15.769 Operations Strategy provides a unifying framework for analyzing strategic issues in manufacturing and service operations. Students analyze the relationships between manufacturing and service companies and their suppliers, customers, and competitors. The course covers strategic decisions in technology, facilities, vertical integration, human resources, and other areas, and also explores means of competition such as cost, quality, and innovativeness.

Using paper, paper clips and tape, student teams design flying/falling devices to stay in the air as long as possible and land as close as possible to a given target. Student teams use the steps of the engineering design process to guide them through the initial conception, evaluation, testing and re-design stages. The activity culminates with a classroom competition and scoring to evaluate how each team's design performed.

Teaching market structures in a microeconomics class? These slides present graphs related to perfect competition, the market structure in which there are many buyers and sellers of an identical product and there are no barriers to enter or exit the market. The slides illustrate firms' short-run decisions.

Working individually or in pairs, students compete to design, create, test and redesign free-standing, weight-bearing towers using Kapla(TM) wooden blocks. The challenge is to build the tallest tower while meeting the design criteria and minimizing the amount of material used all within a time limit. Students experiment with different geometric shapes used in structural designs and determine how design choices affect the height and strength of structures, becoming comfortable with the concepts of structural members and modeling.

The Right Start in Teaching Economics lessons were designed for those new to teaching economics Đ even if not new to teaching! An excellent review or refresher if college economics courses have become a distant memory, Right Start lessons help teachers enter the classroom with renewed confidence in their own understanding of economic reasoning.

Adam Smith described self-interest and competition in a market economy as the "invisible hand" that guides the economy. This episode of "The Economic Lowdown" explains these concepts and their importance to our understanding of the economic system.

This seminar provides an introduction to scholarship in a growing research community: the sociologists and sociologically-inclined organization theorists who study issues that relate, at least in a broad sense, to the interdisciplinary field of inquiry that is known as "strategy" or "strategic management" research. The course is not designed to survey the field of strategy. Rather, the focus is on getting a closer understanding of the recent work by sociologists and sociologically-oriented organization theorists that investigates central questions in strategic management. In particular, we will be concerned with identifying and assessing sociological work that aims to shed light on: (a) relative firm performance; (b) the nature of competition and market interaction; (c) organizational capabilities; (d) the beginnings of industries and firms; (e) the diffusion or transfer of ideas and practices across firms; and (f) strategic change.

Student pairs design, build and test model vehicles capable of rolling down a ramp and then coasting freely as far as possible. The challenge is to make the vehicles entirely out of dry pasta using only adhesive (such as hot glue) to hold the components together. Creativity is encouraged and different types of pasta are provided to support different functions such as round pasta for wheels and sheet pasta for the chassis. Students become familiar with the concepts of gravitational potential energy, kinetic energy and rolling resistance. Teams follow the steps of the engineering design process as they design, test and redesign their small-sized vehicles, working within the project's material constraints. The winner of the competitive final event is the pasta car that travels the longest distance beyond the bottom of the ramp.

Refreshed with an understanding of the six simple machines; screw, wedge, pully, incline plane, wheel and axle, and lever, student groups receive materials and an allotted amount of time to act as mechanical engineers to design and create machines that can complete specified tasks. For the competition, they choose from pre-determined goal options such as: 1) dumping goldfish into a bowl, 2) popping a balloon, or 3) dropping mint candies into soda pop (creating a fizzy reaction). Students demonstrate their functioning contraptions to the class, earning points for using all six simple machines, successful transitions from one chain reaction to the next, and completion of the end goal.

Students learn about civil engineers and work through each step of the engineering design process in two mini-activities that prepare them for a culminating challenge to design and build the tallest straw tower possible, given limited time and resources. First they examine the profiles of the tallest 20 towers in the world. Then in the first mini-activity (one-straw tall tower), student pairs each design a way to keep one straw upright with the least amount of tape and fewest additional straws. In the second mini-activity (no "fishing pole"), the pairs determine the most number of straws possible to construct a vertical straw tower before it bends at 45 degrees—resembling a fishing pole shape. Students learn that the taller a structure, the more tendency it has to topple over. In the culminating challenge (tallest straw tower), student pairs apply what they have learned and follow the steps of the engineering design process to create the tallest possible model tower within time, material and building constraints, mirroring the real-world engineering experience of designing solutions within constraints. Three worksheets are provided, for each of two levels, grades K-2 and grades 3-5. The activity scales up to school-wide, district or regional competition scale.

Students work together in small groups, while competing with other teams, to explore the engineering design process through a tower building challenge. They are given a set of design constraints and then conduct online research to learn basic tower-building concepts. During a two-day process and using only tape and plastic drinking straws, teams design and build the strongest possible structure. They refine their designs, incorporating information learned from testing and competing teams, to create stronger straw towers using fewer resources (fewer straws). They calculate strength-to-weight ratios to determine the winning design.

Hello and welcome to our lesson on symbiotic relationships! This lesson is directed towards students in grades 9-12 and will cover the different types of symbiotic relationships, how symbiotic relationships work, and why symbiotic relationships are important. This lesson includes a slide deck and two activities, one at the beginning and one at the end. A potential script with talking points for each topic and instructions for the activities can be found in the speaker notes on each slide. For even more information on the subject, our sources are provided in the speaker notes and at the end of the slide show presentation. This lesson is free to use for all! The lesson is licensed under CC-BY-SA but, no need to fear. This simply means that we ask you to give credit to the creators (Greta Achenbach, Matt Cochran, Madelaine Freitas, and Kaleigh Walsh). Feel free to share and adapt this presentation to suit your needs. Just make sure that any derivative works are shared under the same license. Enjoy! 

This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout the course is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of organizational capabilities.
This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can provide the framework for deciding which technologies to invest in, how to structure those investments and how to anticipate and respond to the behavior of competitors, suppliers, and customers. The course should be of particular interest to those interested in managing a business for which technology is likely to play a major role, and to those interested in consulting or venture capital.

In this multidisciplinary lesson, students work in small groups ("work crews") while participating in a production activity. Students learn about competition, division of labor, and incentives. They also demonstrate how division of labor and incentives help lead to greater productivity.

What is economics and why should you spend your time learning it? After all, there are other disciplines you could be studying, and other ways you could be spending your time. As the Bring it Home feature just mentioned, making choices is at the heart of what economists study, and your decision to take this course is as much an economic decision as anything else.

Economics is probably not what you think it is. It is not primarily about money or finance. It is not primarily about business. It is not mathematics. What is it then? It is both a subject area and a way of viewing the world.

In 2004, the Ansari X PRIZE for suborbital spaceflight captured the public's imagination and revolutionized an industry, leveraging a $10M prize purse into over $100M in innovation. Building from that success, the X PRIZE Foundation is now developing new prizes to focus innovation around "Grand Challenge" themes, including genomics, energy, healthcare, and education.
This course will examine the intersection of incentives and innovation, drawing on economic models, historic examples, and recent experience of the X PRIZE Foundation to help develop a future prize in Energy Storage Technologies.