10 Spring 20

10
Spring 20
MANAGEMENT DEVELOPMENT PROGRAM
Improve your productivity,

effectiveness, and success with
workshops in:
• Supervising
• Change Management
• Leadership
• Communication Skills
www.ilr.cornell.edu/mgmtprog/md/new
THE BUSINESS CLIMATE CONTINUES TO CHANGE, and we’re changing the Cornell
ILR Management Development programs to provide the tools that managers need
to move their organizations with those changes – or, ahead of them.
More management programs in Ithaca and Albany – As the economy gets

back on its feet, organizations will expect managers to adjust the work processes to
suit new market needs, changing client expectations and different
staffing/performance issues. To help you handle these changes, we’re bringing more
supervision and management programs to Ithaca, and increasing the Public Sector
Management program offerings in New York City and Albany.
New Delivery Methods – Get 4 days of training in only 2 days in the classroom!
We’ll be testing a new training approach that will combine 2 days of asynchronous
on-line learning with 2 days of in-class practice and application exercises. You’ll be
able to get the tools at your own pace (on-line) and then have the option to
sharpen them in interactive class-room practice with our faculty.
New Programs –
• Proactive Coaching • Emotional Intelligence for Leaders

• Proactive Negotiating • Customer Service Coaching
• Proactive Focusing • Brain-Based Time Management
Keep an eye on the web page for the return of the Breakfast Series, our short-format
morning sessions on workplace topics, at www.ilr.cornell.edu/mgmtprog/md.
And, as always, we’d be happy to talk with you about developing a custom
workshop, training series or Cornell ILR Certificate program for the staff at your
organization. Call today to start the process.
Tom Willett William G. Wilkins

Director, Program Coordinator,
Management Development Programs Management Development Programs
Cornell University ILR – NYC Cornell University ILR – NYC
(212) 340-2894 (212) 340-2823
ctw22@cornell.edu wgw2@cornell.edu
Cornell ILR has been designated as a Human Resources

Certification Institute (HRCI) approved provider. For more
information about recertification credits toward your PHR
or SPHR, please visit www.hrci.org or our website.
This symbol throughout the catalog indicates approved workshops.
Tr a i n i n g L o c a t i o n s
New York City: 16 East 34th Street, 6th Floor
Ithaca, NY: ILR Conference Center, Garden Avenue
(one block from the Statler Hotel)
Management
Development
Program
Table of Contents
Certificate Programs
Table of Contents
Supervisory Certificates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
• Classroom
• On-Line
• Blended
Management Certificate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Public Sector Management Certificate . . . . . . . . . . . . . . . . . . . . . . . . 3
Leadership Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Change Leader Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Proactive Leader Certificate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
About Cornell ILR Management Development
Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Workshops
Leading Teams, Organizations and Change
8 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Managing People and Performance
9 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Managing Self
8 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Communicating and Influencing
10 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Working Smarter
13 workshops starting on page . . . . . . . . . . . . . . . . . . . . . . . . . . 23
More Programs available at the Cornell ILR School . . . . . . . . . 27
Master of Professional Studies (MPS)
Graduate Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Registration Form . . . . . . . . . . . . . . . . . . . . . . . . Inside Back Cover
Registration Information . . . . . . . . . . . . . . . . . . . . . . . . Back Cover
Supervisory Certificate
This certificate is designed for supervisors/managers looking to build a solid foundation
and better understanding of what is needed to succeed as a supervisor, and for more
experienced managers looking to refine their skills. Five core workshops and two
electives must be taken to total a minimum of 60 units. This certificate is also offered
| Certificate Programs
online (see our Web site).

Core Curriculum Page Units Classroom On-Line
Supervising and Managing People 14 12 ✓
or Supervising for Success 11 12 ✓
Managing Employee Performance 12 6 ✓
Legal Issues for Managers 26 6 ✓
Managerial Interviewing Skills 25 6 ✓
Managing Multiple Priorities 17 12 ✓
Management Development
Electives (see below) 18

Total 60
Electives Page Units Classroom On-Line
Navigating Difficult Conversations 18 6 ✓
Managing Up 15 6 ✓
Basic Tools of Project Management 24 6 ✓
Leading High-Return Meetings 25 6 ✓
Brain-Based Time Management 16 6 ✓
Managing a Diverse Workforce 14 6 ✓
Writing for Business 26 12 ✓
Managing Stress 17 6 ✓
Customer Service Coaching for Managers 13 6 ✓
Making Better Decisions 24 6 ✓
Understanding Team Dynamics † 6
Note: On-Line workshops are adapted versions of the classroom programs, or different programs
created for distance learning. The subject areas are the same, but the titles and instructional design
will be different in class vs. on-line.
New Blended Management Certificates

Take courses on-line, in class, or both!
We know your time is valuable, and getting out of the office to attend training can be
inconvenient. Now, you can practice skills and share knowledge with experienced
instructors and fellow professionals in the classroom, or complete an entire Cornell ILR
Certificate on-line whenever you can fit it in. Mix it up, and take some programs on-line
and some in NYC – whatever fits your schedule. Look for the icon next to the
workshop titles throughout this brochure to see which courses are now available on-line!
Certificates Available 100% On-Line or Blended:

• Supervisory Certificate (above)
• Proactive Leader Certificate (page 5)
Need help planning your certificate? Call William Wilkins at 212-340-2823 or e-mail WGW2@cornell.edu.
2 | R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w
Management Certificate
This certificate is for managers with solid supervisory experience and/or training who
want to strengthen their managerial abilities. Six core workshops and one to two
electives totaling a minimum of 72 units must be completed to earn this certificate.
Leading with Focus and Intention 10 12 ✓
Leading High-Performance Teams 14 12 ✓
Generational Diversity 11 6 ✓
Legal Issues for Managers* 26 6 ✓
Negotiating Effectively 21 12 ✓
or Resolving Conflict 19 12 ✓
Developing Effective Communication Skills 22 12 ✓
Elective(s) (see below) 12
Total 72
Electives Page Units Classroom On-Line
Creating a Culture of Service Excellence 7 6 ✓
Problem Solving and Decision Making 26 12 ✓
Enhancing Your People Skills 19 12 ✓
Coaching for Managers 20 12 ✓
Finance for Nonfinancial Managers 26 12 ✓
Perfecting Your Presentation Skills 20 12 ✓
Harassment Prevention in the Workplace † 6 ✓
Public Sector Management Certificate

Mid- and upper-level managers employed by New York State and its political
subdivisions can focus on issues that are unique to managing in the public sector. This
customized management certificate curriculum will teach you how to effectively
provide deliverables and services, comply with civil service law, work with political
stakeholders, manage in a unionized environment, and leverage limited resources.

Leading with Focus and Intention 10 12 ✓
Generational Diversity 11 6 ✓
Labor Relations for Managers 12 12 ✓
Managerial Interviewing Skills 25 6 ✓
NY State Civil Service Law 26 6 ✓
Developing Effective Communication Skills 22 12 ✓
Strategies for Getting Things Done 17 6 ✓
2 days of electives from
Management Certificate list 12
Total 72
† Please visit www.ilr.cornell.edu/mgmtprog/md/new for complete workshop descriptions for these
courses and for future dates.
* “Legal Issues for Managers” can be credited to both the Management and Supervisory Certificates.
N o t s u re w h i c h w o r k s h o p i s f o r y o u ? C a l l W i l l i a m G . W i l k i n s @ 2 1 2 - 3 4 0 - 2 8 2 3 | 3
Leadership Certificate
This certificate addresses the operational and personal needs of a higher-level manager
whose roles include identifying and communicating organizational direction, the
dynamics of large-group management, thinking strategically within and beyond the
organization, and advanced communication techniques. Five core workshops and two
electives (one from each pair) must be completed to total a minimum of 72 units.
Core Curriculum Page Units

Proactive Leader I†† 5 12
or Women in Leadership 8 18
Organizational Culture and Change 9 12
Vision and Organizational Performance 8 6
Strategic Business Thinking 23 12

Influence Strategies 21 6
Electives (one from each pair) 24
Total 72
Electives Page Units
Adapting to and Leading Change 10 12
or Situational Decision Making 7 12
AND
Emotional Intelligence: An Edge for Leaders 18 12
or Power of Listening 22 12
Change Leader Certificate

This series of workshops is for directors and managers responsible for hands-on
leadership and organization of change efforts. You will gain the skills and learn the
frameworks to understand the dynamics unleashed by change, plan and launch a
change effort with greater impact, navigate the perils of implementing change, and
stay true to your role as change leader. Three workshops taken within a one-year
time period are required to earn this certificate.
Core Curriculum Page Units

Managing Self as Change Leader 16 12
Making Change Happen 23 12
Organizational Change: The Fundamentals 9 12
Total 36
†† “Proactive Leader I” can be applied to both the Leadership Certificate and the Proactive
Leader Certificate.
For specific questions about program content, contact C. Thomas Willett at 212-340-2894 or e-mail
ctw22@cornell.edu or William Wilkins at 212-340-2823 or e-mail wgw2@cornell.edu.
Proactive Leader Certificate
A
GOOD IDEA IS NOT ENOUGH. A leader must get things done. The Proactive Leader
series builds your leadership capabilities to initiate, implement and sustain your ideas to
completion.
$1495 | Course MD401
Proactive Leader I: Develop an Effective
Agenda, Build Support and Gain Traction
New York City: • February 11-12, 2010 • October 14-15, 2010
Successful leaders begin by carefully focusing on their agenda. Once you develop and
prioritize your agenda for action, you will need to develop political competence to
take the next steps toward building support and gaining traction for your idea.
K e y To p i c s
• Identify the Spheres of an Effective Agenda: Mission, goals and organizational
culture, organizational design and job design
• Assess allies and resistors
• Evaluate your organization’s receptiveness to change
• Negotiate support for your agenda
Proactive Leader II: Maintain the Coalition
and Sustain the Momentum
New York City: • April 14-15, 2010 • November 8-9, 2010
A proactive leader must continually adapt the agenda and build support to be able to
follow through. Your challenge is to make sure things move forward. You have to
think in terms of contingencies, reformulate your agenda and position, and keep
others in your corner.
K e y To p i c s
• Negotiate for Consensus – Retain support while winning resistors over to your side
• Lead Your Coalition – Balance your leadership styles to advance your coalition
• Sustain Your Initiative – Maintain progress and keep your idea relevant to the
organization by mapping the four dimensions of momentum
$795 | Course MD415
Proactive Leader Coaching (By appointment)

New York City: • June 7, 2010
Unique to this certificate curriculum is the Proactive Leader Coaching module. Once
participants have completed Parts I and II, they prepare a written review of their
experiences in applying the Proactive model to a particular work initiative. Working
with Professor Bacharach, a custom plan for continued learning and application of
the Proactive tools will be tailored to meet each participant’s certificate goals.
W h o S h o u l d A t t e n d t h e P ro a c t i v e L e a d e r S e r i e s
Leaders and managers at public, private, and not-for-profit organizations who are
charged with devising and executing business plans, strategies, and corporate initiatives.
Please see professor Samuel Bacharach’s blog: www.bacharachblog.com for more information.
Management Development Workshop Locations:
Newly renovated ILR Conference Center in New York City: 16 East 34th Street,
6th Floor. Upgraded to enhance your learning with:
• Expanded distance learning technologies • Redesigned food service center
• Smart classrooms • Natural and specialized lighting
• More courtesy computers
ILR Conference Center in Ithaca, NY: ILR Conference Center, Garden Avenue (one
| Workshops
block from the Statler Hotel), with nine state-of-the-art meeting rooms to
accommodate groups from 2 to 110.
O n - S i t e Wo r k p l a c e P ro g r a m s
Each year, organizations from across the country and around the world turn to the
Cornell ILR School to provide them with powerful solutions to meet the learning and
development needs of their workforces. Cornell’s On-Site Training offers organizations
of all sizes dynamic programs that align with their staff and organizational development
goals.
Advantages of Cornell ILR On-Site Training:

• Over 40 Management Development workshops to choose from
• On-Site workshops count toward Cornell ILR Certificate completion
• Customizable to suit the specifics of your workplace and work processes
• The per-person cost for on-site training is usually less than attending our
open-enrollment workshops – and more convenient
For information on bringing Cornell ILR On-Site Training to your staff, please contact
Sandra Acevedo at OnSiteNYC@Cornell.edu or 212-340-2819.
Distance Learning
Many management development classes and certificates are available on-line; see
www.ecornell.com/ilr to view a complete listing, or look for this symbol
throughout this brochure.
Faculty
In addition to Cornell ILR extension faculty, workshop instructors include executives,
practitioners, consultants, and attorneys who bring academic expertise and real-world
experience into the classroom. ILR’s faculty and experts on current issues, along with
participant evaluations and feedback ensure that you receive the best instruction in the
field.
Read about our instructors at www.ilr.cornell.edu/mgmtprog/ instructorbios.html.
Many of our workshops can be applied toward your Human Resource Certification
Institute (HRCI) recertification credits for a PHR, SPHR, or GPHR. HRCI is a
professional accreditation program for human resource professionals and is affiliated
with the Society for Human Resource Managers (SHRM). Each one day of training
equals six hours of recertification credit. Please visit www.hrci.org or our web site for
more information.
This symbol indicates the workshop has been approved for HRCI credit.
6 | Check out other Cornell ILR learning opportunities on pp. 27-28

$1495 | Course MD325 Updated
Situational Decision-Making for Leaders

New York City: • March 24-25, 2010
We all have years of experience in getting things done, and in making business
decisions that work. Adapting your decision making style for more effective leadership
is not easy since we all tend to default to learned behaviors from prior settings such
as family life, school, or other work environments.
How you frame, delegate, communicate and implement leadership decisions carries
an ever-growing risk to you and your organization. This workshop will not only identify
your personal decision making style, but also set a course for utilizing your personal
strengths and weaknesses to create a bridge between your style and the leadership
decisions you need to make to maximize results.
K e y To p i c s
• Validated leadership decision-making model from studies of thousands of managers
• Using situational factors to assess decision-making strategies quickly
• Leadership through flexible decision-making: pitfalls and payoffs
S p e c i a l F e a t u re
Each participant will receive a customized report outlining his or her strengths and
| Workshops
weaknesses around group decision-making processes. Participants will also have the
opportunity to explore a situation in their own organization and determine which
management style would best serve in that circumstance. Registration for this program
closes three weeks in advance to allow for completion of individual assessments.
$795 | Course MD375

Creating a Culture of Service Excellence
New York City: • October 15, 2010
In today’s competitive world, differentiating your service is the key to attracting and
retaining customers while driving bottom-line results. World-class service is more than
just employees smiling and making good eye contact. It is an all-encompassing
approach to making service delivery excellence your “business as usual.” Everything
a customer sees, hears, or touches impacts the experience.
K e y To p i c s
• Understanding the importance of creating loyal customers vs. satisfied customers
• Developing a common vision and service delivery standards for all employees
• Practical tools to assist in forming delightful experiences for your customers
• Bridging the gap between your business processes and your customer experiences
• Leadership actions to engrain the principles of service excellence into your
organization’s culture
• Techniques to maintain employee involvement and engagement at all levels
Yo u m a y a l s o w a n t t o c o n s i d e r “ M a k i n g B e t t e r D e c i s i o n s ” o n p . 2 4 | 7
Women in Leadership
New York City: • July 14-16, 2010 • September 20-22, 2010
• November 15-17, 2010
Follow-up Dates:
New York City: • May 17, 2010 • December 1, 2010
Women face unique challenges as they move higher in organizations. This workshop
| Workshops
explores these challenges and teaches participants how to think and behave
strategically when meeting leadership’s demands.
The learning experience combines individual leadership assessment, experiential
learning, and frank discussion about obstacles in the workplace with a facilitated
process for professional development and career planning. You will examine:
• Your perception of your leadership; the perceptions of key constituents

• How to align your leadership skills with your organizational culture
• The choices and trade-offs that may be necessary to attain, regain, or maintain
work/life balance
S p e c i a l F e a t u re s
• Completion of the pre-course Leadership 360™ feedback instrument (registration
ends two weeks early to accommodate)
DAY 4 – Follow-up
A critical part of the program is the fourth-day follow-up to share your on-the-job
experiences in applying the skills and strategies learned (scheduled 60+ days after the
workshop). You will be contacted after you attend the main workshop to sign up for
the follow-up session that best fits your schedule.
$795 | Course MD381
Vision and Organizational Performance

What does your organization’s vision statement say? Does it impact your daily function,
or even your annual goals? Many vision statements are misconstrued as advertising, or
a plan for “the higher-ups,” or something that’s a little unrealistic or unachievable. For
most managers, vision statements don’t play a role in getting work done. Yet, a vision
statement can be a powerful part of an organizational strategy that can focus work
efforts, assist in difficult decision-making, and supplement performance standards.
K e y To p i c s
• The impact a shared vision can have on group achievement
• Why visions fail to “move” organizations and their people
• The characteristics of successful visionary organizations – and their leaders
• Strategic vision – and vision as part of strategy
• Building a strategy: mission, vision, and values
• How vision can direct behavior – and performance
• Identifying your work group’s role in the organization’s vision
• Setting and communicating a vision for your work group
8 | B o t h t h e s e w o r k s h o p s a re p a r t o f t h e L e a d e r s h i p C e r t i f i c a t e o n p . 4
$1495 | Course OC382
Organizational Change: The Fundamentals

New York City: • April 28-29, 2010 • October 12-13, 2010 .
• December 6-7, 2010
The way change is managed makes a difference in how well it is implemented. Some
changes can be handled in a straightforward “get it done” way. But overused or
misapplied, and this approach to change can give rise to many different forms of
resistance – some visible, some not so easy to pin down.
This workshop explores the reasons that sophisticated and engaging approaches to
change are often needed for success. It highlights the dynamics that can be expected
when change is introduced, what contributes to or prevents “unfreezing,” and why
a compelling case is so crucial.
K e y To p i c s
• Understanding the dynamics of change
– Resistance and compliance
– Unfreezing, learning, and adaptation
– The “priming” role of trust and justice
– Differences in individual change styles
• Creating and delivering a compelling case
• Techniques for engaging the organization
| Workshops
• A brief introduction to the Logic Model, to connect action to outcomes
Organizational Culture and Change

New York City: • April 19-20, 2010 • October 14-15, 2010
Increasingly, business leaders are advocating for culture change in their organizations.
Yet, how can this happen given that organizational culture is the organic accumulation
of behaviors over time? This workshop introduces conceptual frameworks to better
understand organizational culture and how they work with your strategic business
objectives
K e y To p i c s
• Cultural frameworks (drawing from Schein, Gagliardi, and others)
• Characteristics and implications of loose and tight cultures
• Taboos and sacred cows: Are they open or hidden? Positive or negative in impact?
• Diagnosing organizational culture
• Cultural anchoring and alignment with environment
Change Leader Certificate (Curriculum on page 4)

Who Will Benefit
Directors and managers responsible for hands-on leadership and organization of
change efforts. Provides change leaders with the understanding of the dynamics
released by change initiatives, and the skills to plan, launch and navigate the perils
of a change process.
People who took these workshops also took

“Managing Self as Change Leader” on p. 16
| 9
Leading with Focus and Intention

New York City: • January 19-20, 2010 • November 10-11, 2010
Albany: • May 17-18, 2010
Today’s leaders must determine how they can add value to their organizations, gain
the commitment of others, and develop and deploy the talents of employees –
all while sustaining the loyalty of an increasingly demanding workforce.
| Workshops
K e y To p i c s
• Setting direction
– Aligning your goals to your organization’s key challenges
– Identifying values to lead by
– Identifying and influencing key stakeholders

• Mobilizing others
– When to control and when to share power
– Building and maintaining productive relationships
– Coaching others for sustained development
• Focusing forward
– Managing your time around your key initiatives
– How to keep the team focused on results
– Avoiding blame, crises, and negative energy
• Self-mastery
– Discovering your strengths and unique contributions
– Where does self-improvement matter?
– Identifying your intentions as a leader
Adapting to and Leading Change

New York City: • April 6-7, 2010 • December 2-3, 2010
Leaders must be flexible, agile, and adaptable in the face of change, manage others
through it, and be champions of change themselves. This workshop focuses on the
challenges of leading in a changing world.
K e y To p i c s
• Understanding and adapting to change
– Surviving change with credibility and confidence
– Learning the skills of personal flexibility and resilience
• Creating change
– Finding new solutions to old problems
– Gaining commitment to initiatives that require change
• Implementing change
– How to overcome team morale and productivity problems
– Anticipating and avoiding the land mines of leading change
$795 | Course DV238
Generational Diversity
New York City: • March 8, 2010 • November 17, 2010
Albany: • October 21, 2010
For the first time in U.S. history, the workplace will be teeming with four generations
of employees. Americans are living longer and working longer than ever before. The
vast diversity in the ages of workers will bring many opportunities and challenges. Are
you ready to maximize the talent of your millennials and Generation X employees
while using the experience of your baby boomers and matures? Are your baby
boomers prepared to be managed by millennials? Does your organization have a
strategy for retention and succession planning that considers the unique needs of
each generation?
This workshop will examine:
• The unique characteristics and perspectives of the four generations
• The essentials of communicating with the four generations
• A strategy to maximize the talents of each generation
S p e c i a l F e a t u re s
Case study, Job aids, Action planning, Skills practice
| Workshops
Supervising for Success
Ithaca: • June 14-15, 2010
New skills from a different tool kit are needed when you have direct reports. This
workshop examines basic supervisory skills of setting an environment, training,
delegating, and giving effective feedback that improves productivity. Day 2 focuses on
methods for creating work groups, setting group goals and working through
roadblocks as the group matures. Course materials include case studies and interactive
exercises.
K e y To p i c s
• Understanding and applying directive vs. supportive management approaches
• Delegating without guilt
• Motivation
• Fixing problems instead of blame to set a productive team environment
• Looking at the myth of content (expert) leadership vs. process (facilitation)
leadership
• How and when to delegate to get the job done
• How to give effective feedback
• Bad teams are bad for a reason
• Structured method to set group goals and work through road blocks
• The typical traps of solving a problem in a group and how to avoid them
P e o p l e w h o re g i s t e re d f o r G e n e r a t i o n a l D i v e r s i t y a l s o c o n s i d e re d “ M a n a g i n g a
D i v e r s e Wo r k f o rc e ” – l o o k f o r i t a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w | 11
$695 | Course MD201
Managing Employee Performance
New York City: • March 3, 2010
Ithaca: • July 15, 2010
Directing employee performance is the responsibility of the supervisor or manager.

However, the manager cannot make the best use of employees’ capabilities and efforts
without ensuring that his/her directions are making the greatest contribution possible
| Workshops
to organizational objectives. This workshop explores effective employee goal-setting

techniques, performance feedback, and the Performance Dialogue Model© to confirm
that the combined efforts of your staff will support the organization’s long-term plans.
K e y To p i c s
• Understanding the performance management system

• Clarifying performance expectations and setting better ones
• Motivation and employee productivity
• Setting performance standards that are fair to the organization and the employees
• Proper use of a performance rating scale
• Turning organizational vision into guidelines for productivity
• Involving your manager in the goal-setting process
$1495 | Course LR309
Labor Relations for Managers: Managing

Effectively in a Unionized Environment
Albany: • April 22-23, 2010
New York City: • November 3-4, 2010
Managers in a unionized workplace are challenged to manage effectively within legal

and contractual parameters. This custom program addresses the specific needs of
managers working in a unionized environment, giving them a solid understanding of
labor relations. Case studies and interactive real-world training exercises provide the
opportunity to put your newly acquired skills to work, assuring the transition from the
classroom to the workplace.
K e y To p i c s
• Core principles of the NLRA
• The relationship between the law and the collective bargaining agreement
• Understanding and managing within the collective bargaining agreement
• The scope and breadth of management rights
• The meaning and application of “past practices”
• The components of “just cause” including due process and the right for union
representation
• Do’s and don’ts of counseling employees
• Fact-finding and investigation
• Progressive discipline
• Grievance handling and resolution
12 | Some people took “Managing Employee Performance” on-line

a t w w w. e C o r n e l l . c o m / i l r
$795 | Course MD175 New
Customer Service Coaching for Managers:
Only Satisfied Customers Come Back
In every industry, it’s a buyers market. You need every sale, and the customer knows it.
For internal customers and service providers, the same is true. To ensure your customers
get what they need, and they appreciate the service experience, you must present a
good first impression and provide exemplary service. Your business depends on it.
This program provides the service manager with the essential coaching skills and quality
service delivery knowledge to create positive interactions between your customer
contact staff and your customers. It will build your ability to guide and encourage your
staff to manage their customer’s attitudes, focus on the client’s needs, communicate
effectively and provide “customer first” behavior.
K e y To p i c s
• Maintaining an attitude of service quality
• Managing customer attitudes and communication
• Being the ambassador of your company
• Understanding the value of probing questions
| Workshops
• Identifying and staying focused on your customer’s needs
• The importance of validating, acknowledging and respecting your customer
• Creating a customer service strategy
• Handling and understanding difficult customers without getting emotionally hijacked
• 20 coaching principals that can be used with the customer
Critical Skills for Managers: The Next Step

New York City: • July 6-7, 2010 • October 18-19, 2010
• November 15-16, 2010
Demands on today’s managers are changing – and increasing. Managers are required
to implement and manage change, maintain morale, increase productivity, reduce
costs, and be accountable for an ever-broader range of responsibilities. They are
expected to learn and implement a wide array of new policies and procedures, manage
process improvement initiatives, cross-functional work teams, and many other
challenges.
K e y To p i c s
• The building blocks of peak performance
• Communicating and clarifying performance expectations
• Defining your Delegation Quotient
• Making sure the right things get delegated and get delegated right
• Conducting constructive performance reviews
• Dealing with difficult employee reactions to performance feedback
• Understanding and preventing unnecessary conflict
• Negotiating win/win resolutions to conflict
Resister by phone at 866-470-1922 | 13

Supervising and Managing People
New York City: • February 3-4, 2010 • May 26-27, 2010
• July 12-13, 2010 • September 9-10, 2010
• November 10-11, 2010
Proven, straightforward, and powerful, this workshop takes the complexity and
confusion out of how to supervise your people more effectively. The skills taught in this
| Workshops
workshop are based on an in-depth analysis of what hundreds of supervisors and their
managers need most to be top performers.
K e y To p i c s
• Your role as a successful manager
• Understanding what your company (and your people) expect from you
• Importance of balancing people skills with technical skills
• Powerful techniques for motivating people
• Using a situational approach to influence staff positively
• Keys to improving communication effectiveness
• Dealing with employee problems and problem employees
Leading High-Performance Teams

New York City: • March 22-23, 2010 • October 12-13, 2010
This workshop builds awareness and skill in the areas of team dynamics, group
problem-solving and decision-making. You will develop leadership skills applicable to
self-directed work teams, employee participation teams, interdepartmental task
groups, and insights into planning, chartering, developmental, and maintenance
phases of the team “life cycle.”
K e y To p i c s
• Structural issues in team development
• Targeted development activities for different stages
• Job design in an empowered team
• Four fundamentals of team empowerment
• A process model for effective team meetings
• Team-building experience
– The collaborative decision-making process
– Team action analysis
– Feedback on individual and team behaviors
• Core competencies for team leaders
– Modeling positive communication
– Giving and receiving feedback
– Dealing with difficult situations
Managing a Diverse Workforce (MD355) $795

New York City: • February 3, 2010 • October 5, 2010
Managing Up: Working More Effectively
with Authority Figures
New York City: • May 25, 2010 • October 15, 2010
• December 17, 2010
“Managing Up” is not about telling your managers what to do. Rather, it’s about
learning your style in relating to them, and learning when your style is not effective
and how to change it to suit the situation.
The techniques presented in this workshop are based on 12 years of research with
practicing managers and 25 years of consulting in management and organizational
behavior with major organizations and every branch of the U.S. military.
K e y To p i c s
• Identifying key moments and opportunities in your relationship with your manager
• Identify your style (among nine different ones)
• Clarify when and how your style works well
• Identify and eliminate barriers to working together
• Learn communication techniques that get the message through
• Effectively responding to requests with the needed information and clarity
• Action plans to change “the way we do things”
| Workshops
Thinking Outside the Box:

Creativity and Innovation
New York City: • May 19-20, 2010 • October 18-19, 2010
Today’s global marketplace provides challenges for managers in every type of business
or organization. A key to meeting these challenges is the ability to “think outside the
box” – to tap into your personal creativity to produce corporate innovation. This highly
interactive, experiential workshop relates practical creativity and innovation concepts
to the profitability of your work and organization.
K e y To p i c s
• Concepts, definitions, and models of creativity and innovation
• Creative roles: explorer, artist, judge, and warrior
• KAI Assessment: cognitive styles of creativity
• Identifying your own personal creative style
• Divergent and convergent thinking tools
• The creative process
• The innovation process
• Four types of innovation
You will develop a 30-day Creativity Workout Plan that focuses on exercises to continue
enhancing your creative skills.
S h a r p e n y o u r t h i n k i n g s k i l l s w i t h “ P ro a c t i v e F o c u s i n g ” o n p . 1 7 | 15
Managing Self as Change Leader

New York City: • June 2-3, 2010 • November 16-17, 2010
Effective leaders of change draw on their clarity, credibility, and authenticity to build a
following. Consultants and facilitators must read the pulse of an organization through
an understanding of their own experience and empathy with others. Often they lack
authority over the participants in change and must use influence, collaboration, and
| Workshops
other strategies to accomplish their objectives.

This workshop explores strategies to manage the emotional and interpersonal stress
often generated by change and to perform more effectively as a true leader of change.
K e y To p i c s
• The change agent and change leader roles
• Your role in leading change in your work environment
• Change-agent competencies
• Looking in the mirror: exploring strategies to build on personal strengths and
overcoming weaknesses
• Understanding others: exploring strategies to help others manage the personal
and interpersonal dynamics of change
• Inspirational leadership and serving as a change catalyst
$795 | Course MD245
Brain-Based Time Management New

New York City: • June 16, 2010 • October 25, 2010
Managing time effectively is an essential skill for today’s professionals. It seems as if

Time is shrinking: organizational change initiatives, an increasingly competitive market,
technology overload, reduced staffing situations and a greater emphasis on faultless
performance, and more! As the workplace changes as a result of current events, we
are all finding ourselves required to accomplish more in less time, with limited, reduced
or no resources.
The challenge: The work you do or the way you do it may not always align with your
brain’s natural thinking preferences, requiring more effort on your part. This increased
effort reduces your productivity, tires you out quickly, and takes more time than
necessary to complete your tasks and projects.
The solution: There are 4 Time Types, or approaches to handling time, that contribute
to how you manage tasks and activities. By identifying and understanding your
personal Time Type, you can identify the approach to Time Management that can
work best for you.
This one-day workshop will enable you to:
• Determine your Time Type
• Understand how you accomplish your work
• Develop strategies to maximize your Time Type
• Apply Time Type strategies to daily tasks and activities
16 | Not sure which workshop is for you? Call William G. Wilkins @ 212-340-2823
Proactive Focusing: Are You Standing in Your Own Way?
New York City: • March 8-9, 2010 • December 2-3, 2010
Have you ever been in a situation where you knew exactly what had to be done, but,
for some reason, felt as if you couldn’t move ahead? Emotional obstacles frequently
emerge at the very moment we have to make a difficult decision. Decision makers
need a methodology that will allow them to overcome these emotional blocks in order
to make solid decisions and take action. Proactive Focusing is a self-reflective technique
that will improve focus, decrease overreactions, increase your ability to examine and
manage your feelings and emotions, and help you remove blocks that delay action and
impede your success.
K e y To p i c s
• Develop self-awareness, using the skills of internal reflection and examination
• Learn to: Stop, Reflect, and Act
• Identify and change negative behavior patterns
• Learn skills to assess and remove emotional barriers to taking action
• Recognize the sources of your emotions, ideas, and motivations
• Balance, prioritize, and blend your personal and workplace identities to get the
results you want
• Prevent your emotional experiences from directing your actions
• Learn the ‘positive self-regard’ attitude to sustain personal momentum
| Workshops
Managing Multiple Priorities
New York City: • March 18-19, 2010 • July 14-15, 2010
• September 27-28, 2010 • December 15-16, 2010
Developing your ability to set goals, focus on priorities, and manage simultaneous
responsibilities and activities is essential in today’s fast-paced work environment. Taking
control of your workday is crucial for reducing your stress level and enhancing
productivity and success.
K e y To p i c s
• Identifying time wasters and developing techniques for reducing them
• Setting goals with speed and focus
• Realistic ways to decrease interruptions
• Learning to say “no”
• Getting and staying organized
• Knowing what your responsibility is and is not
• Communication skills to enhance work flow
• Delegating up and down
• Managing stress and conflict
Managing Stress (MD237) $795

New York City: • June 17, 2010 • October 26, 2010
Strategies for Getting Things Done (MD312) $795

Albany: • November 8, 2010
Call for Information 866-470-1922 | 17

Emotional Intelligence: An Edge for Leaders
New York City: • March 15-16, 2010 • October 4-5, 2010
Emotional Intelligence (“EI”), also known as “EQ”, is the ability to harness your emotions
in sensing, understanding, and responding to social cues in your environment. It is
often referred to as the “common sense” that allows one to relate to people and get
along in the world.
| Workshops
As a leader, you have most likely spent significant time developing your intellectual,
analytical and logical thinking abilities, while investigating the latest leadership and
management theories/tools to improve your performance. These are all important IQ
related criteria, but research has shown that EI is a far better predictor of success than IQ.
Prior to the workshop, each participant completes the Bar-On EQ-I Questionnaire, the
first scientifically developed and validated measure of EI.
K e y To p i c s
• Utilizing EI to boost staff morale and motivation, performance, feedback and
talent retention
• Your EI Profile: Debrief the Results and Develop an Action Plan to enhance your EQ
• Scientific findings in detecting social cues
• Emotions and Logic: their combined affect on logic and judgment
$795 | Course MD125

Navigating Difficult Conversations
New York City: • January 25, 2010
Managers are not only responsible for business functions, but also for the productive
interactions of the people within those business functions. As any manager well knows,
a host of interpersonal situations frequently arise that require “straightening out.”
Successfully handling difficult conversations requires analyzing the roles and
expectations of the people involved, understanding the organizational impact of the
situation, and planning a strategy for successfully resolving these issues – before the
conversation begins.
K e y To p i c s
• Understanding the roles of the participants – and the organization – in the
conversation
• Setting goals for successful results
• The impact of communication style in difficult conversations
• Learning from examples of real-world difficult conversations
• Practice conducting difficult conversations, working with the tools of planning
and contracting for successful results
18 | G e t m o re C o m m u n i c a t i o n s s k i l l s i n t h e 2 - d a y “ D e v e l o p i n g E ff e c t i v e
Communication Skills” on p. 22
Resolving Conflict
New York City: • May 6-7, 2010 • December 8-9, 2010
Conflict can have constructive or destructive consequences on both individual and

team performance. By learning to handle conflict well, you will enhance your success
and that of your organization.
K e y To p i c s
• The nature of conflict in organizations
• How conflict displays itself in the workplace
• How to anticipate typical sources of conflict
• Various conflict resolution models and tools, and the benefits and limitations of each
• Using the right resolution approach for the situation
• Using conflict positively for personal and organizational growth
• How your style of handling conflict helps or hinders your ability to manage conflict
• How to use your authority appropriately to resolve conflict
• A personal plan for improving your own approach to handling conflict
• Techniques for dealing with angry people and groups
| Workshops
Enhancing Your People Skills

New York City: • March 4-5, 2010 • May 17-18, 2010
• July 8-9, 2010 • October 12-13, 2010
• November 8-9, 2010 • December 13-14, 2010
When you increase your skills in working with others, you increase your ability to
succeed in almost all aspects of work and life. The principles, practice, and discovery
elements of this dynamic “people skills” workshop will enable you to better influence
the results you get when interacting with others.
K e y To p i c s
• Improving self-esteem and confidence: yours and others
• How to recognize, evaluate, and eliminate self-defeating habits and actions
• Recognizing nonverbal cues and their impact
• How to make something positive out of conflict
• Dealing with delicate situations and difficult people
• Building relationships that work and last
• How to avoid self-sabotage
• Creating your own “change tool-kit” during the workshop for increasing your
people skills
Not sure which workshop is for you? Call William G. Wilkins @ 212-340-2823 | 19
Perfecting Your Presentation Skills

New York City: • February 1-2, 2010 • June 14-15, 2010
• September 27-28, 2010 • December 2-3, 2010
Excellent ideas alone do not guarantee successful presentations. Success is determined

by the combined impact of words, voice, and body on your listeners. This workshop
will teach you how to manage anxiety, construct effective messages, develop dynamic
| Workshops
delivery skills, connect with and focus on your listeners, gain confidence and become
comfortable in front of an audience.
K e y To p i c s
• Identifying speaking assets
• Recognizing attitudinal road blocks

• Tips to reduce tension
• Perfecting your visual image
• Analyzing your listeners
• Capturing and holding listener attention
• The power of silence
• Building blocks of message construction
• Making your voice work for you
• Painting pictures with words
• Productive use of visual aids
• Speaking effectively on short notice
Coaching for Managers

Remember the result when someone in your life pushed you to a higher level by
strategically raising the bar? You exceeded...even your own expectations. This
workshop introduces effective coaching skills that can have a strong impact on the
productivity of your employees. Knowing how to be a good coach in different
situations is an art. This workshop gives you the tools, skills, and practice you’ll need
to be the artist. You will learn:
• What you already do well, and how you can improve it
• Spotting next steps for each employee
• Your coaching style impacts your communications
• Powerful questions guaranteed to get a person thinking, learning, and growing
• Using “popcorn” feedback to prevent difficult employee conversations
• Ways to say what you need to say without hurting feelings
• Coaching methods that are appropriate for employees and peers – and even bosses
• The role of coaching in good leadership
20 | Writing is a critical presentation skill – check out “Writing for Business” on p. 26

$795 | Course MD372
Influence Strategies
New York City: • April 13, 2010 • October 6, 2010
• November 3, 2010
Ithaca: • June 14, 2010
This one-day workshop provides greater understanding of personal motive preferences,

and application of this dynamic in specific work situations. At the core of this workshop
are nine specific influence tactics that can have a positive impact on the achievement
of organizational objectives.
K e y To p i c s
• Your style, and recognizing the styles of others
• Situational appropriateness in influencing
• Nine specific influence tactics
• Using influence to achieve objectives
• Targeting your influence approach
• Understanding motives that influence behavior
• Learning the power bases of influence
• Influencing up, down, and across the organization
• Developing proven influence tactics
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• Creating an influence plan of action
Negotiating Effectively
Business professionals spend as much as 60 percent of their time in situations that

require negotiating with others. As an effective negotiator, you can transform
contention and stalemate into dynamic, productive results...results not only in terms
of influencing people but also in exerting better control over time and resources.
K e y To p i c s
• Key factors in successful negotiation
• Dealing with open and hidden conflict
• Responding effectively to different conflict styles
• Interdependence, motivation, and goals in negotiation
• Using interdependence to advance negotiation
• Developing effective negotiation goals
• Distributive versus integrative negotiation approaches
• Using negotiation approaches to best effect
• Increasing success through effective communication
• Recognizing and avoiding perception and attribution errors
• Maintaining personal power and self-control
R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w | 21
The Power of Listening: Unlocking Your

Communication Potential
• September 23-24, 2010 • October 21-22, 2010
• December 6-7, 2010
Ithaca: • July 21-22, 2010
| Workshops
When sharing information, coordinating projects, working in teams, or coaching and

empowering others, listening to what others are saying is a critically important, vastly
underdeveloped skill. This participatory workshop explores the knowledge, attitudes,
and skills you need to become more effective in verbal communications.
K e y To p i c s
• Getting and staying focused
• Hearing what others are not saying
• Listening to difficult people
• Examining misconceptions about listening
• Increasing your concentration
• Making the most of the speech/thought gap
• Benefiting from selective silence
• Identifying your preferred listening style
• Uncovering hidden/dangerous assumptions

Developing Effective Communication Skills
• September 29-30, 2010 • November 17-18, 2010
Ithaca: • July 19-20, 2010
Albany: • October 26-27, 2010
This course will increase your awareness of communication behaviors and build your
confidence and ability in managing workplace communications. You will learn skills to
communicate powerfully, send clear messages, and conduct challenging conversations
while maintaining effective working relationships.
K e y To p i c s
• Personality type and its influence on communication
• The power of perception and perspective taking
• Building listening effectiveness
• Communication competencies
• The role of empathy in communication
• Rapport and how to build it
• Managing nonverbal messages
• Assertive communication skills
22 | Ta k e y o u r c o m m u n i c a t i o n s l e a r n i n g t o t h e n e x t s t e p w i t h
“Coaching for Managers” on p. 20
Strategic Business Thinking

• December 9-10, 2010
Ithaca: • June 15-16, 2010
As global competitive pressures force businesses to become more responsive, effective

organizational performance has become tied more closely to an organization-wide
capacity for strategic thinking. Strategic thinking has become a necessary component
of everyone’s job. This workshop helps you hone your capacity for strategic thinking.
Using a highly interactive, case-based format, you will:
K e y To p i c s
• How does strategy fit in the management process?
• Explore the process through which strategic thinking leads to strategic insight,
which leads to strategy definition and strategic action
• What is strategic thinking and how is it different from strategic planning?
• What are your strategic thinking strengths and potential limitations?
• How might your personality or your learning style play a role in your capacity for
strategic thinking?
• Why is strategic thinking often flawed: how can smart people do dumb things?
| Workshops
• If I wanted to become a more effective strategic thinker, where would I start?
Making Change Happen:

Implementing in Complexity
New York City: • April 26-27, 2010
This workshop addresses the particular challenge of moving from a strategy to actual
implementation. While planning is essential, the best-laid plans soon meet
organizational realities. Resistance, politics, uncertainty, capacity for discipline and
follow-through, and an ever-changing landscape can all be problematic. This workshop
addresses the critical “how-to’s” of implementing and sustaining organizational
change while the organizational environment continues to shift. You will consider your
current change effort from both strategic and tactical perspectives.
K e y To p i c s
• The campaign analogy: maneuvering through political, cultural, and technical
challenges
• Aligning change with the organization’s strategy and key stakeholder interests
• The guideposts of vision, values, purpose
• Using milestones, events, and symbolism to foster momentum
• Understanding the principles of participation, diffusion, and process
Not sure which workshop is for you? Call William G. Wilkins @ 212-340-2823 | 23
Making Better Decisions
New York City: • April 28, 2010 • October 19, 2010
Whether we’re developing strategies for a merger or coping with a career change,
we’re always making decisions. As the complexity and uncertainty of the world appear
to increase, we often feel as though decisions are becoming more difficult. Over the
long term however, better decision making processes will give us more of what we
| Workshops
want, greater feelings of confidence in our decisions and control over the results. This
workshop will increase your ability to make better decisions today, and tools to
continue your decision-making improvement into the future.
K e y To p i c s
• Identifying and defining your ultimate objective

• Working backward for efficiency and effectiveness
• Evaluating the likelihood of particular outcomes
• Reducing complexities in the decision making process
• Predicting behavior
• Unbundling outcomes
• Selective memory and its impact
• Avoiding the “sunk costs” trap
• Distinguishing between data and opinion
• When rationality and intuition conflict
$795 | Course MD142
Basic Tools of Project Management

New York City: • January 14, 2010 • April 19, 2010
• September 29, 2009
A common difficulty for managers is balancing their day-to-day workload while trying
to complete high-priority “special” projects. If managers are unable to balance the
impact of these special projects, both the project and other productivity fall short of
expectations. The keys to completing projects are clarification of the goals, planning
to meet those goals, and managing the project according to the plan.
K e y To p i c s
• Understanding your role
• Confirming and documenting project parameters and deliverables
• Creating manageable phases and defining tasks (Work Breakdown Structure)
• Sequencing tasks and realistic project scheduling (PERT/CPM)
• Establishing priorities and critical path
• Allocating shared resources and staff
• Managing the project using a Gantt chart
• Accommodating project changes and upsets
• Overview of cost control
• Project reporting
• Capturing the lessons of each project to become a better project manager
24 | I m p ro v e t h e ro l l - o u t o f y o u r p ro j e c t s w i t h “ M a n a g i n g P ro j e c t s W i t h o u t
P ro j e c t s M a n a g i n g Yo u ” a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / m d / n e w
Leading High-Return Meetings
New York City: • May 25, 2010 • October 26, 2010
Meetings are often major time-wasters. Experts tell us that many professionals waste
up to 30% of their time in meetings. What’s the solution? Streamlining the information
exchange process and improving facilitation techniques to ensure that your meetings
meet your bottom-line objectives.
This workshop provides proven methods for improving your “ROM” (return on
meetings). From results-based planning through facilitation leadership and assignment
follow-through, this program provides both the techniques and the practice to allow
you to learn and apply these skills. Your meetings will become a place where your
team can solve problems, create practical plans, and motivate each other to take action.
K e y To p i c s
• Identify areas for improving your meeting management and facilitation skills
• Analyze and resolve barriers to productive meetings using the P.A.L. model
• Cultivate a more productive meeting mind-set
• Develop a master plan to ensure meeting priorities are met
• Create a focused agenda that leads you to results
• Practice translation/active listening
• Use “buy-in” techniques to ensure participation
| Workshops
• Manage hidden agendas and resolve conflicts
• Motivate participants to take action and implement assignments
$795 | Course MD208

Managerial Interviewing Skills
New York City: • March 10, 2010 • November 12, 2010
Albany: • November 9, 2010
Increasingly, a manager’s success is predicated on putting together the right team of

people to achieve organizational goals. This highly interactive workshop gives managers
the interviewing skills needed to form a winning team with the necessary abilities and
work styles.
K e y To p i c s
• Essential interviewing skills
– Active listening
– Communicating with different types of communicators
• Planning for the interview
– Determining selection criteria for the job
– Creating an interview environment conducive to the exchange of information
– Developing rapport with candidates
• Developing interview questions
– The different types of questions and how to use them
– Probing for additional information
• Legal do’s and don’ts
• Evaluating and comparing candidates
C a n ’t g e t t o t h e c o n f e re n c e c e n t e r ? Ta k e “ I n t e r v i e w i n g ”
o n - l i n e a t w w w. e C o r n e l l . c o m / i l r | 25
Writing for Business

New York City: • March 8-9, 2010 • June 7-8, 2010
• September 9-10, 2010 • November 8-9, 2010
Ithaca: • June 21-22, 2010
Impressions of you and your organization often depend on how well you communicate
in writing. We are all called upon to communicate important messages in writing to
| Workshops
inspire action or response, and it’s often difficult to assess how these messages are
received. Effective writing always requires careful consideration of the reader and how
you present your message, even in e-mails.
K e y To p i c s
• Express your personality on the page

• Focus on your key strategic message
• Make the writing process faster and more comfortable
• Plan and organize the document
• Identify and clarify the strategic message
• Select information the reader needs to make a decision
• Create sentences that are readable and clear
• Grab the reader in the opening and the closing
• Use the appropriate format to help your readers navigate your documents
• Select words that move the reader to action
• Get rid of excess words
Legal Issues for Managers (MD353) $795

New York City: • May 28, 2010 • September 28, 2010
Essentials for Successful Project Management (MD342) $1995

New York City: • March 24-26, 2010
Introduction to New York State Civil Service Law (MD231) $795

Albany: • April 10, 2010 • October 22, 2010
Problem Solving and Decision Making (MD344) $1495

New York City: • October 14-15, 2009
Managing Projects without Projects Managing You (MD144) $795

New York City: • April 20, 2010 • September 30, 2010
Finance for Nonfinancial Managers (MD271) $1495

New York City: • March 17-18, 2010 • November 4-5, 2010
Ithaca: • June 24-25, 2010
More Programs
at the Cornell ILR School
Workplace Health and Safety Program

This program conducts training on technical issues including ergonomics, occupational stress, shift
work and long hours of work, hazard analysis techniques, indoor air quality, violence prevention,
crisis management, and workplace exposure to chemicals and diseases. Field technical assistance
and train-the-trainer programs are also available.
Contact:
Nellie J. Brown, C.I.H., Director
716-852-4191; e-mail njb7@cornell.edu
Employment and Disability

(EDI) is a leading resource on employment and disability information for businesses, law makers,
federal and state agencies, educational institutions, unions, and service providers and
practitioners. The faculty and staff help clarify major issues related to disability as part of the
overall management of diversity within organizations and communities.
Contact:
Thomas Golden, Associate Director
| Other Programs at the Cornell ILR School

607-255-7727 or 607-255-2891 (TTY); e-mail ilr_edi@cornell.edu
Labor and Employment Law Program

This program provides essential resources for attorneys, judges, legislators, policy makers, labor
and management officials, and neutrals on workplace law and its impact on the needs of
workers, employers, and unions both in the U.S. and abroad. The program offers conferences,
training programs, and research on topics ranging from wages to social security, equal
employment to collective bargaining, and health care to pensions.
Contact:
Esta R. Bigler, Director
212-340-2865; e-mail erb4@cornell.edu
Labor Programs
Cornell ILR offers a variety of programs to assist labor leaders and activists in learning the skills
and acquiring the knowledge their organizations require. Cornell’s labor experts assist local and
national unions with research, consulting, and technical assistance on union, industry, and
occupational issues.
Contact:
Sally Alvarez, Director, Cornell Labor Programs
212-340-2821; e-mail sma21@cornell.edu
Conflict, Alternative Dispute Resolution, and Labor Relations

Cornell ILR provides a variety of conflict resolution services, including workshops in formal dispute
resolution processes such as mediation, arbitration, and negotiation as well as needs analysis,
installation, maintenance, and evaluation of in-house systems. Clients have access to a range of
knowledge and expertise that can help them identify and rectify the causes of conflict in their
organizations.
Contact:
Rocco Scanza, Director
607-255-1124; e-mail rms43@cornell.edu
Call for Information 866-470-1922 | 27

MPS Program
Master of Professional Studies
In Industrial and Labor Relations
in New York City
| MPS Program
Did you know…

you can get your master’s degree
at Cornell…in New York City?
• A unique opportunity for working adults

• Pursue a master’s degree without interrupting your career
• Weekend classes for serious professionals
The part-time MPS Program offers a unique opportunity for working professionals to earn a
Master's degree from the leading school of industrial and labor relations in the country, taught
by full-time faculty from the main Cornell campus.
The success of the MPS program is that it provides an environment in which academically
motivated working adults can engage in serious study of, and spirited discussions about, the
complex and ever-changing world of work. Through the interdisciplinary curriculum and an
individual research project, students gain a framework through which they can analyze the world
of work, examine new concepts and ideas for pushing themselves and their organizations to
higher levels, and discover new directions in which their careers can evolve.
Curriculum:
• Collective Bargaining • Organizational Behavior
• Human Resource Management • Labor/Employment Law & Policy
• Labor Economics • Research Methods
About our Students

The MPS degree is geared toward experienced professionals from a broad range of
occupational backgrounds who share an interest in the dynamics of the workplace. Successful
MPS students possess professional proficiency as well as a lively curiosity that motivates them to
dig more deeply into the issues that influence the work environment.
About the Program

The MPS program draws on the strength of the ILR School as a center for applicable social science
in introducing students to, and expanding their knowledge of, subjects such as workplace
processes, labor-management relations, organizational structures, labor markets, dispute
resolution, and relevant law and public policy. A Saturday class schedule in Manhattan and two-
week summer sessions in Ithaca allow working professionals to pursue a graduate degree,
without interrupting their careers.
For more information, or to apply, please visit our website: www.ilr.cornell.edu/mpsnyc

Questions? 212-340-2808 • mpsnyc@cornell.edu
Mail to: ILR Customer Service Center
Cornell University, ILR School, Ives Hall
Ithaca, NY 14853-3901 Fax to: 607-255-9826
Registration Form
(Please copy to register additional people)
SAVE UP TO
For workshop content questions: Call or e-mail William G. Wilkins,
MD Program Coordinator, 212-340-2823 or wgw2@cornell.edu
$100 PER
WORKSHOP!
Participant Information FOR DETAILS GO TO:
www.ilr.cornell.edu/mgmt
prog/mdDiscount.html
Name ___________________________________________________________________________
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City ___________________________________ State _________ Zip _______________________
Student I.D. No. ___ ___ ___ – ___ ___ – ___ ___ ___ ___
(Please enter your Social Security number if you wish to obtain CEUs)
❏ Check here to receive a 15% discount off the registration fee for government and
not-for-profit organizations
❏ Check here if you have previously attended a workshop
| Registration Form
Wo r k s h o p S e l e c t i o n
Course # Course Title Date Location Price

________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Total Price $ ____________________
M K S 1 A B C D E F G H J K L M
Payment Method
Late cancellations/transfers incur a 25% charge. No-shows and cancellations not in

writing incur a 100% charge. Cancellations and transfers must be in writing and arrive
at Cornell 5 business days before the workshop date to avoid a charge.
Signature of Registrant__________________________________________________________
Please check one of the below payment methods:
❏ CHECK ENCLOSED, payable to Cornell University ILR, for $ ___________________________

LETTER OF CREDIT: ❏ Attached PURCHASE ORDER: ❏ Attached
CREDIT CARD: ❏ AMEX ❏ Discover ❏ MasterCard ❏ Visa
TYPE OF CREDIT CARD: ❏ Personal ❏ Corporate
Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___
3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___
Name as on Card ___________________________________________ Exp. Date ___________
Signature __________________________________________________ Amount $ __________
PAYMENT OF BILL IS AUTHORIZED BY:
Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration. If a PO
or other guarantee of payment will be submitted from your organization, your manager must sign the
registration form taking responsibility of payment. You may pay by credit card or check. Please make
checks payable to CORNELL UNIVERSITY ILR.
Name of Registrant’s Manager (Type or Print) _________________________________________

Title of Registrant’s Manager (Type or Print) __________________________________________
Signature of Approving Manager__________________________________________________
(The signing manager accepts the full terms of the cancellation policy above)
Discount Code __________________________________________________________________________

Non-Profit Org.
U.S. Postage
Registration Information PAID

Ithaca, New York
To register, mail the completed registration form to Cornell University, ILR Customer Permit No. 780
Service Center, Ives Hall, Ithaca, NY 14853-3901, fax to 607-255-9826, or visit Cornell University ILR
www.ilr.cornell.edu/mgmtprog/dm/new to register online. Metropolitan District
Registrations are confirmed in writing in the order received. Registration at the door is 16 East 34th Street
usually not possible. If you have not received a written confirmation, please telephone New York, NY 10016-4328
the registrar before traveling to the workshop.
PAYMENT
Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration.
If a PO or other guarantee of payment will be submitted from your organization, your
manager must sign the registration form taking responsibility of payment. You may pay
by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.
A 15% discount is available for government and not-for-profit employees.
SUBSTITUTION AND CANCELLATION POLICY

Substitutions of registrants can be made at any time unless a course has a prerequisite or
prework. Cancellations and transfers are subject to a 25% charge unless received in
writing 5 business days prior to the program. When a representative of an organization
approves an employee registration, that organization becomes responsible for
cancellations, transfers, substitutions, and payments. The full program fee will
be charged for any registration that is not canceled in writing.
SCHEDULE SAVE UP TO
Check-in and review of materials begin at 8:15 a.m. Workshops begin at 9:00 $100 PER
a.m. and conclude between 4:30 and 5:00 p.m. Continental breakfast and WORKSHOP!
lunch are included in the fee.
FOR DETAILS GO TO:
ACCOMMODATIONS www.ilr.cornell.edu/mgmt
The tuition does not include lodging. We can recommend hotels prog/mdDiscount.html
convenient to the training location. Please notify the registrar in
advance to ensure proper ADA accommodations.
www.ilr.cornell.edu/mgmtprog/md/new

10 Spring 20

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10

MANAGEMENT DEVELOPMENT PROGRAM

Improve your productivity,

More management programs in Ithaca and Albany – As the economy gets

• Proactive Coaching • Emotional Intelligence for Leaders

Tom Willett William G. Wilkins

Cornell ILR has been designated as a Human Resources

This symbol throughout the catalog indicates approved workshops.

online (see our Web site).

Electives (see below) 18

New Blended Management Certificates

Certificates Available 100% On-Line or Blended:

Public Sector Management Certificate

Core Curriculum Page Units Classroom On-Line

Core Curriculum Page Units

Strategic Business Thinking 23 12

Change Leader Certificate

Core Curriculum Page Units

$1495 | Course MD401

$795 | Course MD415

Proactive Leader Coaching (By appointment)

Advantages of Cornell ILR On-Site Training:

6 | Check out other Cornell ILR learning opportunities on pp. 27-28

Situational Decision-Making for Leaders

$795 | Course MD375

• Your perception of your leadership; the perceptions of key constituents

$795 | Course MD381

Vision and Organizational Performance

Organizational Change: The Fundamentals

$1495 | Course OC370

Organizational Culture and Change

Change Leader Certificate (Curriculum on page 4)

People who took these workshops also took

Leading with Focus and Intention

– Identifying and influencing key stakeholders

$1495 | Course MD304

Adapting to and Leading Change

Directing employee performance is the responsibility of the supervisor or manager.

to organizational objectives. This workshop explores effective employee goal-setting

• Understanding the performance management system

$1495 | Course LR309

Labor Relations for Managers: Managing

Managers in a unionized workplace are challenged to manage effectively within legal

12 | Some people took “Managing Employee Performance” on-line

$1495 | Course MD301

Critical Skills for Managers: The Next Step

Resister by phone at 866-470-1922 | 13

$1495 | Course MD314

Leading High-Performance Teams

Managing a Diverse Workforce (MD355) $795

Thinking Outside the Box:

Managing Self as Change Leader

other strategies to accomplish their objectives.

$795 | Course MD245

Brain-Based Time Management New

Managing time effectively is an essential skill for today’s professionals. It seems as if

Managing Stress (MD237) $795

Strategies for Getting Things Done (MD312) $795

Call for Information 866-470-1922 | 17

$795 | Course MD125

Conflict can have constructive or destructive consequences on both individual and

Enhancing Your People Skills

Perfecting Your Presentation Skills

Excellent ideas alone do not guarantee successful presentations. Success is determined

City _______________________________ State _ Zip ___________________

Phone (_) ______________ Fax (_) ___________________________

City _______________________________ State _ Zip ___________________