Short Description:
Leadership in Office Administration is a comprehensive, online, open education resource available for students, educators, and administrators who would like to learn more about leadership and management within organizations.

Long Description:
Leadership in Office Administration is a comprehensive, online, open education resource available for students, educators, and administrators who would like to learn more about leadership and management within organizations. From a classical to contemporary understanding of leadership and management, to learning principals and ethical implications, to teamwork and building a cohesive nature through diversity. Leadership in Office Administration will provide a concise framework to allow reflection on these imperative topics.

Word Count: 59108

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Short Description:
Innovation today considers the economic, environmental, and/or social sustainability of an innovative initiative from its inception or idea generation through to its commercialization or implementation. This concept applies to many types of innovation such as products, processes, services, technologies, and business models. Companies use innovation as a means to gain a competitive advantage and bring value to business stakeholders. This book introduces business innovation, from incremental innovation such as enhancing the performance of an existing product, service, or process, to radical or disruptive innovation such as one that has a significant impact on a market. The content examines how leaders foster a culture of innovation, how companies turn creativity into innovation, and how innovation transforms not only organizations but economies as well.

Word Count: 46438

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Innovation today considers the economic, environmental, and/or social sustainability of an innovative initiative from its inception or idea generation through to its commercialization or implementation. This concept applies to many types of innovation such as products, processes, services, technologies, and business models. Companies use innovation as a means to gain a competitive advantage and bring value to business stakeholders. This book introduces business innovation, from incremental innovation such as enhancing the performance of an existing product, service, or process, to radical or disruptive innovation such as one that has a significant impact on a market. The content examines how leaders foster a culture of innovation, how companies turn creativity into innovation, and how innovation transforms not only organizations but economies as well.

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. The prerequisite for this course is 15.321 Leading Organizations I.

This video covers the topic of Business Model Innovation, with a focus on the COVID-19 pandemic.

Video with examples of companies that have prospered and adapted to the uncertainty of Covid-19.

Word Count: 5489

Included H5P activities: 12

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Organizations in the 21st century are in need of culturally intelligent managers and leaders. The pressure to build authentic global networks and to cultivate an appreciation and respect for cultural differences and similarities has driven cultural intelligence to the forefront of diversity and inclusion work.

Preparing today's students to be effective leaders in their professional lives requires that they hone their cultural intelligence as it is vital to working inter- and intra-culturally in today's global economy. This unique ability to identify, recognize, and acknowledge the differences and similarities that exist between and among cultural groups and systems will set their leadership skills apart from the masses. And when applied, cultural intelligence can bridge the gap in cultural misunderstanding by creating awareness, knowledge, and patience of cultural norms and behaviors.

The purpose of Leading With Cultural Intelligence by Mia Moua is to outline the important ideas of cultural intelligence and the steps that must be considered and then practiced to become a culturally intelligent leader. The most important aspect covered within this book is that cultural intelligence is both a strategy and a tool towards cultural competency and proficiency. This book outlines the importance of understanding culture and its impact on organizations, the strategic value of cultural intelligence, and the significance of integrating and practicing cultural intelligence in everyday business life. When all these aspects are properly integrated and applied in the leadership and management process, organizations are more innovative and adaptable to respond to cultural changes.

Este curso contiene un subconjunto de material en español del curso 16.660J (en Inglés). Para la versión en Inglés, por favor vea 16.660J Introduction to Lean Six Sigma Methods January IAP 2012.
El programa presenta los fundamentos del pensamiento Lean a través de conceptos y herramientas prácticas y aplicables. Este curso cubre los principios fundamentales, prácticas y herramientas de una empresa Lean, incluyendo Lean Six Sigma y otros métodos de enfoques modernos para la productividad organizacional. El curso incluye ejemplos y ejercicios aplicados en la industria aeroespacial, automotriz, servicios de salud y otros sectores. La metodología es altamente interactiva con simulaciones y ejercicios orientados hacia el aprendizaje de conceptos aplicados en experiencias grupales, incluyendo una simulación Lego®, tour virtual a fábricas, charlas de expertos entre otros. Este curso fue ofrecido en la Pontificia Universidad Católica de Chile a través del Centro de Excelencia en Gestión de Producción (GEPUC) de 17 a 19 abril, 2013.
MIT Professional Education
Conecta A Los Profesionales Con Conocimiento Y Expertise Avanzado A Traves De Entrenamiento Y Capacitacion
Los cursos y programas ofrecidos por MIT Professional Education son diseñados por expertos de MIT para conectar a profesionales de la industria con los últimos avances tecnológicos y de conocimiento. La inmersión en un intenso ambiente de aprendizaje permite a profesionales alrededor del mundo la oportunidad de acceder a información crucial para nutrir sus carreras, generar un mayor desarrollo empresarial e impactar al mundo. Nuestros programas le entregan a los participantes acceso inigualable a los mayores expertos de cada área. Esta experiencia de aprendizaje altamente focalizada les permite acceder a tópicos de interés vital y compartir con expertos reconocidos a nivel mundial además de incorporarse a una red internacional de colegas talentosos.
Para mayor información acerca de los programas de MIT Professional Education favor visitar: http://professionaleducation.mit.edu.

Students of this course will develop a broad understanding of Lean/Six Sigma principles and practices, build capability to implement Lean/Six Sigma initiatives in manufacturing operations, and learn to operate with awareness of Lean/Six Sigma at the enterprise level. All course materials are organized around a common "single-point lesson" (SPL) format, with some of the SPLs provided by the instructor and guests and with some developed and delivered by student teams.

Cette ressource est destinée à toute personne souhaitant développer son leadership. La première dimension de ce dernier est la vision. Une question s'impose : quelle est la vision d'un leader ? Dans cette ressource, la définition de la vision sera débatue dans un premier paragraphe, ensuite la démarche de définition de sa vision est développée.    

This lesson helps students understand why Earth is considered the "water planet." Students analyze how much of Earth's water is available for humans to use for life-sustaining purposes, and they explore the concept of water scarcity in both physical and economic terms. They look at the many ways that humans use water and investigate international trends in agricultural, industrial, and household water consumption. The lesson also sets up the focus of this course: the concept of water footprints. Students explore how water footprints are an invaluable tool for identifying patterns of water use so that individuals, businesses, and even nations can more effectively manage their use of one of the most precious resources on Earth: water. Critical to this exploration is a visit to Watercalculator.org, where students calculate their personal water usage, analyze the results, and set a base point for tracking and conserving their water use.

This is the first of the three-part Lessons for Understanding Our Water Footprint: High School Lesson Plans.

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

This lesson helps students understand why Earth is considered the "water planet." Students analyze how much of Earth's water is available for humans to use for life-sustaining purposes, and they explore the concept of water scarcity in both physical and economic terms. They look at the many ways that humans use water and investigate international trends in agricultural, industrial, and household water consumption. The lesson also sets up the focus of this course: the concept of water footprints. Students explore how water footprints are an invaluable tool for identifying patterns of water use so that individuals, businesses, and even nations can more effectively manage their use of one of the most precious resources on Earth: water. Critical to this exploration is a visit to Watercalculator.org, where students calculate their personal water usage, analyze the results, and set a base point for tracking and conserving their water use.

This is the first of the three-part Lessons for Understanding Our Water Footprint: Middle School Lesson Plans.

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

This lesson centers on a deeper exploration of the water footprint associated with food. Students learned in Lesson 1 that virtual water, especially as it relates to food, typically makes up the majority of their water footprint. In this lesson, they find out why. First, they see an attention-grabbing demonstration of how much water is needed for three food products. Second, they break into groups to do research, and then they teach their classmates about key aspects of water use related to food and agriculture. Next, they think about how their diet is influenced by social groups, advertising, and structures in place at home and at school that encourage them to potentially eat food with large water footprints. Finally, they brainstorm ways they might be able to influence change in those areas. The lesson concludes with students sharing their ideas and providing one another with constructive feedback.

This is the second of the three-part Lessons for Understanding Our Water Footprint: High School Lesson Plans.

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

This lesson centers on a deeper exploration of the water footprint associated with food. Students learned in Lesson 1 that virtual water, especially as it relates to food, typically makes up the majority of their water footprint. In this lesson, they find out why. First, they see an attention-grabbing demonstration of how much water is needed for three food products. Second, they break into groups to do research, and then they teach their classmates about key aspects of water use related to food and agriculture. Next, they think about how their diet is influenced by social groups, advertising, and structures in place at home and at school that encourage them to potentially eat food with large water footprints. Finally, they brainstorm ways they might be able to influence change in those areas. The lesson concludes with students sharing their ideas and providing one another with constructive feedback.

This is the second of the three-part Lessons for Understanding Our Water Footprint: Middle School Lesson Plans.

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

Session 1 of this lesson begins with a quick activity to get students thinking about their direct and virtual water use. It introduces a few new ideas for virtual water use that may surprise students, including the virtual water required for the products we buy and use. Then students form marketing teams to explore five categories of water use (indoor, outdoor, diet, electricity, and buying habits) and create infographic posters to share what they learn. Then, in Session 2, students remain in five teams to audit the school's indoor and outdoor direct water use as well as several categories of virtual water use: food, energy, and electronics. They use what they learn to create a strategic conservation action plan that incorporates their How to Save Water awareness campaign in an effort to decrease the school's overall virtual water use. The lesson can be conducted as a short project or a more comprehensive capstone project.

This is the third of the three-part Lessons for Understanding Our Water Footprint: High School Lesson Plans.

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

Session 1 of this lesson begins with a quick activity to get students thinking about their direct and virtual water use. It introduces a few new ideas for virtual water use that may surprise students, including the virtual water required for the products we buy and use. Then students form marketing teams to explore five categories of water use (indoor, outdoor, diet, electricity, and buying habits) and create infographic posters to share what they learn. Then, in Session 2, students remain in five teams to audit the school's indoor and outdoor direct water use as well as several categories of virtual water use: food, energy, and electronics. They use what they learn to create a strategic conservation action plan that incorporates their How to Save Water awareness campaign in an effort to decrease the school's overall virtual water use. The lesson can be conducted as a short project or a more comprehensive capstone project.

This is the third of the three-part Lessons for Understanding Our Water Footprint: Middle School Lesson Plans.

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

Educational videos related to Economics. This video gives step by step method in solving graphically a linear programming problem which involves maximization...

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.

Job and skill description for a Lodging Manager, also known as Front Desk Manager, Front Office Manager, Hotel Manager, or Resort Manager.

What they do:
Plan, direct, or coordinate activities of an organization or department that provides lodging and other accommodations.

On the job, you would:
Answer inquiries pertaining to hotel policies and services, and resolve occupants' complaints.
Participate in financial activities, such as the setting of room rates, the establishment of budgets, and the allocation of funds to departments.
Confer and cooperate with other managers to ensure coordination of hotel activities.

Este es un recurso virtual, cuyo objetivo es dar una introducción a la Logística Internacional a estudiantes de negocios internacionales.

This subject is a survey of the fundamental analytic tools, approaches, and techniques which are useful in the design and operation of logistics systems and integrated supply chains. The material is taught from a managerial perspective, with an emphasis on where and how specific tools can be used to improve the overall performance and reduce the total cost of a supply chain. We place a strong emphasis on the development and use of fundamental models to illustrate the underlying concepts involved in both intra and inter-company logistics operations.
While our main objective is to develop and use models to help us analyze these situations, we will make heavy use of examples from industry to provide illustrations of the concepts in practice. This is neither a purely theoretical nor a case study course, but rather an analytical course that addresses real problems found in practice.

This course surveys operations research models and techniques developed for a variety of problems arising in logistical planning of multi-echelon systems. There is a focus on planning models for production/inventory/distribution strategies in general multi-echelon multi-item systems. Topics include vehicle routing problems, dynamic lot sizing inventory models, stochastic and deterministic multi-echelon inventory systems, the bullwhip effect, pricing models, and integration problems arising in supply chain management. Probability and linear programming experience required.

This course begins with a comparative review of conventional and advanced multiple attribute decision making (MADM) models in engineering practice. Next, a new application of particular MADM models in reliable material selection of sensitive structural components as well as a multi-criteria Taguchi optimization method is discussed. Other specific topics include dealing with uncertainties in material properties, incommensurability in decision-makers opinions for the same design, objective ways of weighting performance indices, rank stability analysis, compensations and non-compensations.
This course is offered during the Independent Activities Period (IAP), which is a special 4-week term at MIT that runs from the first week of January until the end of the month.

This International Study Tour went to New Zealand during the first half of the 2016 Spring semester and travel during the Sloan Innovation Period. International Study Tours provide students with a course credit opportunity to identify and address issues about which they feel particularly passionate. After classroom sessions featuring faculty, industry, and cultural experts, students embark on site visits to their destination of choice, meeting with industry and government leaders, as well as local alumni. Through these visits, students are able to build on the preparatory course work with an in-depth exploration of industries, companies, and countries they have visited.
This course fulfills the Sloan Innovation Period (SIP) elective requirement. SIP occurs at the midpoint of each semester providing students with an intensive week of experiential leadership learning, as well as exposure to groundbreaking faculty work. It allows students to engage in intellectual exploration outside the classroom. SIP degree requirements include core courses in ethics and leadership as well as electives.

Sloan's Teaching Resources Library provides open access to case studies and management simulations for management educators and students worldwide. This collection of teaching materials and games focuses on areas in which Sloan's innovative research and teaching are on the cutting edge, including action learning, entrepreneurship, leadership and ethics, operations management, strategy, sustainability, and system dynamics.
Formerly known as LearningEdge, and MIT Sloan Teaching Innovation Resources (MSTIR).
Online Publication

Gain a systemic understanding of critical raw materials and learn about strategies and solutions to manage them in a sustainable way.

A short activity in which students pair up, fill in blanks with nouns, numbers, etc., creating their own practice problems to calculate returns.

Management BUS 131. Management principles including communications, motivation and group dynamics are the focus of the course. In this course students will explore problem solving strategies for effective planning, cost control and overall organization in a management environment.

This online course syllabus contains all relevant information about this course: its objectives and outcomes, important dates, the grading criteria, the texts and other materials of instruction, and of weekly topics, outcomes, assignments, grading policy, expectations, communication methods, tips for success and due dates. Consider this syllabus as a road map for the course. Course content by Nasreen Latif, course added to OER Commons by Victoria Vidal.

This course examines management accounting and related analytical methodologies for decision making and control in profit-directed organizations. It also defines product costing, budgetary control systems, and performance evaluation systems for planning, coordinating, and monitoring the performance of a business. This course defines principles of measurement and develops framework for assessing behavioral dimensions of control systems; impact of different managerial styles on motivation and performance in an organization.

This course is an introduction to the use of accounting information by managers for decision making, performance evaluation and control. The course should be useful for those who intend to work as management consultants, for LFM (Leaders for Manufacturing) students, and in general, for those who will become senior managers.

Communication is the heart of business. Short emails, complex reports, private chats, impassioned pitches, formal presentations, and team meetings move information and ideas around an organization, define strategy, and drive decisions. Business communication is concise, direct, clear, and compelling.

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.

These notes are very useful for all MBA students. It describes management concepts and organizational behavior.

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: 

Short Description:
This freely available project management eBook is the start of your journey in the field of complex project management methodologies, introducing you to some of the core methods, processes and tools as recognised by the project management discipline. This eBook lays out methodologies such as XP, Agile, Scrum, Kanban, Six Sigma, PRINCE2, Waterfall, PRiSM, Soft Systems Methodology as well as introducing Project Design as a method so you can leverage the right project management approach. This eBook will be of value to students, practitioners, and businesses in Australia and overseas seeking professional development in the field of project management methodologies.

Word Count: 36935

ISBN: 978-0-6454198-7-0

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

This activity has students taking the Myers-Briggs personality test.  Once they have taken the personality test they will create a poster highlighting their strengths and weaknesses.  They will also post to a discussion forum with a reflection on their results.

Introduction to the management process and the four basic management functions. Students will also be able to differentiate between managing and leading in an organization.

15.768 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.

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.

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.

This course introduces you to behavioral science theories, methods, and tools and provides opportunities to use and apply them to problems you will encounter in your work and career. The course material will begin with an overview of work and organizations in modern industrial society, and then examine individual behavior, move to behavior in groups or teams, and finally discuss organizations as a whole. It is expected that at the end of the course you will: (a) know something about managerial psychology, (b) know how to learn more, (c) understand the behavioral research process, and (d) develop skills in presenting your ideas in oral and written reports.

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.

We function in our personal and professional lives based on knowledge and intuitions. Our intuition that we know a lot is very powerful. But sometimes intuitions are accurate and sometimes they are not; without research, it is hard to tell.
This course combines a few different goals: develop a critical eye for making inferences from data; be able to carry out simple data analysis; learn about managerial psychology; develop interesting new questions about managerial psychology and test these questions.

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.

Important emerging trends in innovation are identified, and their implications for innovation management are explored. Major topics to be discussed include the trend to open information ("open source") rather than protected intellectual property; the distribution of innovation over many independent but collaborating actors; and toolkits that empower users to innovate for themselves.

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.

An examination of current economic and policy issues in the electric power industry, focusing on nuclear power and its fuel cycle. Introduces techniques for analyzing private and public policy alternatives, including discounted cash flow methods and other techniques in engineering economics. Application to specific problem areas, including nuclear waste management and weapons proliferation. Other topics include deregulation and restructuring in the electric power industry.

The course focuses on skills managers need to adapt to current sweeping changes in the nature of work and the workforce, in business organizations and their roles in society, and in the institutions that interact with work, particularly the labor market, community and family-centered groups. This year's teaching will be the basis for a workshop session at the Sloan School's 50th Anniversary Convocation.
The course will involve a mix of on-campus and off-campus students taking the course via distance learning, and professionals from a variety of organizations who will participate in specific modules of interest to them. One session will be linked to colleagues at Cambridge University in England where a parallel course is being offered.
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.

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).

This course approaches "managing the innovation process" through five levels of analysis: individual, team, network, organizational, and industrial. At each level of analysis, particular attention is given to the conditions under which innovation processes succeed and fail. The weekly readings consist of a mixture of book chapters, journal articles, and cases, and an online forum will be used for further discussion of the required readings outside of class. Tuesday classes will begin with a reflection exercise that entails critical thinking about the topic for the week, followed by an activity and lecture introducing material found both within and outside of the readings. Thursday classes will begin with a case analysis completed in small groups, followed by a discussion based on the issues raised in the case and online forum. The primary goal of the course is to expose students to a variety of perspectives on innovation, while building on past work experiences and preparing for work experiences in the future.

This video provides R18 syllabus orientation to MBA 3rd Semester HR Specialization group- Manpower Planning (18MBA301C) course of Biju Patnaik University of ...

This video provides R18 syllabus orientation to MBA 3rd Semester HR Specialization group- Manpower Planning (18MBA301C) course of Biju Patnaik University of Technology (BPUT), Odisha . It started with a parable of a baby and a mother camels followed by 2018 workplace survey conducted in 7 nations that tells how a misfit between employees and their jobs waste organizational resources and make workplace unproductive. Manpower planning can help the organization address such issue through forecasting manpower requirement, developing manpower and taking controlling measures, so that various manpower issues are sorted out. This video also describes objectives of manpower planning, activities and responsibilities of HR department relating to manpower planning.

This lecture video describes the supply forecasting techniques of manpower planning . Supply forecasting means to make an estimation of supply of human resources taking into consideration the analysis of current human resources inventory and future availability.
Staffing tables are graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements, which can be derived from demand forecasts. A manning table is a listing of the positions or number of workers to be used in the operation of a particular machine or process. For example, a manning list might be used in a school to communicate with Personnel for any changes in assignment: subject, grade level, etc.
Markov analysis, which shows the percentage (and actual number) of employees who remain in each job from one year to the next, thus keeping track of the pattern of employee movements through various jobs. Thus this analysis results in a composite matrix of supply.
A skill inventory is a list of an individual’s professional competencies or skills. Such an inventory might also include education and professional experience.
Replacement chart that helps us derive the profile of job holders, department-wise and reveals those who could be used as replacements whenever the need arises
External hires need to be contacted when suitable internal replacements are not available. Followings are the factors to be taken into consideration while forecasting HR supply:
Net migration for an area
Individuals entering and leaving the workforce
Individuals graduating from schools and colleges
Changing workforce composition and patterns
Economic forecasts
Technological developments and shifts
Actions of competing employers
Government regulations and pressures
The attractiveness of an area
The attractiveness of an industry in particular place.
Thus, HR planners need to keep themselves abreast of the Labor market conditions such as local employment, trends of relevant categories of employees, competition for such skills, availability of part time labour, migration trends of labor, etc.
Summary of information needed for comprehensive supply forecast and analysis
The skill base, potential trainability and current and potential productivity level of the existing work force.
The structure of the existing workforce in terms of age distribution, skills, hours of work, rates of pay and so on.
The possible changes in the productivity, size and structure of the workforce due to resignations and retirements, promotions and transfers, absenteeism and other external factors (economic and cultural), which may induce such changes.
The availability of the relevant skills in the external labor market for present and future use. The HR planner will have to assess and monitor factors such as: market value, image/preference of the existing labor for the company, motivation factors that could invoke of the prospective candidates to join the company.

This video lecture describes manpower planning process, various trends affecting HR demand forecasting. It also discusses quantitative and qualitative techniques of HR Demand forecasting.

This video lecture describes manpower planning process, various trends affecting HR demand forecasting. It also discusses quantitative and qualitative techniques of HR Demand forecasting.

This video lecture describes factors (both external and internal) influencing manpower planning. This also describes how Covid 19 pandemic has impacted sectors and different jobs in US and India. The trends like IoT, Big Data, Machine Learning, Artificial Intelligence, Virtual Reality have redefined functioning of workforce in present days. Next generation workforce will definitely be empowered, connected, competent and diverse. As the business environment continues to be volatile, Long term manpower planning will remain a challenge.

This video lecture describes factors (both external and internal) influencing manpower planning. This also describes how Covid 19 pandemic has impacted sectors and different jobs in US and India. The trends like IoT, Big Data, Machine Learning, Artificial Intelligence, Virtual Reality have redefined functioning of workforce in present days. Next generation workforce will definitely be empowered, connected, competent and diverse. As the business environment continues to be volatile, Long term manpower planning will remain a challenge.

This video lecture describes manpower planning formulated at macro and levels and various approaches to manpower planning. Macro level manpower planning includes population planning and control, literacy and education, health and medicare, housing and employment planning. Manpower planning at the macro level can be formulated by international body like UNICEF and WHO for human resource development across the World; Respective state and central governments for development of human resource of a country; Sectors and industries for their respective manpower requirement and their development. Micro level manpower planning is formulated at the enterprise level. It can be at corporate level for HR policy decision; SBU level for manpower procurement; operational level, say for training and development; and planning short term activities like grievance redressal activity.
There are several approaches to manpower planning which include social demand approach, rate of return approach, manpower requirement approach, quantitative approach, qualitative approach and mixed approach.

This video lecture describes manpower planning formulated at macro and levels and various approaches to manpower planning.Macro level manpower planning includes population planning and control, literacy and education, health and medicare, housing and employment planning. Manpower planning at the macro level can be formulated by international body like UNICEF and WHO for human resource development across the World; Respective state and central governments for development of human resource of a country; Sectors and industries for their respective manpower requirement and their development. Micro level manpower planning is formulated at the enterprise level. It can be at corporate level for HR policy decision; SBU level for manpower procurement; operational level, say for training and development; and planning short term activities like grievance redressal activity.
There are several approaches to manpower planning which include social demand approach, rate of return approach, manpower requirement approach, quantitative approach, qualitative approach and mixed approach.

This lecture video describes problems associated with HRP, guidelines for effective HRP and the trends impacting manpower planning.
Problems Associated with Manpower Planning
HR practitioners are perceived as experts in handling personnel matter but are not experts in managing business. The personnel plan conceived and formulated by the HR practitioners when enmeshed with organizational plan might make the overall strategic plan itself defective.
HR information often is incompatible with the information used in strategy formulation. Strategic planning efforts have long been oriented towards financial forecasting often to the exclusion of other types of information.
Conflict may exist between short-term and long-term HR needs. For example, there arises a conflict between the pressure to get work done on time and long-term needs, such as preparing people for assuming greater responsibilities. Many managers are of the belief that HR needs can be met immediately because skills are available on the market as long as wages and salaries are competitive. These managers fail to recognize that by resorting to hiring or promoting depending on short term needs alone, long-term issues are neglected.
There is conflict between quantitative and qualitative approach to HRP. Some people view HRP as a number game designed to track the flow of people across the departments. These people rely on a strictly quantitative approach to planning. Others take a qualitative approach and focus on individual employee concerns such as promotion and career development. Best results would accrue if there is a balance between the quantitative and qualitative approaches.
Non-involvement of operating managers renders HRP ineffective.
Recent Trends in HRP
Automation via Artificial Intelligence (AI) and Robotics Process Automation (RPA)
Virtual and Augmented Reality
Employee experience
HR Guidance
Gig Economy
Real Time Performance Feedback
Generational Shifts
0 Comments
Dr. Chandrakanta Sahoo
Add a public comment...

Short Description:
Students, practitioners, and businesses will all benefit from this free eBook, which focuses on project governance and asset management. We are breaking new ground by establishing the value proposition associated with the integration of both AM and Governance. Both areas, in our opinion, are inextricably connected in project management. In this eBook, which we have written as a manual, the ideas of assets and governance are brought together, and an agile governance framework is introduced. We hope to examine how these ideas may be used in project management in order to provide you with beneficial methodologies and approaches.

Word Count: 37693

ISBN: 978-0-6454198-3-2

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

15.763J focuses on decision making for system design, as it arises in manufacturing systems and supply chains. Students are exposed to frameworks and models for structuring the key issues and trade-offs. The class presents and discusses new opportunities, issues and concepts introduced by the internet and e-commerce. It also introduces various models, methods and software tools for logistics network design, capacity planning and flexibility, make-buy, and integration with product development. Industry applications and cases illustrate concepts and challenges. The class is recommended for anyone concentrating in Operations Management, and is a second half-term subject.

This course covers the following topics: models of manufacturing systems, including transfer lines and flexible manufacturing systems; calculation of performance measures, including throughput, in-process inventory, and meeting production commitments; real-time control of scheduling; effects of machine failure, set-ups, and other disruptions on system performance.

This course provides an introduction to the fundamental concepts of marketing, including a customer orientation, matched with attention to competition and core strengths. It is organized so that each class is either a lecture or a case discussion. This course is a half semester MBA course taught to students in their first semester at Sloan. Together with their other core courses, students have the option of taking this course or an introductory finance course. This course is a prerequisite for all of the advanced marketing courses.

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.

This course helps students develop skills in marketing analysis and planning, and introduces key marketing ideas and phenomena, such as how to deliver benefits to customers and marketing analytics. It presents a framework for marketing analysis and enhances problem solving and decision-making abilities in these areas. Material relevant to understanding, managing, and integrating marketing concepts in managerial situations, from entrepreneurial ventures to large multinational firms, and to consulting are presented.

Key research, best practices and pathways to innovation

Short Description:
This book contains all you need to know about Massive Open Online Courses (MOOC) for the world of business! It was written by academics and business experts from across Europe as part of the BizMOOC project (bizmooc.eu). Inside you will find a detailed analysis of key literature in this field along with a range of practical tips for designing, implementing, evaluating and improving online learning at scale. Use this guide to understand the MOOC potential for you and your organisation!BizMOOC (2016-9) was a Knowledge Alliance project funded by the European Union (Erasmus+ / Key Action 2 / Knowledge Alliance; 562286-EPP-1-2015-1-AT-EPPKA2-KA). The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Long Description:
This book contains all you need to know about Massive Open Online Courses (MOOC) for the world of business! It was written by academics and business experts from across Europe as part of the BizMOOC project (bizmooc.eu). BizMOOC (2016-9) was a Knowledge Alliance project funded by the European Union (Erasmus+ / Key Action 2 / Knowledge Alliance; 562286-EPP-1-2015-1-AT-EPPKA2-KA).

Inside you will find a detailed analysis of key literature in this field along with a range of practical tips for designing, implementing, evaluating and improving online learning at scale. Use this guide to understand the MOOC potential for you and your organisation!

Word Count: 36468

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Mastering Strategic Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. For questions about this textbook please contact textbookuse@umn.edu

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 today’s 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

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 today’s 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 section. This feature sets Mastering Strategic Management apart from any strategic management book on the market today. The second way the authors capture student interest through their textbook is by using a real-world company as the running example in each chapter. For example, Chapter 1 in Mastering Strategic Management utilizes Blackberry to harness the conceptual coverage of the chapter in a running, corporate, application to which students will relate. The third inventive way Mastering Strategic Management holds the attention of strategic management students is through the “strategy at the movies” feature in each chapter that links course concepts with a popular motion picture.

Evaluation and Execution

Short Description:
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 today’s 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 section. This feature sets Mastering Strategic Management apart from any strategic management book on the market today. The second way the authors capture student interest through their textbook is by using a real-world company as the running example in each chapter. For example, Chapter 1 in Mastering Strategic Management utilizes Blackberry to harness the conceptual coverage of the chapter in a running, corporate, application to which students will relate. The third inventive way Mastering Strategic Management holds the attention of strategic management students is through the “strategy at the movies” feature in each chapter that links course concepts with a popular motion picture.

Long Description:
Teaching strategic management classes can be a very difficult challenge for professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Many students have very little experience with major organizational choices. This undermines many students’ engagement in the course.

Our book is designed to enhance student engagement. A good product in any industry matches what customers want and need, and the textbook industry is no exception. It is well documented that many of today’s students are visual learners. To meet students’ wants and needs (and thereby create a much better teaching experience for professors), our book offers the following: Several graphic displays in each chapter that summarize key concepts in a visually appealing format. Chapter 1 “Mastering Strategy: Art and Science”, for example, offers graphic displays on (1) the “5 Ps” of strategy; (2) intended, emergent, and realized strategies; (3) strategy in ancient times; (4) military strategy; and (5) the evolution of strategic management as a field of study. The idea for the graphic displays was inspired by the visually rich and popular series on business published by DK Publishing. Rich, illustrative examples drawn from companies that are relevant to many students. As part of our emphasis on examples, the chapters use several companies as examples to bring various concepts to life. In Chapter 1 “Mastering Strategy: Art and Science”, Apple is used as the ongoing example. A “strategy at the movies” feature in each chapter that links course concepts with a popular motion picture. In Chapter 1 “Mastering Strategy: Art and Science”, for example, we describe how The Social Network illustrates intended, emergent, and realized strategies.

Word Count: 116711

ISBN: 978-1-77420-009-4

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Short Description:
Mastering Strategic Management is designed to enhance student engagement in innovative ways.

Long Description:
Teaching strategic management classes can be a very difficult challenge for professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Many students have very little experience with major organizational choices. This undermines many students’ engagement in the course.

Our book is designed to enhance student engagement. A good product in any industry matches what customers want and need, and the textbook industry is no exception.

Word Count: 116956

ISBN: 978-1-998755-26-4

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

A learning module to teach how to lead people of different personality types (according to the MBTI preference test). The module uses a scenario to help students evaluate how they would apply leadership principles to each case.

The course presents a systematic approach to design and assembly of mechanical assemblies, which should be of interest to engineering professionals, as well as post-baccalaureate students of mechanical, manufacturing and industrial engineering. It introduces mechanical and economic models of assemblies and assembly automation at two levels. "Assembly in the small" includes basic engineering models of part mating, and an explanation of the Remote Center Compliance. "Assembly in the large" takes a system view of assembly, including the notion of product architecture, feature-based design, and computer models of assemblies, analysis of mechanical constraint, assembly sequence analysis, tolerances, system-level design for assembly and JIT methods, and economics of assembly automation. Class exercises and homework include analyses of real assemblies, the mechanics of part mating, and a semester long project. Case studies and current research are included.

This course provides an introduction to public policy analysis. It is designed for students who may be planning a career in public or non-profit sectors. The primary goal is to help students understand the implications of public policy for different pursuits. The class examines various approaches to policy analysis by considering the concepts, tools, and methods used in economics, political science, and other disciplines. Students apply and critique these approaches through case studies of current public policy problems.

Federal credit programs involve a unique set of challenges and opportunities. This practical training course for executive and legislative branch decision-makers and staff is aimed at enhancing the understanding of the core financial principles necessary to most effectively design and run those programs. It brings together institutional analysis, risk management and corporate finance disciplines for the purpose of improving the management of federal credit agency resources.

5. Brave New World - Mobility

The trifecta of globalization, urbanization and digitization have created new opportunities and challenges across our nation, cities, boroughs and urban centers. Cities are in a unique position at the center of commerce and technology becoming hubs for innovation and practical application of emerging technology. In this rapidly changing 24/7 digitized world, city governments worldwide are leveraging innovation and technology to become more effective, efficient, transparent and to be able to better plan for and anticipate the needs of its citizens, businesses and community organizations. This class will provide the framework for how cities and communities can become smarter and more accessible with technology and more connected.

Decision-Making often refers to a multi-stage process that starts with some form of introspection or reflection about a situation in which a person or group of people find themselves. These ruminations usually lead to series of questions that need to be answered, or to a set of data that needs to be collected and analyzed, or to some calculations that need to be performed before someone can be in a position to make informed decisions and take appropriate actions.

In this document, we provide some simple examples of Quantitative Models, which are often found in a decision-making situation. We focus on the use of algebraic equations, probability models, the “Payoff Table” and “Decision Tree” models, to represent situations involving a sequence one or more of decisions over time. Concepts are illustrated with a large set of examples that can be presented during classroom instruction and can be practiced by the students, either individually or in groups, through homework or lab exercises.

Modified Lecture Slides and Video Guide for the OpenStax Principles of Management Textbook - Changes focus on accessibility improvements.

Adapted Edition

Short Description:
Mastering Strategic Management is designed to enhance student engagement in innovative ways.

Long Description:
Teaching strategic management classes can be a very difficult challenge for professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Many students have very little experience with major organizational choices. This undermines many students’ engagement in the course.

Our book is designed to enhance student engagement. A good product in any industry matches what customers want and need, and the textbook industry is no exception. It is well documented that many of today’s students are visual learners.

Word Count: 117043

ISBN: 978-1-998755-87-5

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

This course consists of 4 modules and is designed  to help government, professionals in multiple disciplines and community organizations understand the fast-emerging field of natural asset management.

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.
Learning and grading in 15.667 is based on: readings, simulations and class discussions, four self-assessments, your analysis of the negotiations of others, writing each week in your journal, and writing three Little Papers.

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 course covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Students develop detailed business plans for a startup. It is intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process.

This customized independent study course puts Sloan Fellows MBA students into direct contact with innovators tackling global needs in education, healthcare, and energy/environment. Co-designed projects address low-income markets in the U.S. or globally, focusing on the application of new ideas and technology rooted in MIT innovations or the Boston ecosystem. Every project aims to develop better ways for the right innovations to reach scale, sustainability, and quality, thereby improving lives and uncovering opportunities in underserved markets.

A newsletter workshop presentation aimed show how to use newsletters to support program innovation and community building

Background:
In my experience, I have discovered many common roadblocks to non-traditional and under-represented student participation in hydrogeology:
Time constraints -- many students have complicated schedules and demands on their time that a traditional undergraduate does not have. For example, many of these students are working full time, and required experiences outside of the classroom often pose scheduling conflicts for students.

Communication skills -- many under-represented students arrive in the classroom with communication skills that are not fully developed. Students are often learning English as they are learning the complex vocabulary of hydrogeology.

Math skills -- many students are under prepared in math and/or have math phobias

Funding -- many students are unable to pay laboratory and field trip fees.

I currently teach at minority serving institution. Here, I find that hands-on practice is the most successful learning experience for students. Students grasp concepts such as discharge, flux, and residence time more effectively when they are active participants in the learning process. The most effective method I have found for addressing these issues and encouraging under represented student participation in hydrogeology is to create student-designed group research projects. I used this strategy three quarters in a row, and the same students (as well as new students they recruit) continue to sign up for these courses. This trend, in addition to students' growing confidence in engaging in the scientific method, is my primary evidence for success.

Resources are very limited at my institution, so here are a couple of suggestions that work well.
Borrow equipment -- from other universities, from consulting companies, from colleagues.

Simplify analyses -- many interesting conclusions can be drawn from simply pH, conductivity, and temperature data. But, there are also relatively inexpensive test kits on the market that are sufficient for class purposes (ex. LaMotte urban water test kit ~$30).

Description
Everyone will have different class sizes, student preparation levels, and goals when attempting an exercise like this, so I will provide general information, which others can modify to meet their needs. Below I briefly outline the steps I take the students through during the project and highlight ideas for improving success for the targeted groups.

Form groups -- depending on class size, 2-4 students per group (I try to ensure the groups are balanced based on skills and student interests)
Choose topic -- I usually provide a list of possible topics and have students adapt a topic from the list that interests them. Students require a lot of guidance at this stage to assure selection of a manageable topic for a quarter-long project. This is the most important step - guiding students into a topic they are passionate about and where they can be successful is key. Students usually have no shortage of questions they want to answer about water in an urban environment! Since most of the students have spent their whole lives in an urban situation, they are deeply passionate about these issues.
Research literature -- students perform a background search for previous work on their topic to help guide them. I provide a laboratory session on how to search the library and databases for related information, as well as provide a list of recommended journals and websites. In addition, students locate supporting data (discharge, well levels, precipitation)
Plan study -- we discuss study design, sample types, sampling location, frequency. During this phase, students use maps, study weather patterns, and determine site accessibility.
Collect data -- we set aside lab periods for collecting data together. These are the sessions where you should be prepared to answer all sort of questions. Once the students begin implementing their study, many new questions come up.
Analyze and interpret results -- multiple lab periods are used to analyze data; student data are the basis of the remainder of labs. Techniques discussed are applied to their group projects.
Present findings -- students assemble posters and present results to their classmates.

Urban topics
Below is a short list of topics to stimulate ideas. Equipment required includes pH meter, conductivity meter, flow meter, Lamotte test kits.
Sources of N and P to the Los Angeles River
Contribution of golf courses to urban runoff
Extent of tidal influence on Ballona Creek
Metal fluxes from storm drains to the ocean
Relationship of land use to water quality
Relationship of population demographics to water quality

(Note: this resource was added to OER Commons as part of a batch upload of over 2,200 records. If you notice an issue with the quality of the metadata, please let us know by using the 'report' button and we will flag it for consideration.)

The nuts and bolts of preparing a New Venture Plan and launching the venture will be explored in this twenty-fifth annual course offering. The course is open to members of the MIT Community and to others interested in entrepreneurship. It is particularly recommended for persons who are interested in starting or are involved in a new business or venture. Because some of the speakers will be judges of the MIT $100K Entrepreneurship Competition, persons who are planning to enter the Competition should find the course particularly useful. In the past approximately 50% of the class has been from the Engineering / Science / Architecture Schools and 50% from the Sloan School of Management.
The course is offered during the Independent Activities Period (IAP), which is a special 4-week term at MIT that runs from the first week of January until the end of the month.

The challenges and successes identified in this presentation were gathered through interviews with western OER leaders and subsequent discussions as a group. 

Short Description:
The OER Starter Kit for Program Managers was created to bring attention to the work that is involved in building and managing an OER program, from learning about open educational practices and soliciting team members to collecting and reporting data on your program’s outcomes. Regardless of your program's scope and your own experience with OER, we hope that the Starter Kit for Program Managers will have some tips to help you along your way.

Long Description:
The OER Starter Kit for Program Managers was created to bring attention to the work that is involved in building and managing an OER program, from learning about open educational practices and soliciting team members to collecting and reporting data on your program’s outcomes. Regardless of your program’s scope and your own experience with OER, we hope that the Starter Kit for Program Managers will have some tips to help you along your way.

The OER Starter Kit for Program Managers contains seven parts: A Quick Guide to Open Education Building an OER Program Program Management Training and Professional Development Supporting OER Adoption Supporting Open Textbook Creation Collecting and Reporting Data

Word Count: 107725

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Short Description:
The OER Starter Kit for Program Managers was created to bring attention to the work that is involved in building and managing an OER program, from learning about open educational practices and soliciting team members to collecting and reporting data on your program’s outcomes. Regardless of your program's scope and your own experience with OER, we hope that the Starter Kit for Program Managers will have some tips to help you along your way. Join the community of practice!

Long Description:
The OER Starter Kit for Program Managers was created to bring attention to the work that is involved in building and managing an OER program, from learning about open educational practices and soliciting team members to collecting and reporting data on your program’s outcomes. Regardless of your program’s scope and your own experience with OER, we hope that the Starter Kit for Program Managers will have some tips to help you along your way.

The OER Starter Kit for Program Managers contains seven parts: A Quick Guide to Open Education Building an OER Program Program Management Training and Professional Development Supporting OER Adoption Supporting Open Textbook Creation Collecting and Reporting Data

Visit the project homepage to join the community of practice!

Word Count: 107723

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Short Description:
The OER Starter Kit for Program Managers was created to bring attention to the work that is involved in building and managing an OER program, from learning about open educational practices and soliciting team members to collecting and reporting data on your program’s outcomes. Regardless of your program's scope and your own experience with OER, we hope that the Starter Kit for Program Managers will have some tips to help you along your way. Join the community of practice!

Long Description:
The OER Starter Kit for Program Managers was created to bring attention to the work that is involved in building and managing an OER program, from learning about open educational practices and soliciting team members to collecting and reporting data on your program’s outcomes. Regardless of your program’s scope and your own experience with OER, we hope that the Starter Kit for Program Managers will have some tips to help you along your way.

The OER Starter Kit for Program Managers contains seven parts: A Quick Guide to Open Education Building an OER Program Program Management Training and Professional Development Supporting OER Adoption Supporting Open Textbook Creation Collecting and Reporting Data

Visit the project homepage to join the community of practice!

Word Count: 107835

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)