A Guide to Being a Great Boss Online Course!

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  • Valid from 16 Nov 2018 – 16 Jan 2019
  • May buy multiple as gifts
  • Vouchers not redeemed by 15 Jan 2019 will NOT be refunded
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  • Course is made up of videos and downloadable study materials
  • Training material in English only
  • Course provides one final assessment at course completion
  • No time limit for course review – unlimited lifetime access
  • This course is internationally recognized and accredited by the International Association of Online Training Standards (IAOTS)
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Highlights


A Guide to Being a Great Boss Online Course
Pay QR105 instead of QR1620

  

  • This incredible bundle includes 5 important courses such as The Professional Supervisor, The ABC’s Of Supervising Others: Coaching and Mentoring, Leadership Skills for Supervisors: Communication, Coaching, and Conflict, and Motivation Training: Motivating Your Workforce which would help you achieve your goal.

  • In this bundle you also will be taught how to adapt your management style to the individual, address problematic behaviors quicky, become more transparent and most importantly motivating your employees the right way.

 

  • Study at your own pace with 24/7 availability on any computer or smart phone.
  • Once final course assessment is complete, you’ll receive a certificate
  • No expiry date on your course access – unlimited lifetime access.
  • Technical support available 24/5 via email, telephone and online chat.



Learn to be a people person with 93% off!

 

Course 1 : The Professional Supervisor

  • Course Overview
  • Learning Objectives
  • Pre-Assignment
  • Questionnaire: Role As A Member of The Management Team
  • Questionnaire: Organizational Skills
  • Questionnaire: Leadership Skills
  • Questionnaire: Communication Skills
  • Questionnaire: Interaction/Team Skills
  • Questionnaire: Problem/Conflict Resolution Skills
  • Questionnaire: Pre-Course Score
  • Questionnaire: Post-Course Score
  • Adjusting to Your Role
  • Introduction
  • Be a Learner
  • Refresh Your Network
  • Leverage a Mentor
  • Set Limits
  • Let Go
  • Pre-Assignment Review
  • Making The Transition
  • Dealing With Older Employees
  • Dealing With Friends Who You Now Supervise
  • Dealing With Unions
  • A Supervisor’s Responsibilities
  • Making Connections
  • Action-Centered Leadership
  • Model Overview
  • Individual
  • Team
  • Task
  • Considering The Possibilities
  • Session 5: Making Plans
  • Old Sayings With Staying Power
  • Introduction
  • Breaking Down The Matrix
  • Progress and Maintenance Tasks
  • Prioritizing Case Study
  • The Four Elements
  • The Importance of Goals
  • Benefits for Employees
  • Planning to Plan
  • Session 6: Setting Goals
  • Going After Your Dreams
  • The SPIRIT Acronym
  • Defining Leadership
  • Making Connections
  • Key Characteristics
  • A Brief History, Part One
  • A Brief History, Part Two
  • The Leadership Formula
  • Where We Want To Be
  • Direction and Support
  • Case Studies
  • Situation Two
  • Situation Three
  • Situation Four
  • The Situational Leadership Model
  • The Situational Leadership II® Model
  • Director’s Style
  • Coach’s Style
  • Supporter’s Style
  • Delegator’s Style
  • Understanding Your Comfort Zone
  • Our Comfort Zone
  • The Cyclical Process
  • What’s Your Type? How About Mine?
  • Assessing Your Preferences
  • Identifying Your Characteristics and Preferences
  • Example
  • Questionnaire
  • What Does it Mean To Have a Number?
  • Mostly A’s – Inquiring Rationals, Part One
  • Mostly A’s – Inquiring Rationals, Part Two
  • Mostly B’s – Authentic Idealists, Part One
  • Mostly B’s – Authentic Idealists, Part Two
  • Mostly C’s – Organized Guardians, Part One
  • Mostly C’s – Organized Guardians, Part Two
  • Mostly D’s – Resourceful Artisans
  • Mostly D’s – Resourceful Artisans, Part Two
  • What’s Important?
  • Making Connections
  • Team Building Tips
  • What is a Team?
  • What Does That Mean?
  • Advantages and Disadvantages of Teams
  • The Advantages of Teams
  • The Advantages of Teams
  • How Can Teams Help Employees Grow?
  • Developing a High-Performing Team
  • The Five Stages of Team Development
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
  • How Can I Help?
  • Team Problem Solving
  • Tips for Effective Leadership
  • Characteristics of Team Players
  • Communication Skills
  • Defining Communication
  • Making Connections
  • Communication Barriers
  • Active Listening Skills
  • Responding to Feelings
  • Reading Cues
  • Demonstration Cues
  • Tips for Becoming a Better Listener
  • Making Connections
  • Building Relationships with Questions
  • Open Questions
  • Closed Questions
  • Opening Up Questions
  • Probing Techniques
  • Verbal and Non-Verbal Probes
  • Probing Techniques
  • The Communication Process
  • Breaking Down the Process
  • Tips and Tricks
  • Motivating Employees
  • To Motivate or Instigate
  • The Carrot
  • The Whip
  • The Plant
  • What Do You Think?
  • Making Connections
  • Orientation and Onboarding
  • The First 48 Hours
  • Orientation
  • Onboarding
  • How Did Your Orientation Rate?
  • Questions
  • Training Tips and Tricks
  • Guidelines for Effective Training
  • Developing Your Training Skills
  • Providing Feedback
  • The Purpose of Feedback
  • In Private
  • Balanced
  • Relevant
  • Specific
  • Documented
  • Personal (In the Right Way)
  • Skill Building
  • Receiving Feedback
  • Doing Delegation Right
  • Delegation is a Key Skill!
  • Defining Responsibility and Accountability
  • Defining Delegation
  • Making Connections
  • Dealing with Conflict
  • Process Overview
  • Deciding When To Get Involved
  • The Problem Solving Model
  • Breaking Down The Model
  • Background Information, Part One
  • Background Information, Part Two
  • Team Leader’s Worksheet
  • Managing Disciplinary Issues
  • What is Discipline?
  • The Disciplinary Meeting
  • The Disciplinary Meeting
  • A Sample Discipline Checklist for a Supervisor
  • A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Course 2 :The ABC’s Of Supervising Others

  • Course Overview
  • Learning Objectives
  • Pre-Assignment
  • Pre-Assignment Review
  • Session 3: Making the Transition
  • How Will My Role Change?
  • Coping with the Changes
  • What to Say If You’re Teased About Being the Boss
  • Tips for Learning the Ropes Quickly, Part One
  • Tips for Learning the Ropes Quickly, Part Two
  • Questions Supervisors Have
  • Responsibilities of a Supervisor
  • Making Connections
  • Key Behaviors and Attitudes
  • Building the Right Environment
  • Cues for Success
  • Motivation from Within
  • Making Connections
  • Committing to Lifelong Learning
  • The Value of Practice
  • Learning Plans
  • Setting Goals
  • Know Where You Are Going
  • Getting Specific
  • Setting Goals with SPIRIT
  • Planning for Success
  • How Can Planning Help Me?
  • Getting Things In Order
  • Getting Things In Order
  • Making Connections
  • Mastering E-mail
  • Calculating Your Time
  • Tips for Tackling the E-Mail Monster
  • Time Management Tips
  • Key Planning Points
  • Putting Plans into Action with Scheduling Aids
  • Organizing Your Work Area and Your Paperwork
  • Organizing Your Work Area and Your Paperwork
  • The Master Plan
  • The Supporting Plan
  • Usage of Resources
  • The Next Steps
  • Suggestions to Maximize Planning and Prioritizing
  • Active Listening Techniques
  • About Active Listening
  • Key Listening Skills
  • Responding to Feelings
  • Reading Cues
  • Demonstration Cues
  • Tips for Becoming a Better Listener
  • Communication Skills
  • Questioning Skills
  • Open Questions
  • Closed Questions
  • Opening Up Our Questions
  • Probing Techniques
  • Probing Techniques
  • Pushing My Buttons
  • What Is Said and What Is Heard
  • Managing Our Non-Verbal Messages
  • Giving Feedback
  • Six Characteristics of Effective Feedback, Part One
  • Six Characteristics of Effective Feedback, Part Two
  • Six Characteristics of Effective Feedback, Part Three
  • Skill Building
  • Receiving Feedback
  • Giving Instructions
  • Understanding Learning Styles
  • Obstacles to Effective Instructions
  • Orders, Requests, and Suggestions
  • Defining the Terms
  • Requests
  • Suggestions
  • Making Connections
  • Managing Conflict
  • The Conflict Resolution Process
  • When To Get Involved
  • Breaking Down the Process
  • Managing Challenging Situations
  • Steps for a Difficult Conversation
  • Step 1: Make Sure the Receiver is Ready
  • Step 2: State Your Purpose
  • Step 3: Ask For Their Story
  • Step 4: Tell Your Side
  • Step 5: Get to The Third Side
  • Step 6: Evaluate the Three F’s
  • Step 7: Create an Action Plan, If Appropriate
  • Step 8: Follow Up
  • Case Studies
  • Dealing with Others
  • Understanding Your Relationships
  • Establishing Credibility
  • A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Course 3 : Coaching and Mentoring

  • Course Overview
  • Learning Objectives
  • Pre-Assignment: Introduction
  • Pre-Assignment Assessment: Communication Skills
  • Pre-Course Assessment
  • Defining Coaching and Mentoring
  • Coaching and Mentoring
  • Mentees, Proteges, and Telemachus
  • Matching Mentors
  • Defining Coaching
  • What Coaching Is Not
  • The Coaching Formula
  • The Three Factors
  • Coaching Skills
  • Coaching Assessment Review
  • Coaching Assessment and Scoring
  • Making Connections
  • Interpersonal Communication Skills
  • What are Communication Skills?
  • Making Connections
  • Getting Better with Communication
  • Open Questions
  • Closed Questions
  • Probing Techniques
  • Active Listening Skills
  • Responding to Feelings
  • Reading Cues
  • Demonstration Cues
  • Tips for Becoming a Better Listener
  • Critical Coaching Skills
  • The Five Skills
  • Making Connections
  • Setting Goals with SPIRIT
  • Setting Achievable Goals
  • Identifying Your Dreams
  • Inspiring Ideas
  • SPIRIT Goals
  • Getting on Track
  • Learning Styles and Principles
  • Learning Styles
  • Making Connections
  • Adult Learning Principles, Part One
  • Adult Learning Principles, Part Two
  • The Benefits/Consequences Matrix
  • Coaching Tools
  • Skills Involved in Coaching
  • Mix and Match
  • The Coaching Model
  • The Four Steps
  • Key Characteristics
  • Giving Effective Feedback
  • Important Elements, Part One
  • Important Elements, Part Twos
  • Coaching Problems and Solutions
  • Case Studies
  • Making Connections
  • A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Course 4 : Leadership Skills for Supervisors: Communication, Coaching, and Conflict

  • Course Overview
  • Learning Objectives
  • Pre-Assignment
  • Pre-Assignment Review
  • Making Connections
  • What’s Your Type? How About Mine?
  • Seeking Information
  • Identifying Your Characteristics and Preferences
  • Questionnaire
  • What Does it Mean To Have a Number?
  • Mostly A’s – Inquiring Rationals, Part One
  • Mostly A’s – Inquiring Rationals, Part Two
  • Mostly B’s – Authentic Idealists, Part One
  • Mostly B’s – Authentic Idealists, Part Two
  • Mostly C’s – Organized Guardians, Part One
  • Mostly C’s – Organized Guardians, Part Two
  • Mostly D’s – Resourceful Artisans, Part One
  • Mostly D’s – Resourceful Artisans, Part Two
  • What’s Important?
  • Debrief
  • Understanding Introverts and Extroverts
  • Questionnaire
  • Using the Continuum
  • Case Study
  • Understanding Leadership
  • About Leadership
  • The Situational Leadership II® Model
  • Understanding Your Comfort Zone
  • Choosing Our Style
  • The Cyclical Process
  • Managing Performance
  • Making Connections
  • Servant Leadership
  • Making Connections
  • Onboarding and Orientation
  • First Day Disasters
  • Considering the Consequences
  • Manage Your Time and Your Energy
  • Introduction
  • Larks and Owls
  • SPIRIT Goals
  • Organizing Your Workspace, Part One
  • Organizing Your Workspace, Part Two
  • Organizing Your Workspace, Part Three
  • Our Top Time Management Tip
  • The Commitment Curve
  • The Big Picture
  • The Phases of the Curve
  • Stages of the Curve
  • Stage One: Uninformed Optimism
  • Stage Two: Informed Pessimism
  • Stage Three: Hopeful Realism
  • Stage Four: Informed Optimism
  • Summary
  • What Can Be Done to Bridge the Commitment Gap?
  • Employee Development Models
  • The Coaching Model
  • Step One: Frame a Conversation, Part One
  • Step One: Frame a Conversation, Part Two
  • Step Two: Create Opportunities
  • Step Three: Create an Action Plan
  • Step Four: Give Feedback, Part One
  • Step Four: Give Feedback, Part Two
  • The Dialogue Model
  • Defining I Messages
  • Building the Message
  • Description Techniques
  • The Consequences and Benefits Matrix
  • Dealing with Conflict and Difficult Issues
  • Reflection
  • Techniques for Resolving Conflict
  • What Successful Leaders Do
  • Secrets to Success
  • Creating the Right Environment
  • Making Connections
  • Practices to Practice
  • Making Connections
  • A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Course 5 : Motivation Training: Motivating Your Workforce

  • Course Overview
  • Learning Objectives
  • Pre-Assignment
  • What is Motivation?
  • Defining Motivation
  • Supervising and Motivation
  • Why is Motivation Important?
  • Identifying Motivators
  • Making Connections
  • What Do You Think?
  • Motivational Theories
  • A Look at Theory
  • Herzberg’s Motivational versus Maintenance (or Hygiene) Factors
  • Supervisor’s versus Higher Management’s Role
  • Motivation Theories
  • Pre-Assignment Review
  • Setting Goals
  • Setting Goals with SPIRIT
  • Goal Setting and Goal Getting!
  • The Role of Values
  • Developing Targets
  • Making Connections
  • What Do We Value In Work?
  • Identifying Your Values
  • Narrowing Down Your Values
  • Bringing It All Together
  • Bringing It All Together, Part Two
  • Creating a Motivational Climate
  • Behavioral (Reinforcement) Theory
  • Reinforcement Theory
  • The Big Question
  • Expectancy Theory
  • McClelland’s Needs Theory
  • Applying Your Skills
  • Situational Analysis
  • Scenario Two
  • Scenario Three
  • Scenario Four
  • Case Studies
  • Designing Motivating Jobs
  • Designing My Job
  • Five Key Characteristics
  • Techniques for Job Design or Redesign
  • A Motivational Checklist
  • A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There
 

 

Unlimited Tutor Support

  • 12 months tutor support
  • Email student support with any questions you have about the course
  • Tutor Support gives you the benefit of two-way conversation on any of the topics covered



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