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Quick Facts

Medium Of InstructionsMode Of LearningMode Of Delivery
EnglishSelf StudyVideo and Text Based

Courses and Certificate Fees

Fees InformationsCertificate AvailabilityCertificate Providing Authority
INR 2436yesCoursera

The Syllabus

Readings
  • Start here
  • Syllabus
  • Grading

Videos
  • 1.1 Overview of the course 
  • 1.2 Management versus Leadership 
  • 1.3.1 How the business world is changing (Part 1) 
  • 1.3.2 How the business world is changing (Part 2) 
  • 1.4.1 The Failure of Traditional Management (Part 1) 
  • 1.4.2 The Failure of Traditional Management (Part 2) 
  • 1.5.1 The Need for Management Innovation (Part 1)
  • 1.5.2 The Need for Management Innovation (Part 2)
  • 1.6.1 What does this mean for me? (Part 1)
  • 1.6.2 What does this mean for me? (Part 2)
  • Week 1 Summary
Readings
  • Videos from Management Innovation eXchange (MIX)
  • Week 1 slides
  • Week 1 reading
Practice Exercise
  • Week 1 Quiz

Videos
  • 2.1 Defining your management model 
  • 2.2.1 Principles of co-ordination (Part 1) 
  • 2.2.2 Principles of Coordination (Part 2) 
  • Steven Weber, University of Berkeley: Making our actions visible to others enables better coordination and overall social welfare
  • 2.2.3 Principles of co-ordination (Part 3) 
  • 2.3 Moving from bureaucracy to emergence 
  • 2.4.1 Principles of decision making (Part 1) 
  • 2.4.2 Principles of decision making (Part 2)
  • Gary Hamel, London Business School : A crowdsourcing approach to getting new ideas funded in large companies
  • 2.4.3 Principles of decision making (Part 3) 
  • 2.5 Moving from hierarchy to collective wisdom 
  • Week 2 summary
Readings
  • Week 2 slides
  • Week 2 reading
Practice Exercise
  • Week 2 Quiz

Videos
  • 3.1.1 Principles of motivation - Managing within (Part 1) 
  • 3.1.2 Principles of motivation - Managing within (Part 2) 
  • 3.1.3 Principles of motivation - Managing within (Part 3) 
  • Andrew McAffee, MIT: How do we tap into everyone’s “slice of genius” in an organisation? 
  • 3.2.1 Moving from Extrinsic to Intrinsic Motivation (Part 1) 
  • 3.2.2 Moving from Extrinsic to Intrinsic Motivation (Part 2) 
  • 3.3.1 Principles of Objective Setting (Part 1) 
  • Jeffrey Pfeffer, Stanford University: The problem with traditional measures in large organisations 
  • 3.3.2 Principles of Objective Setting (Part 2) 
  • 3.4 Moving from Linear Alignment to Obliquity 
  • 3.5.1 Putting the four dimensions together (Part 1) 
  • 3.5.2 Putting the four dimensions together (Part 2) 
  • Week 3 summary
Readings
  • Week 3 slides
  • Week 3 reading
Practice Exercise
  • Week 3 Quiz

Videos
  • 4.1.1 Diagnosing your current and future models (Part 1) 
  • 4.1.2 Diagnosing your current and future models (Part 2) 
  • 4.2.1 How can you change your management model? (Part 1) 
  • 4.2.2 How can you change your management model? (Part 2) 
  • 4.2.3 How can you change your management model? (Part 3) 
  • 4.2.4 How can you change your management model? (Part 4) 
  • 4.2.5 How can you change your management model? (Part 5) 
  • 4.3 A methodology for experimenting with new ways of working 
  • 4.4 Rise and fall of "outlier" companies with unusual models 
  • 4.5 Learning from outlier companies 
  • Week 4 summary
Readings
  • Week 4 slides
  • Worksheets
  • Week 4 reading
Practice Exercise
  • Week 4 Quiz

Videos
  • 5.1.1 From firm to individual (Part 1) 
  • 5.1.2 From firm to individual (Part 2) 
  • 5.2 An employee's eye view 
  • 5.3 Understanding our biases 
  • 5.4 How do I change my own way of working? 
  • 5.5.1 What will the company of the future look like? (Part 1) 
  • 5.5.2 What will the company of the future look like? (Part 2) 
  • 5.6.1 Changing nature of work (Part 1) 
  • 5.6.2 Changing nature of work (Part 2) 
  • 5.7 Concluding thoughts
  • Week 5 summary
Readings
  • Week 5 slides
  • Week 5 reading
Practice Exercise
  • Week 5 Quiz

Instructors

Articles

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