This unit aims at introducing you to Social Contract, as an organization and its guiding principles. The aim is to give an adequate overview of the vision, mission, approach, and process of Social Contract. The learning outcomes for this unit are:At the end of this unit, Associates will be able to understand the ecosystem in which Social Contract operates in as well as their place/where they fit in, in the ecosystem.Associates will be able to understand the history and the “why” of Social Contract.Associates will be able to understand the residency trajectory before them and the expectations for their work.Associates will understand the attitudes that will be helpful in their work.
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This new publication by UNESCO is a timely resource and highly topical subject for all those who practice or teach journalism in this Digital Age. UNESCO's new handbook is an essential addition to teaching syllabi for all journalism educators, as well as practising journalists and editors who are interested in information, how we share it and how we use it. It is mission critical that those who practice journalism understand and report on the new threats to trusted information. Political parties, health professionals, business people, scientists, election monitors and others will also find the handbook useful in navigating the information disorder. Written by experts in the fight against disinformation, this handbook explores the very nature of journalism - with modules on why trust matters; thinking critically about how digital technology and social platforms are conduits of the information disorder; fighting back against disinformation and misinformation through media and information literacy; fact-checking 101; social media verification and combating online abuse. The seven individual modules are available online to download that enables readers to develop their own course relevant to their media environment.
This handbook is also useful for the library and information science professionals, students, and LIS educators for understanding the different dimensions of fake news and disinformation.
Table of Contents
Module One | Truth, Trust and Journalism: Why it Matters | by Cherilyn Ireton
Module Two | Thinking about "Information Disorder": Formats of Misinformation, Disinformation and Mal-Information | by Claire Wardle & Hossein Derakshan
Module Three | News Industry Transformation: Digital Technology, Social Platforms and the Spread of Misinformation and Disinformation |by Julie Posetti
Module Four | Combatting Disinformation and Misinformation Through Media and Information Literacy (MIL) | by Magda Abu-Fadil
Module Five | Fact-Checking 101 | by Alexios Mantzarlis
Module Six | Social Media Verification: Assessing Sources and Visual Content | by Tom Trewinnard and Fergus Bell
Module Seven | Combatting Online Abuse: When Journalists and Their Sources are Targeted | by Julie Posetti
Additional Resources: https://en.unesco.org/fightfakenews
- Information Science
- Business and Communication
- Career and Technical Education
- Educational Technology
- Higher Education
- Material Type:
- Full Course
- Unit of Study
- Alexios Mantzarlis
- Cherilyn Ireton
- Claire Wardle
- Fergus Bell
- Hossein Derakshan
- Julie Posetti
- Magda Abu-Fadil
- Tom Trewinnard
- Date Added:
O kit didático ViVa - Vivendo nas Várzeas do Alto Solimões está organizado sob a forma de sequência didática e tem como objetivo facilitar a aprendizagem reflexiva e crítica dos discentes no que tange ao cotidiano de agricultores familiares, que vivem em ambientes de várzea. O material baseia-se nas concepções epistemológicas e pedagógicas defendidas por Edgar Morin e Paulo Freire, que primam pela contextualização do conhecimento, logo esse material didático foi construído a partir do cotidiano dos agroecossistemas familiares de várzea do Alto Solimões. No entanto, o mesmo pode ser utilizado por professores de outras regiões que desejam construir com seus discentes novos saberes, ou como modelo de replicação teórica-metodológica para confecção de novos materiais, contextualizados às características de cada lugar. O kit didático ViVa é composto por: a) Este Guia de Orientações ao professor; b) Uma Cartilha; c) Um Jogo de Tabuleiro com instruções; e d) Um CD com os itens acima disponíveis em mídia. O kit didático foi formulado para se trabalhar a temática “Gestão de Agroecossistemas Familiares” em sala de aula, no entanto, por ser a Agricultura Familiar um tema transversal, o kit pode ser trabalhado de forma inter e transdisciplinar por professores de distintas áreas de formação. A cartilha apresenta em seu arcabouço conteúdos, como: Agroecossistemas Familiares; Várzeas; Pulso das Águas/Ciclo Hidrológico; Cultivos Agrícolas; Extrativismo Vegetal; Extrativismo Animal; Criação Animal; Instrumentos, Organização, Processos e Estratégias de Trabalho; Unidades de medida locais; Comercialização Agrícola; e Conservação. A cartilha faz uso de ilustrações pertinentes aos conteúdos abordados, que foram feitas a partir de fotografias dos agroecossistemas, permitindo uma aproximação maior entre teoria e prática. Quanto ao jogo didático, ele apresenta em seu tabuleiro as cinco principais atividades agrícolas realizadas nos agroecossistemas de várzea do Alto Solimões, bem como a influência do pulso das águas ou ciclo hidrológico na dinâmica de trabalho dos agricultores familiares. Além disso, o jogo também estabelece a possibilidade de eventos bons ou ruins aos jogadores, correlacionando esses eventos aos que acontecem nos agroecossistemas de várzea.
- Information Science
- Business and Communication
- Forestry and Agriculture
- Material Type:
- Full Course
- Teaching/Learning Strategy
- Adiny Heimy Muller Cordeiro
- Ayrton Luiz Urizzi Martins
- Lúcia Helena Pinheiro Martins
- Date Added:
This unit explores knowledge technologies, that is, software systems that can represent, interpret, formalize or interrogate phenomena and create models of how the world works. It demonstrates how a well designed system can have positive effects on the work 'ecosystem', potentially allowing more time for people to concentrate on their strengths. Emphasizing core concepts of representation, interpretation and situated use in context, this unit will help masters students and those involved in specifying and designing software for business understand how such systems can help manage knowledge as well as providing a framework for evaluating claims made by technology vendors and researchers.
Provides a basic understanding of legal issues that corporations meet during their existence. Follows one firm throughout its life; from birth to bankruptcy, first as a breakaway from an established high-tech firm, then proceeding through initial funding efforts, establishment of its capital and corporate structure, and through problems in labor, trade secrets, contracts and antitrust, product liability, and resolution of transnational and domestic business disputes. This course provides a basic understanding of legal issues that corporations face during their existence. The course starts by providing the basic building blocks of business law. We then follow a firm through its life cycle from its "breakaway" from an established firm through it going public. The materials covered during 15.647 (the first half of the semester) emphasize the organization and financing of the company. In the second half of the course we examine a broad array of law-sensitive issues relating to intellectual property, product development, M&A transactions, international trade, the duties of directors and officers, business disputes, and bankruptcy and reorganization. The goal of the course is not to impart technical legal skills, but to enhance the judgment which students will bring to their responsibilities as entrepreneurs, managers in established companies, or consultants and advisors. There are two take-home exercises, and no exams.
In The Law of Corporate Finance and Financial Markets, much of the course focuses on M&A and the law-sensitive aspects of financial services and financial markets. The course is designed to be an introduction to business law which covers the fundamentals, including contracts, liability, regulation, employment, and corporations. 15.617 provides an in-depth treatment of the law of finance.
Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. This five-day interactive and experiential workshop focuses on how leaders lead innovations that both promote social responsibility and produce business success. The workshop is organized around three main parts: observation, sense-making, and creating. During the observation phase, students spend a full day inside the Boston office of the design company IDEO and visit some of the most interesting proven innovators in corporate social responsibility such as Ben & Jerry's, KLD, MBDC, Plug Power (fuel cell technology), PwC, chlumberger, or core team members of the UN Global Compact. After returning from their company visits, students describe to one another what they saw and learned. In the final part of the Lab, students conceive and implement innovation projects that serve the needs of a local community. Each team presents its practical accomplishments on the final day of the Lab.
This course explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work / life balance. Materials vary from year to year, but past readings have included work by Robert Bolt, Michael Frayn, Timothy Mo, Wole Soyinka, H. D. Thoreau, and others; films have included Crouching Tiger, Hidden Dragon, Hotel Rwanda, The Descendants, Motorcycle Diaries, Three Kings, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.
Provides students opportunities to meet senior executives of private and public institutions, and to discuss key management issues from the perspective of top management. Students prepare detailed briefings identifying and analyzing important management issues facing these organizations. Seminar concludes with a one-week field trip to New York City.
Many of today’s global challenges require tech-driven solutions — climate change, the growth of the world population, cyber security, the increasing demand for scarce resources, digitalization, the transition from fossil fuels to renewable energy. With this in mind, it is no surprise that one fourth of the CEOs of the world’s 100 largest corporations have an engineering degree.
Solving these global problems requires leaders who, in the first place, are comfortable with technology, models and quantitative analyses — Leaders who see systems instead of isolated problems. However, simply understanding technology is not enough. Successful leaders today must have both the ideas and the know-how to put these ideas into action by working collaboratively with others, winning their hearts and minds.
We need leaders who know how to seize opportunities in a networked world, and can mobilize people and other stakeholders for large-scale change. Leaders who lead fulfilling lives and who are able to move themselves and others from the ‘me’ to the ‘we’. Leaders who are long-term oriented and who deliver economic profit, while also making positive contributions to society and the environment. We call these leaders ‘sustainable leaders’.
Introduction to "soft" consumer research methods, useful for getting quick customer input into decisions on product design and development, strategic positioning, advertising, and branding. Covers interview techniques, observational methods, Voice of the Customer, focus groups, and analyses suitable for qualitative data. Introduces new information-gathering methods in development at MIT.
Our subject is the ethics of leadership, an examination of the principles appealed to by executive authority when questions arise about its sources and its legitimacy. Most treatments of this subject resort to case-studies in order to illustrate the application of ethical principles to business situations, but our primary emphasis will be upon classic works of imaginative literature, which convey more directly than case-studies the ethical pressures of decision-making. Readings will include works by Shakespeare, Sophocles, Shaw, E.M. Forster, Joseph Conrad, George Orwell, Fyodor Dostoyevsky, and Henrik Ibsen, among others. Topics to be discussed include the sources of authority, the management of consensus, the ideal of vocation, the ethics of deception, the morality of expediency, the requirements of hierarchy, the virtues and vices of loyalty, the relevance of ethical principles in extreme situations.
Quantitative techniques of operations research with emphasis on applications in transportation systems analysis (urban, air, ocean, highway, and pickup and delivery systems) and in the planning and design of logistically oriented urban service systems (e.g., fire and police departments, emergency medical services, and emergency repair services). Unified study of functions of random variables, geometrical probability, multi-server queuing theory, spatial location theory, network analysis and graph theory, and relevant methods of simulation. Computer exercises and discussions of implementation difficulties.
LearningEdge is a free learning resource for management educators and students provided open and available to the world. Developed by MIT Sloan faculty and students, this collection of teaching case studies and management flight simulations focuses on areas in which Sloan's innovative research and teaching are on the cutting edge, including entrepreneurship, leadership and ethics, operations management, strategy, sustainability, and system dynamics.
LearningEdge was formerly MIT Sloan Teaching Innovation Resources (MSTIR).
The goal of this course is to help students learn to communicate strategically within a professional setting. Students are asked to analyze their intended audience, the purpose of their communication, and the context in which they are operating before developing the message. The course focuses specifically on improving students' ability to write, speak, work in a team, and communicate across cultures in their roles as future managers.
Management Information Systems (MIS) is a formal discipline within business education that bridges the gap between computer science and the well-known business disciplines of finance, marketing, and management.
This course will begin with an introduction that will help further the distinction between leadership and management, and then you will be introduced to major theories and models of leadership and of leadership development from a variety of perspectives. Next, you will be introduced to the process of decision-making in a variety of leadership settings. You will then study the processes of leading independently, or without direct authority. The final unit will focus on managing groups and teams. You may not be a leader after concluding this course, but you certainly will have a better understanding of the qualities of leadership. Perhaps you will discover there is a leader right at your fingertips.
TED Studies, created in collaboration with Wiley, are curated video collections supplemented by rich educational materials for students, educators and self-guided learners. In Leading Wisely, speakers share powerful insights about leaders across a wide range of fields and domains who inspire great results from their teams. Great management in a turbulent global economy has never been so important. Relevant areas of interest, study and coursework include:
This course will provide you with a structured introduction to the key tools and techniques used in information management and processing. This course will also provide you with an understanding of practical approaches and techniques, such as integrating content from various sources and constructing graphs to show data relationships that are often used to process and present information in business decision-making.
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.
Kurt Heisinger and Joe Ben Hoyle believe that students want to learn accounting in the most efficient way possible, balancing coursework with personal schedules. They tend to focus on their studies in short intense segments between jobs, classes, and family commitments. Meanwhile, the accounting industry has endured dramatic shifts since the collapse of Enron and WorldCom, causing a renewed focus on ethical behavior in accounting. This dynamic author team designed Managerial Accounting to work within the confines of today’s students’ lives while delivering a modern look at managerial accounting.
Managerial Accounting was written around three major themes: Ready, Reinforcement and Relevance. This book is aimed squarely at the new learning styles evident with today’s students and addresses accounting industry changes as well.
Almost all management decisions deal with the same key issues: cost, price, and profit. This course will examine this sort of decision-making, identifying the tools and methods managers use to make the best-informed decisions possible. We will begin with an introduction to the terms that will be referenced in the later units. We will then discuss the various methods and theories that managers deploy when tracking costs and profits. The final section will explain how managers report the overall performance of a firm or department for internal use. Upon completion of this course, students will be better prepared to make informed decisions within a firm.
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.
Do you need to change the way you think when faced with a complex situation? This unit examines how systemic thinking and practice enables you to cope with the connections between things, events and ideas. By taking a broader perspective complexity becomes manageable and it is easier to accept that gaps in knowledge can be acceptable.
Do you need to change the way you think when faced with a complex situation? This unit examines how systemic thinking and practice enables you to cope with the connections between things, events and ideas. By taking a broader perspective complexity becomes manageable and it is easier to accept that gaps in knowledge can be acceptable.
This course on global integration brings together matters of global markets and institutions, global strategy, organization, and leadership. Global integration, the process by which an organization with units around the world becomes united, will be presented as a link to entrepreneurship and general management. The seminar is offered only to those enrolled in the MIT Sloan Fellows Program and challenges the participants to draw upon their past managerial experiences, especially those affiliated with multinational companies.
It is often remarked that groups are everywhere, whether in our social lives, our work lives, or even our families. In each of these situations, sets of individuals decide to work collectively to achieve particular goals.
However, although groups are everywhere and we participate in them constantly, we do not understand them very well. Many of us can tell stories of groups that seemed perfect for a given task, but which failed. And we all have reasons (or excuses) that explain such failures.
But our experiences in groups suffer precisely because we are with them.
The study of groups as a phenomenon that is unique and different from other social phenomena is very active, reflecting both the importance it has and how much we still don't know about groups.
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.
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.
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.
15.810 Marketing Management is designed to serve as an introduction to the theory and practice of marketing. Students will improve their ability to develop effective marketing strategies and assess market opportunities, as well as design strategy implementation programs. In addition, students will have the opportunity to communicate and defend their recommendations and build upon the recommendations of their peers. We will explore the theory and applications of marketing concepts through a mix of cases, discussions, lectures, guest speakers, individual assignments, and group projects. We will draw materials from a variety of sources and settings including services, consumer and business-to-business products.
***LOGIN REQUIRED*** This course is designed prepare students for entry-level positions in marketing, advertising and/or public relations. The course will focus on the basic concepts of economics and the fundamentals of marketing. Students will learn to make realistic management decisions as they apply what they have learned in the classroom to realistic business simulations and other activities.Integrated throughout the course are career preparation standards, which include basic academic skills, communication, interpersonal skills, problem solving, and workplace safety, technology and employment literacy connection to core academic standards.
Introduces tools from strategy and economics to look systematically at marketing strategy. Topics include how to find profit opportunities, how to create competitive advantage, and how to challenge competitive advantage. Taught as a mix of cases and lectures. The course is aimed at helping you look at the entire marketing mix in light of the strategy of the firm. It will be most helpful to students pursuing careers in which they need to look at the firm as a whole. Examples include consultants, investment analysts, entrepreneurs, and product managers. Objectives 1. Identify, evaluate, and develop marketing strategies. 2. Evaluate a firm's opportunities. 3. Anticipate competitive dynamics. 4. Evaluate the sustainability of competitive advantages.
Teaching the strategic management course can be a challenge for many professors. In most business schools, strategic management is a ŇcapstoneÓ course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) in order to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Although students have taken these functional courses, many students have very little experience with major organizational choices. It is this inexperience that can undermine many studentsŐ engagement in the course.
Mastering Strategic Management is designed to enhance student engagement in three innovative ways. The first is through visual adaptations of the key content in the book. It is well documented that many of todays students are visual learners. To meet students wants and needs (and thereby create a much better teaching experience for professors), Mastering Strategic Management contains multiple graphic concept pages in ever section of every chapter of the book. Think of graphic concept pages as almost like info-graphics for key concepts in each
This course is a core requirement for the Masters in Engineering program designed to teach students about the roles of today's professional engineer and expose them to team-building skills through lectures, team workshops, and seminars. Topics include: written and oral communication, job placement skills, trends in the engineering and construction industry, risk analysis and risk management, managing public information, proposal preparation, project evaluation, project management, liability, professional ethics, and negotiation. The course draws on relevant large-scale projects to illustrate each component of the subject.
This course is the first part of a two part course covering the merger and acquisition process. Part 1 describes the overall process, types of mergers, the legal process, important federal regulations, and due diligence. The purpose of the course is to provide the user with a solid understanding of how the merger and acquisition process works. Course Level: Intermediate - Some prior knowledge of business and reporting relationships is useful for a complete understanding of topics covered in this course. Recommended for 2.0 hours of CPE. Course Method: Inter-active self study with audio clips, self-grading exam, and certificate of completion.
A Beyond Traditional Borders design team created a Microenterprise Training Course to teach high school students in Lesotho the basic business and management skills to establish and maintain a school cooperative.
This resource on international finance is focused on the global business professional who is a generalist who may be involved in the sale of goods and/or services internationally. A global business professional needs to be able to research and analyze the credit history and payment capacity of potential buyers/partners in order to assess the commercial risks of buyers and maintain credit management and control procedures and documentation.MSU Global has teamed with experts in the international finance field to create resources to help increase international skills in the business community. These materials address the need of the international trade practitioner for knowledge and information that is specific to trade finance by providing a means for educators and business practitioners to transfer knowledge, skills, and understanding of the global marketplace to a number of prospective learners. These resources were created around the framework developed by the NASBITE International Certified Global Business Professional Program.
Este manuscrito presenta los hallazgos de un estudio que trata de identificar los factores que motivan a un estudiante graduado a proseguir para un grado en administración educativa. Ciento sesenta y uno (161) estudiantes graduados de tres (3) universidades en Mississippi participaron del estudio. Los participantes completaron un instrumento de investigación de diez (10) ítems el cual utilizo una escala Likert de cuatro (4) puntos, con la cual evaluaron un listado de factores motivacionales, y respondieron a una pregunta abierta para proveer data al estudio. La data fue analizada y segregada por edad, género y raza. Los hallazgos indicaron que las tres (3) razones para seguir un grado en administración educativa son; (a) mejoramiento en su carrera, (b) impacto en la vida de los estudiantes y (c) auto-eficacia – la percepción de ellos pueden hacer una gran labor. Diferencias estadísticamente significativas se encontraron entre los grupos étnicos Afro-Americanos y Blancos en dos (2) de los diez (10) factores motivadores – alentados por otros y buscando un aumento salarial.
Negotiation and Conflict Management presents negotiation theory -- strategies and styles -- within an employment context. 15.667 meets only eleven times, with a different topic each week, which is why students should commit to attending all classes. In addition to the theory and exercises presented in class, students practice negotiating with role-playing simulations that cover a range of topics. Students also learn how to negotiate in difficult situations, which include abrasiveness, racism, sexism, whistle-blowing, and emergencies. The course covers conflict management as a first party and as a third party: third-party skills include helping others deal directly with their conflicts, mediation, investigation, arbitration, and helping the system change as a result of a dispute.
This course will start with the conceptual framework of negotiations as it applies to all areas of negotiation in both the public and private sectors. As the course progresses, you will focus on business negotiation skills and strategies designed to help you maintain healthy business relationships. Specifically, you will learn about the concepts, processes, strategies, and ethical issues related to negotiation as well as appropriate conduct in multicultural business contexts. You will also learn to better understand the theory, processes, and practices of negotiation, conflict resolution, and relationship management so that you can be a more effective negotiator in a wide variety of situations. If you take advantage of the opportunities this course offers, you will be more comfortable and more productive managing negotiations as well as professional and personal relationships.
This nonprofit organization development program consists of 13 modules and can help you accomplish a great deal for your nonprofit -- and for you. This program can be implemented by service organizations to promptly provide a nonprofit and management development program in their locale -- this program can be adopted "as is" or modified.
Operating in China: Chinese Communist Party Philosophy
- Business and Communication
- Material Type:
- Markkula Center for Applied Ethics at Santa Clara University
- Provider Set:
- Global Business Ethics Videos
- Date Added:
Operating in China: Confucianism, Taoism, and Buddhism
- Business and Communication
- Material Type:
- Markkula Center for Applied Ethics at Santa Clara University
- Provider Set:
- Global Business Ethics Videos
- Date Added:
In this course, you will learn the fundamentals of operations management as they apply to both production and service-based operations. Successful completion of this course will empower you to implement the concepts you have learned in your place of business. Even if you do not plan to work in operations, every department of every company has processes that must be completed; someone savvy with operations management will be able to improve just about any process.
Operations research analyzes and presents scientific procedures for decision making in engineering, technology management and management human, productive and financial resources of an organization. The main purpose of Operations Research is to optimize the system performance when subjected to restrictions. It is based on mathematical modeling and uses optimization techniques (convex) and graph theory. The main calculation algorithm is the SIMPLEX table and network, considered one of the two most important algorithms of the twentieth century (https://www.siam.org/pdf/news/637.pdf). Operations research was meant to optimize the use of scarce resources during the 2nd world war and, having gained dominance in the industry and management. It is presented today as one of the main tools of business decision making (scientific and non-empirically). In addressing this matter, the main priority is the”basic principles”and detailed examples at the expense of theoretical complexity that this subject today presents.
O.R. can be used in optimal radiation therapy, finding the shortest path in a network, settingprices in the stock exchange market, etc.
The management of processes or operations is the very essence of any kind of business enterprise, and it is critically important that they are designed and managed well. This course taster uses case studies and models to illustrate the importance of effective operations management and outlines the steps to preparing your own operations proposal.
Explores organizational concepts and research methods that explain the performance and development of military organization in peace and war. Review of classic studies. Considers approaches to current policy problems based on theoretical insights into military organizations and practices. Stresses development of new theory.
This course will cover five major OB areas including managing individuals, managing groups, power and politics, conflict management, and organizational change. Before delving into more rigorous content, it is important to understand what an organization is and the history of organizational behavior as a discipline. In taking this into consideration, this course will begin with a look at the basics of an organization.
Organizational Leadership and Change focuses on practical experience that blends theory and practice. Students reflect on prior leadership experiences and then apply lessons learned to further develop their leadership capabilities. The course requires active participation in all leadership classes and/or activities as well as short deliverables throughout the program.
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 course is structured around a core of fundamental concepts concerning how we view organizations, and the application of these concepts to basic domains of action crucial for contemporary businesses: sensemaking, learning, knowing, and change. We view organizations as enacted systems, wherein humans are continually shaping the structures that influence their action in turn. In other words, we create the systems that then create us.
This class introduces the subject of innovative new product development. Topics including technology transfer, science and technology, and the innovation process are covered. Students are expected to write a 15-20 page final paper as part of the assignments for the class.
The goal of this course is to help you develop the fundamental skills critical to payroll operations, and to help you understand state and federal compliance. This will provide you with a foundation for becoming more versed on the depth of payroll as an intricate component of human-resource management, and business overall.
This course takes a broad-based look at poker theory and applications of poker analytics to investment management and trading.
Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. Practical Leadership is an interactive seminar where students receive repeated coaching and real-time feedback on their own leadership capabilities from their peers and the instructor. The course is structured around a set of readings. However, the key component is each student's own self-assessment. These self-assessments are done by the students in the first week of the semester. The areas for improvement that the students identify are then targeted in the weekly role plays that are customized for each student in the class. The goal of the class is for each student to increase his or her own leadership abilities through an ongoing cycle of practice, feedback and reflection.
Superintendent preparation and training has remained substantially unaltered for a half century. State certification requirements drive the content and activities for preparation programs housed in higher education institutions. State agencies never parti
In this course, you will be exposed to a number of different sub-fields within finance. You will learn how to determine which projects have the best potential payoff, to manage investments, and even to value stocks. In the end, you will discover that all finance boils down to one concept: return. In essence, finance asks: ŇIf I give you money today, how much money will I get back in the future?Ó Though the answer to this question will vary widely from case to case, by the time you finish this course, you will know how to find the answer.
This course is organized around the well-established planning, organizing, leading, and controlling framework (or, simply, P-O-L-C). Three underlying themes carry throughout: strategic thinking, entrepreneurial thinking, and active management.
This textbook teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.
This book's modular format easily maps to a POLC course organization (Planning, Organizing, Leading, and Controlling, attributed to Henri Fayol (1949, General and industrial management. London. Pitman Publishing company), and suits the needs of most undergraduate or graduate course in Principles of Management.
The purpose of this course is to provide the student with a basic understanding of the principles of microeconomics. At its core, the study of economics deals with the choices and decisions that have to be made in order to manage scarce resources available to us. Microeconomics is the branch of economics that pertains to decisions made at the individual level, i.e. by individual consumers or individual firms, after evaluating resources, costs, and tradeoffs. "The economy" refers to the marketplace or system in which these choices interact with one another. In this course, the student will learn how and why these decisions are made and how they affect one another in the economy. Upon successful completion of this course, students will be able to: Think intuitively about economic problems; Identify how individual economic agents make rational choices given scarce resources and will know how to optimize the use of resources at hand; Understand some simplistic economic models related to Production, Trade, and the Circular Flow of Resources; Analyze and apply the mechanics of Demand and Supply for Individuals, Firms, and the Market; Apply the concept of Marginal Analysis in order to make optimal choices and identify whether the choices are 'efficient' or 'equitable'; Apply the concept of Elasticity as a measure of responsiveness to various variables; Identify the characteristic differences amongst various market structures, namely, Perfectly Competitive Markets, Non-Competitive Markets, and Imperfectly Competitive Markets and understand the differences in their operation; Analyze how the Demand and Supply technique works for the Resource Markets. (Economics 101; See also: Business Administration 200)
Sustainability challenges organizations to address the implications--and responses--in their own operations and supply chain, products/services/markets, and community responsibilities. This course exposes students to professionals and organizations who are actively working toward making their organizations and industries sustainable.
This book covers the basics of project management. This includes the process of initiation, planning, execution, control and close out that all projects share. This book has been adapted by the author as of August 15, 2014. The adaptation includes Canadianized content, PowerPoints, Audio Files, and Chapter Questions.
Underestimating project complexity is widely accepted as one of the major causes of project failure. Based on international benchmarking activities (Merrow, 2010), we know that an average of 40% of projects do not deliver what they promised; for megaprojects in the oil and gas industry this figure is even worse (Ernst&Young, 2014).
As with most external factors, many of the causes and consequences of complexity are difficult to avoid or control. When dealing with complexity, standard practices in the field of project management often overlook the inherent uncertainties linked to the length and scale of engineering and infrastructure projects and their constantly changing environments. The situation is exacerbated by rapidly evolving technologies and social change.
Attempts to overcome these challenges by simply trying to reduce their causes is not enough.
In this course, you will learn our approach to mastering complexity, focused on front-end development and teamwork, which will help you develop the skills you need to make timely actions in order to tackle complexities and improve your chances of project success. You will learn how to enhance your own capacities and capabilities by ensuring you have the necessary balance of complementary skills in your team.
Project success starts with recognizing the main drivers of complexity, which can be highly subjective and highly dynamic. In this course, you will learn to identify what makes a project complex and how to perform a complexity assessment.
Examining the elements of a project (such as interfaces, stakeholders, cultures, environment, technology, etc.) and their intricate interactions is key to mastering complexity.
You will analyze these elements in the context of your own project. Then, based on our complexity framework, you will identify the complexity footprint of your project and use it to adapt your management processes. With personalized guidance and feedback from our world-class instructors, you will learn how to recognize what competencies you need to develop and how to adapt your management style accordingly, not only to improve project performance but also to enhance your decision-making capacity.
The purpose of this lesson is build on a previous lesson that teaches how to take out a farm loan.This lesson is designed for adult learners who are pursuing a career in farming. It focuses on reading scientific and technical texts (Grade 6) related to farming business plans. It will help learners identify the resources necessary to develop a simple farm business plan. The learners will have the opportunity to apply their acquired knowledge in class activities such as discussion to analyze case studies and develop the basic outline of their resource sheet.
The purpose of this lesson is build on a previous lesson that teaches how to take out a farm loan.
This lesson is designed for adult learners who are pursuing a career in farming. It focuses on reading scientific and technical texts (Grade 6) related to farming business plans. It will help learners identify the resources necessary to develop a simple farm business plan. The learners will have the opportunity to apply their acquired knowledge in class activities such as discussion to analyze case studies and develop the basic outline of their resource sheet.
Builds upon relevant economic theories and methodologies to analyze the changes in organization and markets enabled by Information Technology, especially the Internet. Typical perspectives examined include industrial organization and competitive behavior, price theory, information economics, intangible asset valuation, consumer behavior, search and choice, auctions and mechanism design, transactions cost economics and incomplete contracts theory, and design of empirical studies. Extensive reading and discussion of research literature aimed at exploring the application of these theories to business issues and challenges raised by the Internet and related technologies. Business organizations and markets use a bewildering variety of structures to coordinate the productive activities of their stakeholders. Dramatic changes in information technology and the nature of economic competition are forcing firms to come up with new ways of organizing work. This course uses economic theory to investigate the roles of information and technology in the existing diversity of organizations and markets and in enabling the creating of new organizational forms.
The Levine report presented a dismal portrayal of principal preparation programs, charging that these programs are so inadequate that they should be replaced with professional preparation programs. This article uses the criticisms from the Levine report as the basis for proposed improvements that could be made to existing masters programs in educational administration.
In this course, you will engage with case studies that address the catastrophes of the first decade of the new millennium, including the credit crisis of 2008Đ2009. These cases illustrate the importance of risk management and demonstrate how missed opportunities in effective risk management can and have led to monumental negative consequences. You will learn how and why risk management is a primary strategy for sustainability and success in our uncertain and complex world.
This book is intended for the Risk Management and Insurance course where Risk Management is emphasized.
When we think of large risks, we often think in terms of natural hazards such as hurricanes, earthquakes or tornadoes Perhaps man-made disasters come to mind such as the terrorist attacks in the U.S. on September 11, 2001. Typically we have overlooked financial crises, such as the credit crisis of 2008. However, these types of man-made disasters have the potential to devastate the global marketplace. Losses in multiple trillions of dollars and in much human suffering and insecurity are already being totaled, and the global financial markets are collapsing as never before seen.
Risk management will be a major focal point of business and societal decision–making in the 21st century. A separate focused field of study, it draws on core knowledge bases from law, engineering, finance, economics, medicine, psychology, accounting, mathematics, statistics and other fields to create a holistic decision-making framework that is sustainable and value- enhancing. This is the subject of this book.
There is an ongoing 'revolution' in the running of state schools and this is making the position of the school business manager both significant and necessary. Government thinking, together with profound changes in society generally, will affect every institution both in terms of pedagogy and the physical environment, particularly technology and levels of security employed. This unit will look at how you - an existing or aspiring business manager - can work effectively to support school activities and stakeholders, and in particular how you can support and manage aspects of the change agenda in your school to improve teaching and learning outcomes.
In order to be a good manager of people, the ability to pass ideas across and to build long-lasting relationships where there is mutual respect is sacrosanct. Being able to lead effectively enables one to be able to garner support for initiatives, this in the long run guarantees success. Self-Management in Leadership (Handbook) will help you sharpen your ability to communicate effectively, gain support and cooperation from others and boost your reputation. You will get practical advice on how to develop an attitude of leadership such that you would become a force to be reckoned with among your colleagues and a favourite among senior managers. You will further learn how to present your ideas successfully in a most persuasive way. This book will teach you effectively leadership, interpersonal and public relations. It contains short and useful tips to enable you have as many key information as you can on your finger tips. Sit back and relax as you digest the essential principles for effective leadership and become more equipped for success in just a few minutes.
This course introduces Entrepreneurship and Business Planning. Upon successful completion of this course, students will be able to: analyze the entrepreneurial process through which business ideas are evaluated; identify the characteristics of successful entrepreneurs; demonstrate an awareness of strategies supporting entrepreneurship; distinguish between business ideas and opportunities; write a formalized business plan; write a marketing plan; examine their personal entrepreneurial potentials; know how to finance their business ventures; demonstrate an understanding of team-building dynamics. (Business Administration 305)
Small Business Management in the 21st Century offers a unique perspective and set of capabilities for instructors. The authors designed this book with a “less can be more” approach, and by treating small business management as a practical human activity rather than as an abstract theoretical concept.
The text has a format and structure that will be familiar to you if you use other books on small business management. Yet it brings a fresh perspective by incorporating three distinctive and unique themes and an important new feature (Disaster Watch) which is embedded throughout the entire text. These themes assure that students see the material in an integrated context rather than a stream of separate and distinct topics.
First, the authors incorporate the use of technology and e-business as a way to gain competitive advantage over larger rivals. Technology is omnipresent in today’s business world. Small business must use it to its advantage. We provide practical discussions and examples of how a small business can use these technologies without having extensive expertise or expenditures.
Second, they explicitly acknowledge the constant need to examine how decisions affect cash flow by incorporating cash flow impact content in several chapters. As the life blood of all organizations, cash flow implications must be a factor in all business decision-making.
Third, they recognize the need to clearly identify sources of customer value and bring that understanding to every decision. Decisions that do not add to customer value should be seriously reconsidered.
Small Business Management in 21st Century boasts a new feature called Disaster Watch scenarios. Few texts cover, in any detail, some of the major hazards that small business managers face. Disaster Watch scenarios, included in most chapters, cover topics that include financing, bankers, creditors, employees, customers who don’t pay, economic downturns, and marketing mistakes.
***LOGIN REQUIRED*** This course is designed to teach individuals to perform marketing and management functions and tasks associated with owning and operating a small business. Students will develop a business plan, learn appropriate customer service and human relation skills and demonstrate positive work habits.
This course examines the nature of attitudes, beliefs, and values, and the influences which indiviudals' attitudes have upon their behavior. Various theories of attitude organization and attitude change are discussed, and the development of social attitudes is explored by examining the differential impact of the family, the educational system, the mass media, and the general social environment. The changing content of public opinion over time and its relationship to the political system are also discussed.
Social media is fast becoming an integral part of business and marketing and many businesses are already utilising social media in various ways including in staff recruitment. This module will explore the various uses of social media in staff recruitment and provide some best practice HR advice for its utilisation.Completion of this short module will enable you to integrate social media into your recruitment practices with a better understanding of its benefits and pitfalls.
" This course builds on the work done concurrently in 15.280 Communication for Managers and 15.311 Organizational Processes in the first semester of the MBA program. 15.280 is offered for 6 units and 15.277 provides an additional 3 units for a total of 9 units in Managerial Communication. 15.277 acts as a lab component to 15.280 and provides students additional opportunities to hone their communication skills through a variety of in-class exercises. Emphasis is on both individual and team communication."
Design and execution of human resource management strategies. Two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage. Adopts the perspective of a general manager and addresses human resource topics (including reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, equal employment opportunity laws, work-force diversity, and union-management relationships) from a strategic perspective.
This course is the capstone of the business major, because it incorporates elements from all of the core courses you should have already completed. Almost every topic should be familiar to you to some degree; however, Strategic Management ties them all together. This course begins with an introduction to the field and the definition of some important terms and concepts. You will then move on to identifying goals and formulating strategies before addressing implementation topics. This course will conclude with strategies for the 21st century. This course should be taken after all core courses have been completed and, ideally, near the end of your completion of the elective courses.
Subject focuses on some of the important current issues in strategic management. It concentrates on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. Subject is intended to provide the students with a pragmatic approach that guides the formulation and implementation of corporate, business, and functional strategies. Restricted to Sloan Fellows.
This course is intended to be an extension of course 15.902, Strategic Management, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Professor Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences.
Examines the fundamental concepts of strategic planning and management in the context of the real estate, design, and construction industry. Discusses the basic business relationships among firms in the design and construction value chain. Specific topics include: industry analysis; strategic planning models; information technology strategy; strategy in fragmented industries; negotiation; and macro trends shaping the industry as a whole. Case method of instruction is used, and supplemented by extensive readings. From the course home page: This course provides an overview of key concepts in strategic management in the construction, real estate, and architecture industries. Topics include supply chain analysis, market segmentation, vertical integration, competitive advantage, and industry transformation. This course is of interest to students seeking more understanding of the business dynamics of real estate and construction; seeking to provide value in firms which they may join; or seeking to build a foundation for their own entrepreneurial pursuits.
A free online simulation that demonstrated the bull-whip effect, and the complexities of supply chain management, responding to changes in customer demand.
Continuation of 15.871, emphasizing tools and methods needed to apply systems thinking and simulation modeling successfully in complex real-world settings. Uses simulation models, management flight simulators, and case studies to deepen the conceptual and modeling skills introduced in 15.871. Through models and case studies of successful applications students learn how to use qualitative and quantitative data to formulate and test models, and how to work effectively with senior executives to implement change successfully.
Subject provides a conceptual framework for thinking about taxes. Applications covered include mergers and acquisitions, tax arbitrage strategies, business entity choice, executive compensation, multi-national tax planning, and others. Aimed at investment bankers and consultants who need to understand how taxes affect the structure of deals; managers and analysts who need to understand how firms strategically respond to taxes; and entrepreneurs who want to structure their finances in a tax-advantaged manner.
For farmers, growing crops is just one step in running a successful farm—making the farm or market garden economically viable requires another suite of skills, including finding land, planning what crops to grow, marketing the crops, and managing income and expenses. This resource builds on our experience educating hundreds of apprentice growers in organic production, farm and business planning, direct marketing at a roadside farm stand, and Community Supported Agriculture (CSA) management through hands-on training in the running of our 100-member CSA program. Teaching Direct Marketing and Small Farm Viability: Resources for Instructors is organized into six units, three focusing on marketing and three covering other topics related to making a small farm economically viable. Included are lessons and resources for running a CSA project, selling at farmers' markets, forming collaborative marketing groups and grower cooperatives, and selling to restaurants. Also covered are strategies to improve small farm planning, including enterprise visioning and market assessment; creating a business plan, including marketing and crop plans; and managing cash flow. Land tenure options such as cash-rent leases from non-profits, shared ownership models, conservation easements, and community land trusts are reviewed as additional mechanisms for addressing the complex issue of the economic viability of small-scale agriculture. This resource also reviews the trends and factors that influence small-scale agriculture's economics, and provides an overview of produce marketing in the U.S. The training manual is designed for – •Instructors at college and universities, agriculture organizations, farm-training programs, apprenticeship programs •Agricultural extension personnel •Farmers with interns •Growers, teachers, and organizers at urban farms, community gardens, and food projects with direct-marketing outlets This instructor's resource features class and field demonstration outlines, trainee exercises, and resource materials, with a focus on CSA. The manual can be used in a classroom setting or adapted for other training formats, such as short courses, conferences, and field days.
The Team Project has the goals of (1) developing teamwork and leadership skills and (2) learning from the analysis of a change initiative in a real-world company using concepts from other core courses. This class has no regular class schedule or weekly readings. Almost everything is oriented around your team and your project, with only a few deadlines. Each team is responsible for analyzing a recent, ongoing, or anticipated initiative at a real company. Examples might be a strategic reorientation, organizational restructuring, introduction of a new technology, or worker participation program. From the course home page: This course is closely integrated with other MBA core classes: readings are assigned through Organizational Processes (15.311) and oral presentations are given in Communication for Managers (15.280).
Technology Policy Negotiations and its prequel, ESD.932, Technology Policy Organizations, form a sequence on Organizational Processes in Technology Policy. This course provides a core framework for an interest-based approach to negotiations, along with a systems approach to dispute resolution in organizations. Core interactive skills are developed, including communication skills, negotiating over the "rules of game," and cross-cultural negotiations. Key assigments center on ethical debates in technology policy, regional economic development challenges, and assessment of organizational dispute resolution systems.
" This course provides you with a framework to understand the structure and dynamics of high-tech businesses, together with an approach for their effective strategic management. It is focused on domains in which systems are important, because either or both products are parts of larger and more complex systems, or they are comprised of systems. The domains covered include computing, communications (in particular the mobile and IP domains), consumer electronics, industrial networking, automotive, aerospace and medical devices. The course will be of particular interest to those interested in managing a business in which technology will likely play a major role, and also to those interested in investing in or providing counsel to these businesses. The emphasis throughout is on the development and application of ways of thinking or mental models that bring clarity to the complex co-evolution of technological innovation, the demand opportunity, systems architecture, business ecosystems, and decision-making and execution within the business."
How to use Technology in education system.technology and education web link for use and important-http://edtechreview.in/news/681-technology-in-education video for useuse of technology in classroom