Leading Networked Organizations and Virtual Teams
Program Overview and Audience
Are you ready to lead tomorrow’s innovative organizations and virtual work teams? In tomorrow’s world, “collaboration” will replace “competition.” Are you ready for the change? You’ll need to acquire the concepts and tools to create new organizational designs and high-performance, empowered teams. Learn to think innovatively when creating the communication, collaboration, learning and performance systems that will characterize tomorrow’s “brave new work world.” It’s the end of the workplace as we know it!
The certificate in Leading Networked Organizations and Virtual Teams is designed for professionals who will design and lead the new generation of organizations and work teams.
In today’s economy, essential work is increasingly being performed by virtual teams of mobile employees, outsourced freelancers and vendors, and strategic partners. Creating new organizational designs and high-performance, empowered teams requires new concepts and tools.
Led by facilitators with extensive experience and informed by contemporary research, these courses will enable learners to think “outside the box” when creating the communication, collaboration, learning and performance systems that will characterize the workplace of the future.
Each course provides the opportunity to build and apply skills in leading networked organizations and virtual teams. They are facilitated by faculty from Ithaca College, providing you with access to leading experts in the field.
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Program Schedule
The courses are two-week online sessions that begin on a Wednesday and end on a Tuesday, with a two-day setup/welcome and wrap-up. The courses are scheduled consecutively to allow you to earn your certificate in a timely fashion.
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Seminar Descriptions
21st Century Leadership for the Networked Organization
Today’s global and evolving economy requires that we rethink traditional models of self-contained, bureaucratic organizations. Partnerships, collaborative projects, and coalitions of independent workers are the ways that important work will be accomplished, but it requires a very different set of leadership assumptions and skills.
Collaboration Maturity: Designing Partnerships for Trust and Synergy
There are different levels collaboration—a scale of increased merging of efforts. Driving to the highest level of collaboration is not the best going-in strategy. Rather, you need to understand the current nature of interactions and how to reach and work at the optimal level of shared interactions based on the goals of the organizations involved and the situational dynamics. Turn your collaborative strategies into a competitive advantage—or risk being left behind.
Evaluating Emerging Technologies
Learn what’s hot and what’s not even on the radar screen, and how to assess if and how you should adopt a new technology.
Working With Teams for Innovation
Innovation is a team sport. The responsibility for a team’s success lies with everyone from the designated team leader to the person on the lowest rung of the hierarchy. Learn how to work with a group of people to foster an environment that promotes creative and productive thinking that then yields innovative solutions.
Making Virtual Work “Work”
Teams working virtually can be remarkably productive, even outperforming groups whose members work side by side. However, you need to learn new rules about how to manage them, and you may need to change some assumptions about policy and practice around human resource management and information technologies.
Launching and Sustaining Virtual Teams
New teams and old are suddenly required to work more or less virtually. Going through a launch process touches on all the critical aspects of being a team, and puts them in context of what’s new about working virtually. Sustaining teams requires using the right technologies and leadership techniques for project management, motivation, and trust.
Managing Across Generations
How do you manage across these generations who have vastly different life experiences, work values and communication preferences? You’ll learn how leading organizations attract, train, communicate with and motivate youngsters, accommodate the needs of experienced elders and capture the knowledge of the quickly retiring Baby Boomers.
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