This course will begin with an introduction that will help further the distinction between leadership and management, followed by an introduction to major theories and models of leadership. Next, the student will be introduced to the process of decision-making, followed by the processes of leading independently. The final unit will focus on managing groups and teams. Upon successful completion of the course, the student will be able to: distinguish the concept of leadership from the concept of management; compare and contrast the major theories of leadership; analyze the decision-making process and change management; assess the skills necessary to exert power and influence in a non-authoritative leadership role; evaluate the qualities necessary to effectively manage or lead in a team/group environment. (Business Administration 401)

This course provides an overview of concepts related to how to manage the capital of an organization. Course content includes the calculation of cost of capital, how to select the right mix of capital, and how financial markets work in raising capital. Course Level: Beginner to Intermediate - No prior knowledge of capital management is required although some understanding of capital management will be helpful. Recommended for 2.0 hours of CPE. Course Method: Inter-active self study with audio clips, self-grading exam, and certificate of completion.

Management of Services: Concepts, Design, and Delivery explores the use of operations tools and perspectives in the service sector, including both for-profit and not-for-profit organizations. The course builds on conceptual frameworks and cases from a wide range of service operations, selected from health care, hospitality, internet services, supply chain, transportation, retailing, food service, entertainment, financial services, humanitarian services, government services, and others.

Explores the difference between service and manufacturing operations, and the degree of distinct management skills and tools required. Analyzes cases selected from a variety of service operations with a particular focus on e-commerce. Guest speakers from specific service industries discuss the essence of managing those operations. This course covers organizational, strategic and operational aspects of managing Supply Networks (SNs) from domestic and international perspectives. Topics include alternative SN structures, strategic alliances, design of delivery systems and the role of third party logistics providers. Many of the activities exchanged among enterprises in a SN are of a service nature, and the final output is often a combination of tangible products and services which the end-customer purchases. A series of concepts, frameworks and analytic tools are provided to better understand the management of service operations. Guest speakers share their experiences in managing SNs and services. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.

This course covers the essential principles and tools of Managerial Economics, the application of microeconomics to management decisions. Students who master this material will be better prepared for leadership positions in business, not-for-profit, and government entities.

Core subject for students majoring in management science. Surveys individual and social psychology and organization theory interpreted in the context of the managerial environment. Laboratory involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning organizational behavior. Instruction and practice in communication include report writing, team decision-making, and oral and visual presentation.

Core subject for students majoring in management science. Surveys individual and social psychology and organization theory interpreted in the context of the managerial environment. Laboratory involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning organizational behavior. Instruction and practice in communication include report writing, team decision-making, and oral and visual presentation. Twelve units may be applied to the General Institute Laboratory Requirement.

Surveys social psychology and organization theory interpreted in the context of the managerial environment. Shares lectures with 15.301, with a separate recitation required. 15.301 is intended primarily for non-Sloan students, both graduate and undergraduate. Deals with a number of diverse subjects, including motivation and reward systems for engineers and scientists in industry; the aging of technical groups; the management of R&D matrix organizations; and the architecture of R&D laboratories and its effect on communication patterns in the organization. 15.301 is a core subject for students majoring in management science. A laboratory is a required element of the course for these students. It involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning organizational behavior. Instruction and practice in communication include report writing, team decision-making, and oral and visual presentation.

This course provides a concise overview of concepts related to the management of cash flows. Some of the principles taught in this course include measurement of cash flow cycles, cash flow forecasting, and short-term financing. The purpose of this course is to introduce principles and practices related to managing cash flows. Course Level: Beginner to Intermediate - No prior knowledge of cash flow management is required although some understanding of financial management can be helpful. Recommended for 2.0 hours of CPE. Course Method: Inter-active self study with audio clips, self-grading exam, and certificate of completion.

Managing Human Capital involves strategically allocating the most valuable resources and people to the right areas of a firm. This course will introduce relatively advanced topics in the field. Upon successful completion of this course, students will be able to: Demonstrate the ability to effectively manage human capital and properly assess knowledge, skills and abilities to find valuable resources (people); Identify key laws and legislation that shape how human capital decisions should be made; Develop a strategic understanding of why managing human capital is relevant for all managers in any organization; Define and conduct a job analysis and discuss the validity of an analysis in support of other key human capital functions; Understand and develop a personnel plan, creating successful strategies for recruiting and selecting valuable human capital; Identify and apply the concepts associated with employee safety and health in support of effectively managing human capital; Create strategies to support the training and development of human capital and understand the impact of career/succession planning; Identify and apply the concepts/issues associated with compensation and benefits to create an attractive environment that draws valuable resources to an organization; Explain the distinction between performance management and performance appraisals; Conceptualize HR strategies to improve overall organizational success; Identify the key elements and contexts of affirmative action and use that insight to support making informed decisions regarding diversity when managing human capital; Develop and refine the critical thinking skills necessary to identifying and implementing effective human capital strategies; Demonstrate an understanding of the impact that career/succession planning has on human capital; Define and apply the concepts of labor and employee relations and clearly define the relationship between the employer and the employee. (Business 301)

Introduction to the sources of technological innovation, economics of innovation, protection of innovation rights, communication of technical information, capturing benefit from innovation, organizing to manage the innovation process, cooperation in the innovation process, new ventures. 15.351 is a full-term subject with greater detail on technology strategy and on product development and implementation. 15.352 is a half-term subject. Students cannot receive credit for both subjects.

This course discusses the basics every manager needs to organize successful technology-driven innovation in both entrepreneurial and established firms. We start by examining innovation-based strategies as a source of competitive advantage and then examine how to build organizations that excel at identifying, building and commercializing technological innovations. Major topics include how the innovation process works; creating an organizational environment that rewards innovation and entrepreneurship; designing appropriate innovation processes (e.g. stage-gate, portfolio management); organizing to take advantage of internal and external sources of innovation; and structuring entrepreneurial and established organizations for effective innovation. The course examines how entrepreneurs can shape their firms so that they continuously build and commercialize valuable innovations. Many of the examples also focus on how established firms can become more entrepreneurial in their approach to innovation.

This course provides a good overall understanding of how to manage projects. The course includes an overview of the Project Management Body of Knowledge (PMBOK) developed by the Project Management Institute. The course also includes a quick outline on Earned Value Management and touches on a few advanced topics such as Enterprise Architecture. Level: Introduction - No prior knowledge is required; however some business experience will help in understanding some of the concepts. Recommended for 2.0 hours of CPE. Course Method: Inter-active self study with self-grading exam, and certificate of completion.

Managerial issues addressed are associated with managing changes and innovations occurring in the nature of work and organizations and the role of the corporation in society. Topics covered include the changing social contract at work, integrating work and family, managing diversity, managing strategic labor-management partnerships, and managing relations between the firm and its multiple stakeholders. Subject is open to distance learning as well as on-campus students and to industry participants.

Upon completion of this programme, you will be able to: Understand the concepts of business and entrepreneurship; compare the potential of different business ideas; know the basic legal requirements for launching a small business; perform SWOT analyses and applying them to your competitors, your own business and even yourself; analyse the environment for designing the marketing mix and marketing strategies; develop good book-keeping practices; acquire appropriate resources for your business needs; anticipate and relate to your customers needs more accurately; develop sharp skills to compile your business plan to your advantage.

This is a course intended to give students a broad overview of the management challenges of the non-profit sector. It is not a detailed management course but rather is aimed at students who will likely relate to non-profits in a variety of ways (on the boards, as volunteers, as fund-raisers, and occasionally as staff).

It is hard to think of a part of the world that has not been touched by globalization From 'Big Macs' in Moscow to Blockbuster video in Beijing the world seems less distant and twenty-four-hour-a-day news makes foreign places more familiar. This unit examines the dimensions of globalization and the processes that connect people together.

The importance of managing people for the success of a project cannot be underestimated. This unit identifies the groups and individuals whose appropriate involvement in a project is important for its success, and considers the ways in which their contribution might be maximised.

Do you find fund-raising difficult? Are others around you making your role as a fundraiser more difficult than it need be? This unit will help you to understand your role by analyzing a variety of issues about the fundraising and the dilemmas and problems that organizations involved in winning resources and support are likely to face.