Hot Groups and Hierarchies

MGMT X 493.13

New companies today need to be agile and flexible. This course provides a roadmap for developing, nurturing, and achieving success through leading hot groups, and working around traditional hierarchical structures.

READ MORE ABOUT THIS COURSE
Spring
Classroom
Starting at $765.00
As few as 11 weeks
4.0

What you can learn.

  • Identify the leadership styles, behaviors, and disciplines which push today's growth companies to higher performance levels
  • Understand how hot groups work, and learn to develop, nurture, and achieve success by building and leading hot groups
  • Study the common pitfalls in hierarchies, toxic leader development, and mitigation strategies for toxic leadership

About this course:

Back in 1975, for a traditional industrial company, the ratio of stock market value (in dollars) to hard assets might run about one-to-one. Near the end of 2015, the equivalent ratio for Facebook, Bidu, and many newer companies was in the area of 60, 80, or even 100-to-one. The new economy companies are outperforming traditional companies and even newer companies entering the marketplace at literally the speed of light.  Substantial change is more than stock market valuations and new growth companies challenging traditional market leaders; it is about leadership styles, behaviors, and disciplines which push today’s growth companies to higher performance levels. Large, hierarchical, well-ordered organizations are having to make room for small, egalitarian, disordered hot groups. Hot groups may have their origins as teams, task forces, panels, boards, and committees, but hot groups are “task-obsessed” necessities now for sustaining themselves and growing in this highly competitive, global, diverse, and fast-paced “connected” world. This course provides a roadmap for developing, nurturing, and achieving significant organizational successes building and leading hot groups. We also study common pitfall in hierarchies with “toxic” leadership that destroyed major U.S. companies, such as Enron, Arthur Anderson, WorldCom, Adelphia Communications, Lehman Brothers, Refco, Fannie Mae, just to name a few. The well-known international examples include Medici Bank (Italy), Qintex (Australia), Barings Bank (U.K), Bre-X (Canada), HIH Insurance (Australia), Parmalat (Italy), Nortel (Canada), among many others. Toxic leadership examples can also extend to country leaders, Congressmen, local city officials, and leaders in small organizations with conflicts of interest, personality disorders, and behavioral issues. This course includes toxic leadership identification tools and mitigation strategies.

Spring 2020 Schedule

Available Format(s):

These courses meet in person and make use of an online presence to varying degrees.

Available
-
Wednesday 6:30PM - 9:30PM
Location: UCLA
372355
Fee:
$765.00
39 days left. Enroll by Apr 1, 2020
See Details
Notes
Enrollment limited; early enrollment advised. Materials required.
Refund Deadline
No refunds after April 14, 2020
Course Requirements
Course syllabus not yet available.
Schedule
Type
Date
Time
Location
Lecture
Wed Apr 1, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed Apr 8, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed Apr 15, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed Apr 22, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed Apr 29, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed May 6, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed May 13, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed May 20, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed May 27, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed Jun 3, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108
Lecture
Wed Jun 10, 2020
6:30PM - 9:30PM
UCLA
Rolfe Hall 3108

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