This course is designed to provide the student with the range of communication issues a manager will face in the future.  Enduring issues on how to write and speak effectively and devise a successful communications strategy as well as how to make the best use of telecommunications technology will be explored.  Through readings, case studies and application, the student will study such areas as handling feedback, managing meetings, communicating change, communicating with diverse populations and external audiences.  Special focus on how to use communications to achieve organizational goals, how to adapt their communications to the specific needs of their audiences, and how to prepare for intercultural communications challenges. 

Assignments to accompany a course using Saylor Principles of Management textbook (https://saylordotorg.github.io/text_principles-of-management-v1.1).

Course Description
Introduces business management theory, including the basic functions of planning, organizing, directing, leading, and controlling as well as factors contributing to change in current management approaches. Recommended: BA 101, WR 121, and BA 131 or CAS 133. Prerequisites: WR 115, RD 115, and MTH 20 or equivalent placement test scores. Audit available.

Intended Outcomes
Upon successful completion of Management Fundamentals, the student will be able to:

Understand the overall role and importance of the management function.
Understanding the management process.
Communicate effectively using standard business terminology.

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.

SI 626 - Information practice demands knowledge of all aspects of management and service delivery. This course introduces selected theories, principles and techniques of contemporary management science, and organizational behavior and their application to libraries and information services. Students develop skills in planning, organizing, personnel management, financial management, leading, marketing, stakeholder management, and coordinating functions in libraries and information services. Students also have the opportunity to think critically about, and reflect upon, contemporary management practice in information organizations.Information professionals find that no matter whether they choose a career as a single entrepreneur, solo librarian, archivist, or whether they join a large organization, they become managers -- of themselves, of clients or staff, and sometimes of substantial systems and services.

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.

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.

Course Description:
Managing a Massage Practice will explore business structures, legal, and tax documentation requirements for a massage therapy practice. Students will formulate a marketing plan including advertising, market analysis, and professional goals.

Learning Outcomes:
A student will be able to: 
1. Identify the elements of effective job search and a resume, cover letter, mission statement, business cards, and brochures.
2. Create effective marketing material.
3. Create methods of time management, client scheduling, and maintenance of the work environment.
4. Understand the basic aspects of legal contracts, employment agreements and the appropriate use of medical release and consent forms, and professional insurance needs.
5. Understand client/financial accounting and bookkeeping methods for a massage therapy business.
6. Identify strategies for effective communication with other professionals regarding client care and referrals including the process used to identify the scope of practice of allied health professions.
7. Demonstrate knowledge of ADA and HIPPA requirements and their implication for massage therapy and bodywork practice.

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).

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

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.)

Whilst this specifically covers the issue of privacy / moral rights / ethical rights with medical OERs, this guide is applicable for all learning and teaching subjects.

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.

The course presents an overview of the history and structure of modern operating systems, analyzing in detail each of the major components of an operating system, and exploring more advanced topics in the field, such as security concerns. Upon successful completion of this course, the student will be able to: explain what an operating system does and how it is used; identify the various components of a computer system and how they interact with an operating system; describe the differences between a 32-bit and 64-bit operating system; explain the different types of operating systems and the major ones in use today; discuss the importance and use of threads and processes in an operating system; describe concurrency; explain the difference between a thread and a process; discuss context switching and how it is used in an operating system; describe synchronization; explain a race condition; discuss interprocess communication; describe how semaphores can be used in an operating system; discuss three of the classic synchronization problems; explain the alternatives to semaphores; discuss CPU scheduling and its relevance to operating systems; explain the general goals of CPU scheduling; describe the differences between pre-emptive and non-preemptive scheduling; discuss four CPU scheduling algorithms; explain what deadlock is in relation to operating systems; discuss deadlock prevention, avoidance, and their differences; describe deadlock detection and recovery; explain the memory hierarchy; discuss how the operating system interacts with memory; describe how virtual memory works; discuss three algorithms for dynamic memory allocation; explain methods of memory access; describe paging and page replacement algorithms; describe a file system and its purpose; discuss various file allocation methods; explain disk allocation and associated algorithms; discuss types of security threats; describe the various types of malware; explain basic security techniques; explain basic networking principles; discuss protocols and how they are used; explain reference models, particularly TCP/IP and OSI. (Computer Science 401)

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.

This course will examine optimization through a business analytics lens. Students will learn the theoretical aspects of linear programming, basic Julia programming, and proficiency with linear and nonlinear solvers. Theoretical components of the course are made approachable and require no formal background in linear algebra or calculus.
The primary focus of the course is optimization modeling. As a six-week subject, it covers about half of the material of the MIT OpenCourseWare version, 15.053 Spring 2013. The topics of the 2013 subject were optimization modeling, algorithms, and theory.
As part of the Open Learning Library (OLL), this course is free to use. You have the option to sign up and enroll if you want to track your progress, or you can view and use all the materials without enrolling. Resources on OLL allow learners to learn at their own pace while receiving immediate feedback through interactive content and exercises.

Organisational Change is a key subject matter that is widely discussed and strategised in Corporate World. The same has been a subject that has been studied in-depth by management students alike. This content provides a foundational insight into the basic concepts of Organisational Change, its consitituents, and other key terminologies, that can help learners to grasp its importance. This lecture notes can be used as a supportive or initial reading by the learner before proceeding to more advanced level of understanding the concept.