Program Director, Faculty Expert & Online Facilitator
Diane
Gayeski '74 is internationally recognized for her work as a professor,
scholar and consultant in organizational learning and communication, business performance improvement
and educational technologies. She is Associate Dean for Academic Initiatives and Professor of
Communication Management & Design in the Park School of Communications at Ithaca College and has
taught for 30 years. In addition, she has led over 300 projects for clients worldwide to help
them assess and adopt new communication technologies and management systems. The author of
thirteen books and scores of articles, Dr. Gayeski is a frequent speaker at conferences and executive
briefings and has been quoted in the Wall Street Journal, Business Week,
Corporate University Review, Training Magazine, and ComputerWorld. Her
latest book, Managing the Communication Function, will be a resource for this program.
Faculty Expert & Online Facilitator
Howard K. Kalman is Assistant Professor, Strategic Communication, in the Roy H. Park School
of Communications at Ithaca College. Howard has more than 7 years experience designing, developing, and
managing technical training programs for Fortune 500 firms. He has authored or co-authored
articles on process mapping, knowledge management, and instructional strategies and contributed to
Designing Effective Instruction (5th ed), a widely-used instructional design textbook.
Howard is also a consulting editor for Performance Improvement Quarterly (PIQ). He
teaches courses in learning systems, project management, performance technology, and strategic
planning. Howard holds a Ph.D. in Instructional Systems Technology from Indiana University. Learn
more about him here.
Online Facilitator
After working in sports television for 4 years after graduating from Ithaca College Stu Katz
looked for and found a position in the corporate communications department of a large multinational
corporation, which was Sandoz (now Novartis) Pharmaceuticals. He was manager of the video production
facilities and also responsible for staging large meetings and special events. After 7 years Stu left
to create Elm City Communications as a consulting and
electronic media production company specializing in healthcare topics. Since 1995, Stu has led the Elm
City Communications team in providing services to a growing list of clients in the areas of sales
training, corporate image management, crisis communications, medical education, meetings/events and
more, earning several national awards. Along the way Stu earned a M.A. in Corporate and Public
Communications from Seton Hall University. In addition to his industry work, he also teaches the
Meeting & Event Management course in the Department of Strategic Communications in the Roy H. Park
School of Communications at Ithaca College.
Online Facilitator
Kurt Komaromi is an Instructor of Marketing and Integrated Marketing Communications in both the
Business School and the Park School of Communications at Ithaca College. He teaches courses in
principles of marketing, internet marketing, strategic communication and public relations. In addition
to his teaching responsibilities, Kurt is Principal of Communication Design Group, LLC, a consultancy
providing marketing services and sales training to clients across North America. His corporate career
included positions as Area Sales Manager, Director of Marketing and Vice-President Sales and Marketing
with companies such as American Hospital Supply, Merck KGaA and Abbott Laboratories. Kurt holds a
master’s degree in Communications from Ithaca College along with an undergraduate degree from the
University of Notre Dame.
Overview and Objectives
Today more than ever, professionals in communications, training, and performance consulting are challenged to prove their value. While many practitioners are beginning to calculate the actual and potential ROI of their projects, this measurement technique is just the beginning. Communication and learning systems have ongoing strategic value as intangible assets and a competitive advantage to organizations.
You’ll learn:
1. When, why, and how to calculate cost/benefits and ROI measures (and when NOT to)
2. How to use proven models and templates to pitch your projects as long-term intangible assets
3. Strategies for protecting and leveraging your intellectual and business properties, creating an income stream for communications and training
Module 1: ROI and other methods of showing value
Module 2: Aligning measurement with other business initiatives and language
Overview and Objectives:
Leading means more than managing. In this session, you’ll develop new ways to leverage your strengths and preferences, to build effective teams, and to manage upwards. You’ll apply these new ideas to an actual workplace situation and get feedback from your fellow learners.
You’ll learn:
1. To identify your personality type preferences and how this relates to your leadership style and to building effective teams
2. How to distinguish between and use your power, authority, leadership, and influence
3. Proven ways to gain face-time and credibility with executives
4. Why managing your boss improves your standing with employees
5. How to build coalitions to get support from colleagues
Module 1: Understanding and leveraging your own leadership style and building the team around you
Module 2: Getting face time and support from executives and building coalitions
Overview and Objectives:
Develop skills in writing and using RFPs, budgeting, scheduling, coordinating responsibilities, and using collaboration technologies to bring successful projects in on time and within budget.
You’ll learn to:
1. Weigh the pros and cons of outsourcing
2. Write and respond to RFPs (requests for proposals)
3. Develop a project management plan and schedule
4. Assign clear responsibilities and track major project milestones
5. Identify new online collaboration technologies that can be used to lead and manage virtual teams
Module 1: Outsourcing and project management – from both sides of the contract
Module 2: Virtual teams
Overview and Objectives:
Learn how to become the architect of a coherent and vibrant system of rules (policies, procedures, and standards) and tools (technologies and vehicles).
You’ll learn to:
1. Analyze and apply research on the factors that create a healthy communication infrastructure
2. Use systems analysis tools and visualization
3. Design an information systems analytics study and contrast this to traditional communication audits
4. Develop a communication strategy, vision, and standards based on an underlying communication theory and your organization’s brand and culture.
Module 1: What makes great communication systems?
Module 2: Developing “rules and tools”
Overview and Objectives:
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.
You’ll be able to:
1. Identify new and emerging technologies that can be applied to organizational learning and communication
2. Use evaluation criteria and research to decide whether or how to use these technologies to achieve organizational performance goals
3. Predict and avoid risks and potential legal / ethical / usage issues
4. Select an emerging technology for an actual organizational goal, specifying general design and management criteria to maximize its effectiveness
Module 1: Emerging technologies and assessment criteria
Module 2: If we build it, will they come?
Overview and Objectives:
Move beyond being a creative producer to a consultant who identifies and closes business performance gaps, using a set of analytical methods and a wide variety of solutions.
You’ll learn to:
1. Identify why conventional, discipline-based methods for solving organizational performance problems are flawed
2. Describe several models for performance consulting and needs analysis
3. Apply analysis models in order to identify performance gaps and select appropriate interventions
4. Discuss and apply concepts about the barriers and enablers to adopting performance consulting and gaining buy-in from clients and sponsors
Module 1: The Basics of Needs Analysis and Performance Consulting
Module 2: Adopting Performance Consulting
Overview and Objectives:
Acquire a deeper understanding of strategy concepts and learn to develop a strategic plan that creates alignment with organizational priorities and cultivates influence with senior leadership.
You’ll learn to:
1. Describe “strategy” and how it differs from “operational effectiveness.”
2. Describe key components of a communication/training function strategy
3. Apply strategy concepts to formulate an initial strategic plan.
Module 1: Strategic Planning Concepts
Module 2: Formulating a Strategic Plan
Course overview and objectives:
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.
You’ll learn:
1. Factors that have shaped the characteristics, behaviors, and values of the various generations at work
2. New technologies that can be leveraged to attract and engage the most promising Nexter employees and harvest the knowledge of those who are retiring
3. How to effectively accommodate and attract the increasingly large pool of talented persons with learning and other disabilities
Module 1: The Generations at Work: What’s made them what they are and what it means for managers
Module 2: Technologies and techniques to leverage the best of all the generations
Overview and Objectives:
Execute change efforts effectively and you're a hero--but most often, change efforts are complex, messy, and impacted by cultural forces. This course examines concepts, models, roles, and best practices concerning implementing change initiatives.
You'll be able to:
1. Identify critical success factors that impact the effectiveness of change programs.
2. Use change management models to plan and appraise change efforts.
3. Consider factors that influence individual behavior that facilitates or hinders implementation.
Module 1: Change concepts, processes, and models
Module 2: Roles people play: Change agents and resisters
