill Hathaway
at 614-430-9020 between 8:00 AM and 5:00 PM, Eastern time, Mon.-Fri., or e-mail
support@moresteam.com.
37

38. Basic Supervision Series – Vital Learning
This is the same Basic Supervision Series listed earlier in the CORPORATE
University Catalog. All the courses are available on-line at
www.vitallearning.com.
Feedback on the on-line course content by CORPORATE employees has been
positive. Participants have commented that they prefer the classroom to the on-
line courses because the classroom provides interaction with other supervisors.
The on-line courses do not lead to a certificate in Basic Supervision from Pitt
Community College/North Carolina Community College System and college
credits.
38

39. National Association for Manufacturing Virtual University – NAMVU
www.namvu.com Place cursor over web address and double-click to go to site.
This website provides more than 700 courses in the following areas:
1. Business and Finance
2. Personal Development
3. Customer Service
4. Human Resources and Legal
5. Professional Development
6. Information Technology
7. Technical Training (no Information Technology)
8. Occupational Safety and Health Administration (OSHA)
9. Quality
10. Organizational Excellence
The courses have pre and posts tests. Many courses cost less than $50.
39

40. Targeted Selection® - Development Dimensions International www.ddiworld.com
Targeted Selection Web-based Training (TS-WBT) is a new, online way for interviewers and
hiring managers to learn the tried and proven Targeted Selection techniques for making
consistently accurate hiring decisions. Its blended learning approach combines self-driven
online study with a choice of powerful and convenient skill-practicing options. The results: more
powerful learning, delivered faster, and immediately applicable to evaluate candidates and hire
top talent.
System Overview - TS is the world’s first behavior-based interviewing system. DDI has kept it
the best with continual updating and refinement. Today’s “next generation” of TS addresses
critical business needs:
• Hiring the right person for every position in order to optimize current performance and
improve potential.
• Achieving hiring goals through efficient, accurate, and consistent interviewing and decision-
making.
• Providing cost-effective interviewer training, even when learners are widely dispersed.
TS-WBT is a two-part program. First, interviewers learn these fundamentals of effective
interviewing through online self-study:
• How competencies drive the hiring process
• How to determine what competencies apply to what positions
• How to gather competency-related behavioral information from candidates during the
interview
• How to build rapport with candidates and elicit relevant information
• How to integrate data with other interviewers to arrive at an accurate decision.
After their online study, learners apply and refine what they’ve learned through a skill practice
session in any of the following ways:
• In a classroom setting, led by a certified TS administrator. Here learners work together to
practice and refine their interviewing techniques.
• Over the phone, via interaction with a trained interviewing assessor, who provides feedback
and coaching to the learner.
• On the job, with a trained TS coach from their organization, who works with learners in
actual interviews. The coach models the proper TS interview techniques in a real interview,
then observes the learner conducting an interview and provides feedback. This blended
learning approach of online self-study combined with live skill practice ensures learners
thoroughly grasp TS concepts, build interviewing skills and confidence, and know how to
apply what they’ve learned to make accurate hiring decisions. Learners are certified as TS
interviewers only after completing both portions of the training.
Targeted Selection provides a broad range of tools to help achieve efficient, accurate hiring:
• TS: Web Interview Guide GeneratorTM
• TS: Motivational Fit
• TS: Landing the Candidate
• TS: Quick HireTM
• Identifying Criteria for Success®
40

41. Programs
The CORPORATE University recommends the following training programs. Participation is
decided and sponsored by the cost center manager for the participant/trainee.
Administrative Professional Program
The Administrative Professional Program is a facilitated self-study program provided by the
International Association for Administrative Professionals (IAAP). The training program consists
of a series of modules (5) with twelve courses each for four distinct skills levels (Introductory,
Intermediate, Advanced, and Specialist). The twelve courses for each skills level are scheduled
in a module a month format. At the end of each module, participants complete a series of
assignments from the workbook and send them to the IAAP. The IAAP Continuing Education
staff review and award Continuing Education Units and a certificate for each module.
Target Audience: Clerical, Administrative, and Office Support Staff
Cost: $199 per level for IAAP members and $299 for non-members.
Skill Level I: Introductory
Module One - Career Development
Course One - Professionalism in the Office: Proven Techniques for Administrators, Secretaries,
and Coordinators
Course Two – The Art of Communicating: Achieving Interpersonal Impact in Business
Module Two – Personal Development
Course Three – Finding Your Purpose: A Guide to Personal Fulfillment
Course Four – Attitude: Your Most Priceless Possession
Module Three – Self-Management
Course Five - Personal Time Management
Course Six – Organizing Your Workspace: A Guide To Personal Productivity
Module Four – People Skills
Course Seven – The Business of Listening: A Guide to Effective Listening
Course Eight – Telephone Skills from A to Z; The Telephone Doctor Phone Book
Course Nine – Customer Satisfaction: The Other Half of Your Job
Module Five – Task Skills
Course Ten – Improve Your Reading/Improve Your Job: Basic Reading Skills for the Working
Adult
Course Eleven – The Building Blocks of Business Writing: The Foundation of Writing Skills
Course Twelve – Powerful Proofreading Skills: Tips, Techniques and Tactics
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42. Skill Level II: Intermediate
Module One - Career Development
Course One – The Administrative Assistant
Course Two – Business Etiquette and Professionalism: Your Guide to Career Success
Module Two – Personal Development
Course Three – Developing Positive Assertiveness: Practical Techniques for Personal Success
Course Four – Influence: The Formula for Success
Module Three – Team Skills
Course Five – Working In Teams: A Team Member Guidebook
Course Six – Team Problem-Solving
Module Four – People Skills
Course Seven – Working Together: Succeeding in a Multicultural Organization
Course Eight – Office Politics: Positive Results from Fair Practices
Course Nine – Managing Upward: Strategies for Succeeding With your Boss
Module Five – Task Skills
Course Ten – Creative Decision-Making: Using Positive Uncertainty
Course Eleven – Effective Meeting Skills: A Practical Guide for More Productive Meetings
Course Twelve – Project Management: A Practical Guide for Success
Skill Level III: Advanced
Module One - Career Development
Course One – Understanding Leadership Competencies: Creating Tomorrow’s Leaders Today
Course Two – Excellence In Supervision: Essential Skills for the New Supervisor
Module Two – Organizational/Personal Development
Course Three – Understanding Organizational Change: Converting Theory to Practice
Course Four – Giving and Receiving Feedback: Building Constructive Communication
Module Three – Office Management
Course Five – Managing Change at Work: Leading People Through Organizational Transitions
Course Six – Office Management: A Productivity and Effectiveness Guide
Module Four – People Skills
Course Seven – Achieving Consensus: Tools and Techniques
Course Eight – Successful Negotiation: Effective “Win-Win” Strategies and Tactics
Course Nine – Facilitation Skills for Team Leaders: Leading Organized Teams to Greater
Productivity
Module Five – Task Skills
Course Ten – Writing Business Proposals and Reports: Key Strategies for Success
Course Eleven – Effective Presentation Skills: A Practical Guide to Better Speaking
Course Twelve – Delivering Effective Training Sessions: Techniques for Productivity
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43. Skill Level IV: Specialist
Module One - Career Development
Course One – Effective Networking: Proven Techniques for Career Success
Course Two – Plan B: Converting Change into Career Opportunity
Module Two – Organizational/Personal Development
Course Three – Organization Development: A Practitioner’s Tool Kit
Course Four – Risk-Taking: A Guide for Decision Makers
Module Three – Office Management
Course Five – Business Research: An Informal Guide
Course Six – Process Improvement: Enhancing Your Organization’s Effectiveness
Module Four – People Skills
Course Seven – The Internal Consultant: Drawing on Inside Expertise
Course Eight – Virtual Teaming: Breaking the Boundaries of Time and Place
Course Nine – Rapid Team Development: Building High Performance Project Teams
Module Five – Task Skills
Course Ten – Fat-Free Writing; Business Writing for the Information Age
Course Eleven – Achieving Results: Four Stages to Off-the-Chart Excellence
Course Twelve – Critical Thinking: Strategies for Decision-Making
For additional information on this and other IAAP training programs go to www.iaap-hq.org.
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44. Building On Talent (BOT-IN) - CORPORATE International Human Resources
Services
This is a eight day/two-part developmental program for professionals to support the growth
strategies of CORPORATE. BOT-IN helps:
• To prepare professional employees to work across functions, hierarchies and countries.
• Participants to be able to bring in an idea, gather adequate information and influence
decision-making.
• Participants to gain insight in the whole picture: the primary process, the markets and the
products of the company.
• Participants to develop awareness of one’s own talents and know how to employ one’s
talents in contributing to the business challenges of CORPORATE.
Target Audience - invited
This specific course is meant for professionals of CORPORATE at function levels of about 440
–680 Hay Points, having at least about 5 years of working experience, growth potential and a
clear wish to develop them. The group of participants reflects the heterogeneity of disciplines
and the international character of CORPORATE.
Course objectives
To enable professionals to develop skills to meet seemingly contradictory demands such as:
• standing for one’s ideas, but not to fight windmills
• being a team player and being an independent individual
• communicating openly and influencing decision-making effectively
• taking one’s responsibility and managing one’s stress
Location: To be announced
Duration: 5 + 3 days (two sessions for a total of 8 days)
Number of participants: 24
Registration: By invitation.
Dates and Times: Scheduled and announced annually by CORPORATE International
Human Resources Services.
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45. Leadership Development Program (LDP)® - Center for Creative Leadership
This is the Center’s flagship leadership development experience. LDP has been in use for
more than 25 years and is ranked as one of the top programs of its kind internationally. It is
based on the most recent leadership research. The program focuses on a self-awareness-
based learning process to enhance leadership capacities. LDP graduates typically describe it
as the most beneficial development experience they’ve ever had.
Target Audience - For experienced managers who would benefit most from a feedback-intense
learning environment.
During this program, participants:
• Receive a thorough appraisal of their leadership styles and behaviors from a wide range of
observers – superiors, direct reports, peers and other professional colleagues in the
program.
• Gain an honest and candid appraisal of personal strengths and developmental needs and
identify potential career-derailment hazards.
• Improve their ability to give and receive constructive feedback.
• Understand the connection between their individual impact and their work group and
organization’s effectiveness.
• Learn how to lead through change.
Special Features - The program includes in-depth, 360-degree assessment and participant
feedback; videotaped sessions that help develop coaching and interpersonal skills; and a half-
day of leadership and team problem-solving challenges that allows participants to practice new
behaviors in a supportive environment.
All feedback is strictly confidential, and each person receives a one-to-one session with a
Center feedback coach to review the results of the week and to begin setting clearly defined
goals.
A 360-degree assessment of individual learning and program impact is administered three
months after program participation, to provide feedback on the extent to which the participant is
seen as having made positive change as a result of the program.
CCL can deliver this program to groups within your organization, wherever they reside. In
addition, this program can be modified to meet your particular organizational challenges.
Agenda - Participants are asked to fill out several assessment surveys prior to attending. In
addition, certain surveys require that evaluations to be completed by the participant's direct
reports, peers, and superiors. The surveys are sent at least seven weeks prior to the program
date and with a given a deadline for completion.
Day 1 - Leadership Development: The Individual
Focus: Setting the stage for development.
• Program overview and introductions
• Introduction to the Center’s research on development
• Experiential activity: understanding your mental model of leadership
• 360-degree feedback
• Personality assessment tool
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46. Day 2 - Leadership Development In Groups
Focus: Exploring development as an interdependent process.
• Experiential activity: learning to coach others
• Assessment tool: interpersonal needs
• Videotaped group problem-solving activity
• Principles of feedback
• Practice giving and receiving feedback via the videotape
Day 3 - Leadership Development in the Organization
Focus: Exploring development within organizational systems.
• Experiential activity: process of change
• Assessment tool: change style
• Assessment tool: leadership in organizations
• Leadership and team problem-solving activities outside the classroom
Day 4 - Integration Of Learning
Focus: Integrating information from the week and receiving support for one's development.
• Learning to give and receive feedback
• Peer feedback
• One-to-one staff feedback
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Day 5 - Developmental Planning
Focus: Planning strategies to achieve developmental goals.
• Creating individual development plans
• Setting action goals
• Preparing for post-program support
• Program Close
Follow-on Coaching - Keeping the Momentum Alive
The Center is now offering Follow-on coaching as an extension of our developmental
programs. Follow-on coaching is designed to provide encouragement and motivation in the
months following a program, a time when some find it difficult to stay focused on goals and
when this level of support may not be readily available elsewhere. Experience has shown that
people learn in different ways and at different paces. Regardless of the learning style, personal
development is best facilitated by some form of ongoing support. This is especially true for
individuals who are trying to effect changes in behavior.
Benefits - Follow-on coaching can help individuals work through specific development needs,
support conscientious learners who are actively engaged in on going development, and assist
high performers who need intensive skill development to keep up with the pace of their careers.
The coaching process is based on support, expertise and accountability.
Support. The Center’s coaches provide encouragement and feedback in a confidential, risk-
free setting. You can review your progress, discuss what is working and what isn't, identify
reasons for any setbacks and consider upcoming developmental opportunities.
Expertise. The Center can help you convert your experience in the CCL program to practical
applications that specifically relate to your own job responsibilities and organizational goals.
Accountability. The Center can provide strong motivation to keep your developmental plan on
track, challenge you to grow, help you identify priorities and follow through on the goals you set.
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47. What's Included? – The Center’s basic Follow-on coaching package provides three hour-long
telephone sessions with a person who is familiar with your challenges and goals and, perhaps
equally important, someone you already know, trust and are comfortable with. This is typically
the coach who provides feedback during your CCL program, but you can also choose to partner
with another member of our professional staff. If you prefer, a customized coaching process can
be arranged, including the option of face-to-face sessions.
Fees - The basic Follow-on Coaching package is $750 for three one-hour sessions with a
Center professional. Additional telephone coaching may be added for $250 per hour. If
preferred, a customized coaching process can be arranged, including the option of face-to-face
sessions.
Dates Offered - Class size is limited and many programs require pre-work, which is distributed
seven to eight weeks before the program; therefore, it is important to register as far in advance
as possible.
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48. Looking Glass, Inc.® Center for Creative Leadership
This is a highly realistic interactive business simulation that reveals participants’ critical
leadership strengths and development needs by running a fictional glass manufacturing
company for a day. Easily fits into a variety of managerial training and development designs,
including executive coaching, team building and change initiatives.
With the Looking Glass, Inc., process:
• Managers gain a clear understanding of the impact of their behavior choices on others and
on organizational outcomes
• Key lessons on practical managerial skills, including networking, team building, problem
solving and strategic focus are examined
• Managers identify organizational patterns of behavior and consider the impact of these
norms on their own effectiveness
• Participants leave the experience with insights that lead to a positive impact on work
performance
The Center or one of the Looking Glass, Inc., Network Associates can conduct this program as
a custom program at your site. The Center can certify members of your organization to conduct
Looking Glass, Inc., internally. The certification process includes a participant run, a train-the-
trainer workshop and at least three co-training runs.
How it Works - Looking Glass, Inc. is a freely interacting simulation that challenges participants
to run a glass manufacturing company for a day. Participants learn to recognize opportunities
and steer clear of problems; plot strategic possibilities and juggle tactical concerns; and make
tough decisions, while fending off a multitude of issues and plowing through an overload of
information. Looking Glass is very similar to real managerial life so that participants' behaviors
during the simulation will be as close as possible to their real job performance. Participants feel
the pressures, face the problems, and search for the solutions that are part of this highly
realistic replication of a day in the life of top management.
Looking Glass may be delivered in two ways:
• The Center or one of the Looking Glass, Inc. Network Associates can conduct the simulation
a custom program at your site; or
• The Center can license your organization to conduct Looking Glass by training and certifying
internal staff.
Although the simulation is a two-to two-and-a-half-day experience, the Center strongly
recommends that at least one module reflecting the objectives of the training program either
precede or follow the simulation and debriefs. Some organizations choose to use multi-rater
feedback instruments, such as Benchmarks® or SKILLSCOPE®, as part of the design to enrich
the experience.
Components vary based on whether the Center delivers the program or if your organization has
installed Looking Glass, Inc.
The Center can certify individuals within an organization to conduct Looking Glass, Inc.
internally. The certification process includes a participant run, a train-the-trainer workshop, and
at least three co-training runs. Or, you may choose to have the Center deliver your in-house
Looking Glass, Inc. programs.
Cost - If you plan to use the simulation with multiple managers, it is typically more cost effective
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