"This course teaches students how to understand the rationality behind how organizations and their programs behave, and to be comfortable and analytical with a live organization. It thereby builds analytic skills for evaluating programs and projects, organizations, and environments. It draws on the literature of the sociology of organizations, political science, public administration, and historical experience-and is based on both developing-country and developed-country experience."
Seminar builds analytic skills for evaluating programs and projects, organizations, and environments. Subject covers: using proxy indicators with poor data and limited time; preparing for, conducting, and interpreting interviews; conducting cross-project and cross-organization comparisons; and finding rationality in seemingly chaotic organizational and project environments. This class analyzes how organizations behave, both government and nongovernment, drawing on the literature of the sociology of organizations, political science, and public administration. The class seeks to demonstrate rationality in otherwise seemingly chaotic organizational environments and implementation experiences. It builds analytical skills for evaluating programs and projects, organizations, and environments, and draws equally on developing-country and developed-country literature.
Analyzes - through lectures, discussions, and class exercises - the human processes underlying organizational behavior. Through lectures, discussions, and class exercises, 15.322 analyzes the human processes underlying organizational behavior and change. The class makes students aware of the challenge of organizational change and equips them to better handle it. There are many psychological and sociological phenomena that regularly occur in organizations, though many of these forces are difficult to see. The aim is to increase the students' understanding of these forces -- in themselves and in others -- so they become more visible and manageable.
Information practice demands knowledge of all aspects of management and service delivery. This course introduces selected theories, principles and techniques of contemporary management science, and organizational behavior and their application to libraries and information services. Students develop skills in planning, organizing, personnel management, financial management, leading, marketing, stakeholder management, and coordinating functions in libraries and information services. Students also have the opportunity to think critically about, and reflect upon, contemporary management practice in information organizations.
Information professionals find that no matter whether they choose a career as a single entrepreneur, solo librarian, archivist, or whether they join a large organization, they become managers -- of themselves, of clients or staff, and sometimes of substantial systems and services.
Organizational behavior (OB) is the study of how people interact in organizations. These interactions are governed by a number of factors, including the student's personal life, the personality of the student's boss or your boss's boss, a direct report, the team the student has been assigned to, or the direction that the top of the organization has given the student. OB researchers carefully monitor these dynamics within an organization, because any time there is friction, money is lost. A certain level of friction is to be expected (and often even desirable), but most of the friction that occurs within an organization is counterproductive and detrimental to the bottom line. Upon successful completion of this course, the student will be able to: Define organizational behavior (OB); Understand the current trends for organizational behavior; Explain the benefits of diversity; Describe the cross cultural challenges of the workplace; Explain how work attitudes affect workplace behavior; Name the key attributes that are relevant for performance; Explain how motivation affects performance; Describe various approaches to job design; Compare and contrast groups vs. teams; Describe and identify group development and group dynamics; Define power and recognize the sources of power; Describe and identify the factors of organizational politics; Describe the various types of conflict; Explain how to effectively manage conflict; Describe and identify negotiation strategies; Define organizational structure; Describe organizational change. (Business Administration 209)
Subject enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis on the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Subject centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Restricted to first-year Sloan master's students.
The process of creating a professional learning community can be difficult, lengthy, and incredibly rewarding. Based on the author’s experiences working as an administrator in a professional learning community school, this article discusses the role that conversation, contention, and commitment play in the development of a PLC, and includes specific suggestions and strategies for school leaders engaged in building a professional learning community in their own schools.
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