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15.761 Operations Management (MIT) 15.761 Operations Management (MIT)

Description

This course will introduce concepts and techniques for design, planning and control of manufacturing and service operations. The course provides basic definitions of operations management terms, tools and techniques for analyzing operations, and strategic context for making operational decisions. We present the material in five modules: Operations Analysis Coordination and Planning Quality Management Project Management Logistics and Supply Chain Management This course will introduce concepts and techniques for design, planning and control of manufacturing and service operations. The course provides basic definitions of operations management terms, tools and techniques for analyzing operations, and strategic context for making operational decisions. We present the material in five modules: Operations Analysis Coordination and Planning Quality Management Project Management Logistics and Supply Chain Management

Subjects

manufacturing | manufacturing | service | service | analyzing operations | analyzing operations | operational decisions | operational decisions | operations analysis | operations analysis | quality management | quality management | project management | project management | logistics | logistics | supply chain management | supply chain management | job shop operations | job shop operations | process matching | process matching | queuing | queuing | forecasting | forecasting | queueing | queueing | analysis | analysis | analyzing | analyzing | operations | operations | coordination | coordination | planning | planning | quality | quality | project | project | management | management | supply chain | supply chain | job shop | job shop | decisions | decisions | decision making | decision making | operational | operational | design | design | control | control | materials | materials | production | production | scheduling | scheduling | reengineering | reengineering | capacity | capacity | facilities | facilities | strategy | strategy | process | process | processes | processes | matching | matching | inventory | inventory | vendor | vendor | customer | customer

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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RES.STR-002 Data Management (MIT) RES.STR-002 Data Management (MIT)

Description

The MIT Libraries Data Management Group hosts a set of workshops during IAP and throughout the year to assist MIT faculty and researchers with data set control, maintenance, and sharing. This resource contains a selection of presentations from those workshops. Topics include an introduction to data management, details on data sharing and storage, data management using the DMPTool, file organization, version control, and an overview of the open data requirements of various funding sources. The MIT Libraries Data Management Group hosts a set of workshops during IAP and throughout the year to assist MIT faculty and researchers with data set control, maintenance, and sharing. This resource contains a selection of presentations from those workshops. Topics include an introduction to data management, details on data sharing and storage, data management using the DMPTool, file organization, version control, and an overview of the open data requirements of various funding sources.

Subjects

Data Management | Data Management | Data Storage | Data Storage | Data Management Plan | Data Management Plan | DMPTool | DMPTool | Data Sharing | Data Sharing | Open Data | Open Data | File Organization | File Organization | version control | version control

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.279 Management Communication for Undergraduates (MIT) 15.279 Management Communication for Undergraduates (MIT)

Description

This is a required seminar for Management Science majors to develop the writing, speaking, teamwork, and interpersonal communication skills necessary for managers. Students learn communication principles, strategies, and methods through discussions, exercises, examples, and cases. Assignments include writing memos and business letters, and giving oral presentations in labs outside of class. A major project is the production of a team report and presentation on a topic of interest to a managerial audience. This is a required seminar for Management Science majors to develop the writing, speaking, teamwork, and interpersonal communication skills necessary for managers. Students learn communication principles, strategies, and methods through discussions, exercises, examples, and cases. Assignments include writing memos and business letters, and giving oral presentations in labs outside of class. A major project is the production of a team report and presentation on a topic of interest to a managerial audience.

Subjects

Management | Management | Communication | Communication | Oral presentation | Oral presentation | Teamwork | Teamwork | Communications | Communications | Presentations | Presentations | writing | writing | teamwork | teamwork | grammar | grammar | usage | usage | displays | displays | visual information | visual information | graphics | graphics | conversation | conversation | management and business communication | management and business communication

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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1.259J Transit Management (MIT) 1.259J Transit Management (MIT)

Description

This course discusses management methods of relevance to public transportation systems. Topics include: Strategic Planning Management, Labor Relations, Maintenance Planning and Administration, Financing, Marketing and Fare Policy, and Management Information and Decision Support Systems. The course shows how these general management tasks are dealt with in the transit industry and presents alternative strategies. It also identifies alternative arrangements for service provision, including different ways of involving the private sector in public transportation. This course discusses management methods of relevance to public transportation systems. Topics include: Strategic Planning Management, Labor Relations, Maintenance Planning and Administration, Financing, Marketing and Fare Policy, and Management Information and Decision Support Systems. The course shows how these general management tasks are dealt with in the transit industry and presents alternative strategies. It also identifies alternative arrangements for service provision, including different ways of involving the private sector in public transportation.

Subjects

public transportation systems | public transportation systems | strategic planning management | strategic planning management | labor relations | labor relations | maintenance planning | maintenance planning | administration | administration | financing | financing | marketing policy | marketing policy | fare policy | fare policy | management information | management information | decision support systems | decision support systems | transit industry | transit industry | service provision | service provision | private sector | private sector | 1.259 | 1.259 | 11.542 | 11.542 | ESD.227 | ESD.227

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.279 Management Communication for Undergraduates (MIT) 15.279 Management Communication for Undergraduates (MIT)

Description

Required seminar for Management Science majors to develop the writing, speaking, teamwork, and interpersonal communication skills necessary for managers. Students learn communication principles, strategies, and methods through discussions, exercises, examples, and cases. Assignments include writing memos and business letters, and giving oral presentations in labs outside of class. A major project is the production of a team report and presentation on a topic of interest to a managerial audience. Required seminar for Management Science majors to develop the writing, speaking, teamwork, and interpersonal communication skills necessary for managers. Students learn communication principles, strategies, and methods through discussions, exercises, examples, and cases. Assignments include writing memos and business letters, and giving oral presentations in labs outside of class. A major project is the production of a team report and presentation on a topic of interest to a managerial audience.

Subjects

Management | Management | Communication | Communication | Oral presentation | Oral presentation | Teamwork | Teamwork | Communications | Communications | Presentations | Presentations

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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RH00851: Industrial relations

Description

As you embark on this course, you may be wondering how the Theme of Human Resources Management (HRM) relates to your interests and career aspirations. The answer to the question ‘Why study HRM?' is pretty much the same regardless of whether you plan on working in an HR department or not. Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employees' successes -all typically labeled HRM issues- are as relevant to line managers as they are to managers in the HR department....

Subjects

Human Resources Management in Perspective | Human Resources Management: A historical | Definition of Human Resources Management | Operational Process of Human Resources Management | Organizational Structure of the Human Resources Department | Human Resourses Planning | Strategic Human Resources Planning | Job Analysis | Recruitment | Selection | Developing Effectiveness in Human Resources | Training and Development: Systematic Improvement Approach | Manager Development | Appraising and Improving Performance | Implementing Compensation and Security | Compensation System | Retirement Program | Safety and Health | Current HRM issues | Human Resources Audit and Control | Culture Efects on Human Resources Management

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What is strategic human resource management? What is strategic human resource management?

Description

This free course, What is strategic human resource management?, is about the interplay between decision making in HR and the multiple environments within which such decisions are made. The underlying premise is that, normally, better choices are made when they are informed by an understanding of the multiple contexts which are relevant to those choices. First published on Thu, 11 Feb 2016 as What is strategic human resource management?. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 This free course, What is strategic human resource management?, is about the interplay between decision making in HR and the multiple environments within which such decisions are made. The underlying premise is that, normally, better choices are made when they are informed by an understanding of the multiple contexts which are relevant to those choices. First published on Thu, 11 Feb 2016 as What is strategic human resource management?. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Money & Management | Money & Management | Leadership and Management | Leadership and Management | B864_1 | B864_1 | human | human | human resources | human resources | people | people | jobs | jobs | Management | Management

License

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

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Facilitating group discussions Facilitating group discussions

Description

Gain an insight into facilitating meetings and discussions in the workplace. In this free course, Facilitating group discussions, you will look at some of the behaviours effective facilitators exhibit. Informative and engaging videos will introduce you to examples of facilitation in practice. First published on Thu, 20 Aug 2015 as Facilitating group discussions. To find out more visit The Open University's Openlearn website. Creative-Commons 2015 Gain an insight into facilitating meetings and discussions in the workplace. In this free course, Facilitating group discussions, you will look at some of the behaviours effective facilitators exhibit. Informative and engaging videos will introduce you to examples of facilitation in practice. First published on Thu, 20 Aug 2015 as Facilitating group discussions. To find out more visit The Open University's Openlearn website. Creative-Commons 2015 First published on Thu, 20 Aug 2015 as Facilitating group discussions. To find out more visit The Open University's Openlearn website. Creative-Commons 2015 First published on Thu, 20 Aug 2015 as Facilitating group discussions. To find out more visit The Open University's Openlearn website. Creative-Commons 2015

Subjects

Professional Development in Education | Professional Development in Education | Money & Management | Money & Management | Management | Management | Human Resources | Human Resources | Leadership and Management | Leadership and Management | Managing | Managing | FGD_1 | FGD_1 | skills | skills | Skills for work | Skills for work | Facilitation | Facilitation | discussion | discussion | meetings | meetings | behaviour | behaviour | strategy | strategy

License

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

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A Critical Case: The United Kingdom and New Public Management A Critical Case: The United Kingdom and New Public Management

Description

Julián López Murcia interviews Christopher Hood and Ruth Dixon about their new book ‘A Government that Worked Better and Cost Less? Evaluating Three Decades of Reform and Change in UK Central Government’ which recently won the 2015 Louis Brownlow Book Award from the US National Academy of Public Administration. The post A Critical Case: The United Kingdom and New Public Management appeared first on OxPol. Julián López Murcia interviews Christopher Hood and Ruth Dixon about their new book ‘A Government that Worked Better and Cost Less? Evaluating Three Decades of Reform and Change in UK Central Government’ which recently won the 2015 Louis Brownlow Book Award from the US National Academy of Public Administration. The post A Critical Case: The United Kingdom and New Public Management appeared first on OxPol.

Subjects

Book Reviews | Book Reviews | Government Reform | Government Reform | Public Management | Public Management | United Kingdom | United Kingdom

License

http://creativecommons.org/licenses/by-sa/3.0/

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Content Management and the Research Librarian

Description

Authors:  Richard Higgs A briefing for librarians on Enterprise Content Management, and discussion of the role of the corporate and research librarian in an Enterprise Content Management context. Clicked 155 times. Last clicked 09/23/2014 - 06:07. Teaching & Learning Context:  A supplement to learning for Library and Information Sciences. The presentation provides a short overview of ECM for librarians, and the skills that librarians should cultivate to be able to support and derive value from Enterprise Content Management initiatives.

Subjects

Information and Library Studies | Humanities | Downloadable Documents | Training Materials | English | Post-secondary | cataloguing | Content management | Enterprise Content Management | Librarianship | metadata management

License

http://creativecommons.org/licenses/by-nc-nd/2.5/za/

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Management: perspective and practice

Description

What does it mean to be a manager? Being a manager is a complex and challenging activity. This free course, Management: perspective and practice, introduces you to the role of the manager. In this OpenLearn course you?ll look at an array of activities including leadership, human resources, finance, project management, change management, operations management and stakeholder management. First published on Thu, 16 Jun 2011 as Management: perspective and practice. To find out more visit The Open University's Openlearn website. Creative-Commons 2011

Subjects

Leadership & Management | B716_2 | organisations | Management | project management | Skills for work: Career | Skills for work: Leadership and management | Skills for work: creative thinking

License

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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15.928 Strategic Management and Consulting Proseminar: Theoretical Foundations (MIT) 15.928 Strategic Management and Consulting Proseminar: Theoretical Foundations (MIT)

Description

15.928, Proseminar in Strategic Management and Consulting: Theoretical Foundations, provides students with strategic frameworks and a broad exposure to business matters that affect strategic management and the consulting industry. To fulfill that objective, the Proseminar invites distinguished executives from businesses and consulting firms.Fifty top executives from the U.S. and abroad were interviewed to identify the major issues that they were facing in today's world. From this survey six themes emerged as the leading subjects of strategic importance. We have organized the Proseminar accordingly. These themes are:Theme 1. Restoring Credibility and Winning Stakeholders Trust.Theme 2. Focus on Short-Term Efficiency - Cost Containment and Implementation.Theme 3. Largest Destruction of Shar 15.928, Proseminar in Strategic Management and Consulting: Theoretical Foundations, provides students with strategic frameworks and a broad exposure to business matters that affect strategic management and the consulting industry. To fulfill that objective, the Proseminar invites distinguished executives from businesses and consulting firms.Fifty top executives from the U.S. and abroad were interviewed to identify the major issues that they were facing in today's world. From this survey six themes emerged as the leading subjects of strategic importance. We have organized the Proseminar accordingly. These themes are:Theme 1. Restoring Credibility and Winning Stakeholders Trust.Theme 2. Focus on Short-Term Efficiency - Cost Containment and Implementation.Theme 3. Largest Destruction of Shar

Subjects

strategic management | strategic management | oonsulting | oonsulting | consulting | consulting | consulting industry | consulting industry | executives | executives | efficiency | efficiency | organization | organization | structure | structure

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.280 Communication for Managers (MIT) 15.280 Communication for Managers (MIT)

Description

Writing and speaking skills necessary for a career in management. Students polish communication strategies and methods through discussion of principles, examples, and cases. Several written and oral assignments, most based on material from other subjects and from career development activities. Restricted to first-year Sloan School of Management graduate students. Writing and speaking skills necessary for a career in management. Students polish communication strategies and methods through discussion of principles, examples, and cases. Several written and oral assignments, most based on material from other subjects and from career development activities. Restricted to first-year Sloan School of Management graduate students.

Subjects

Management Communication | Management Communication | Communication | Communication | Organizational Communication | Organizational Communication | Organizational Processes | Organizational Processes | interpersonal communication skills within a managerial setting | interpersonal communication skills within a managerial setting

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.060 Data, Models, and Decisions (MIT) 15.060 Data, Models, and Decisions (MIT)

Description

This course introduces students to the basic tools in using data to make informed management decisions. It covers introductory probability, decision analysis, basic statistics, regression, simulation, linear and nonlinear optimization, and discrete optimization. The computer spreadsheet exercises, cases, and examples are drawn from marketing, finance, operations management, and other management functions. The course is restricted to first-year Sloan master's students. This course introduces students to the basic tools in using data to make informed management decisions. It covers introductory probability, decision analysis, basic statistics, regression, simulation, linear and nonlinear optimization, and discrete optimization. The computer spreadsheet exercises, cases, and examples are drawn from marketing, finance, operations management, and other management functions. The course is restricted to first-year Sloan master's students.

Subjects

Data | Data | Models | Models | Decisions | Decisions | Managerial Decisions | Managerial Decisions | Functional Orientation | Functional Orientation | Management Science | Management Science | Management | Management

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.904 Strategic Management II (MIT) 15.904 Strategic Management II (MIT)

Description

This half-semester course is intended to be an extension of course 15.902, Strategic Management I, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Prof. Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences. This half-semester course is intended to be an extension of course 15.902, Strategic Management I, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Prof. Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences.

Subjects

Delta Project | Delta Project | personal experiences | personal experiences | applications in real-life settings | applications in real-life settings | strategic analyses | strategic analyses | concepts and frameworks of strategic management | concepts and frameworks of strategic management | applications | applications | real-life settings | real-life settings | concepts | concepts | frameworks | frameworks | strategic managment | strategic managment | business | business | corporate | corporate | strategy | strategy | administration | administration

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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Management: a comedy, in five acts. As performed at the Theatre-Royal, Covent-Garden. By Frederick Reynolds. Management: a comedy, in five acts. As performed at the Theatre-Royal, Covent-Garden. By Frederick Reynolds.

Description

ebook version of Management: a comedy, in five acts. As performed at the Theatre-Royal, Covent-Garden. By Frederick Reynolds. ebook version of Management: a comedy, in five acts. As performed at the Theatre-Royal, Covent-Garden. By Frederick Reynolds.

Subjects

kind | kind | ECCO | ECCO | text | text | CC BY-SA | CC BY-SA

License

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1.040 Project Management (MIT) 1.040 Project Management (MIT)

Description

1.040 Project Management focuses on the management and implementation of construction projects, primarily infrastructure projects. A project refers to a temporary piece of work undertaken to create a unique product or service. Whereas operations are continuous and repeating, projects are finite and have an end date. Projects bring form or function to ideas or need. Some notable projects include the Manhattan Project (developing the first nuclear weapon); the Human Genome Project (mapping the human genome); and the Central Artery Project (Boston's "Big Dig"). The field of project management deals with the planning, execution, and controlling of projects. The course is divided into three parts: Part 1: project finance Part 2: project evaluation Part 3: project organization This co 1.040 Project Management focuses on the management and implementation of construction projects, primarily infrastructure projects. A project refers to a temporary piece of work undertaken to create a unique product or service. Whereas operations are continuous and repeating, projects are finite and have an end date. Projects bring form or function to ideas or need. Some notable projects include the Manhattan Project (developing the first nuclear weapon); the Human Genome Project (mapping the human genome); and the Central Artery Project (Boston's "Big Dig"). The field of project management deals with the planning, execution, and controlling of projects. The course is divided into three parts: Part 1: project finance Part 2: project evaluation Part 3: project organization This co

Subjects

1.401 | 1.401 | ESD.018 | ESD.018 | project management | project management | public-private partnership | public-private partnership | infrastructure | infrastructure | construction finance | construction finance | enterprise project management | enterprise project management | cost estimation | cost estimation | portfolio project management | portfolio project management | risk management | risk management | risk analysis | risk analysis | project control | project control | project organization | project organization | private finance initiative | private finance initiative | allocation | allocation | risk management process | risk management process | cost-benefit analysis | cost-benefit analysis | project organization and contracts | project organization and contracts | procurement | procurement

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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11.521 Spatial Database Management and Advanced Geographic Information Systems (MIT) 11.521 Spatial Database Management and Advanced Geographic Information Systems (MIT)

Description

This semester long subject (11.521) is divided into two halves. The first half focuses on learning spatial database management techniques and methods and the second half focuses on using these skills to address a 'real world,' client-oriented planning problem. The first half of the semester may be taken separately using the class number 11.523 and the second half may be taken separately as 11.524. In order to help shape and utilize the information infrastructure that will support the management and development of our metropolitan areas, planners need a basic understanding of the tools and technology for querying, analyzing, and sharing complex databases and maps. Managing online access to large and constantly-changing spatial datasets can be a powerful aid to planning and can facilitate This semester long subject (11.521) is divided into two halves. The first half focuses on learning spatial database management techniques and methods and the second half focuses on using these skills to address a 'real world,' client-oriented planning problem. The first half of the semester may be taken separately using the class number 11.523 and the second half may be taken separately as 11.524. In order to help shape and utilize the information infrastructure that will support the management and development of our metropolitan areas, planners need a basic understanding of the tools and technology for querying, analyzing, and sharing complex databases and maps. Managing online access to large and constantly-changing spatial datasets can be a powerful aid to planning and can facilitate

Subjects

GIS | GIS | Spatial Database Management | Spatial Database Management | Geographic Information Systems | Geographic Information Systems | ArcView | ArcView | census | census | SQL | SQL | databases | databases | urban planning | urban planning | community planning | community planning | spatial analysis | spatial analysis

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.810 Marketing Management (MIT) 15.810 Marketing Management (MIT)

Description

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. 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.

Subjects

marketing | marketing | pricing | pricing | promotion | promotion | product distribution | product distribution | competitive analysis | competitive analysis | EVC-based strategy | EVC-based strategy | International market | International market | market strategy | market strategy

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.768 Management of Services: Concepts, Design, and Delivery (MIT) 15.768 Management of Services: Concepts, Design, and Delivery (MIT)

Description

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. 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.

Subjects

operations management | operations management | service sector | service sector | case studies | case studies | operations strategy | operations strategy | process design | process design | service models | service models | operations frameworks | operations frameworks | retailing | retailing | data mining | data mining | disruptive models | disruptive models | supply chain | supply chain | organizational change | organizational change

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.904 Strategic Management II (MIT) 15.904 Strategic Management II (MIT)

Description

This course is intended to be an extension of course 15.902, Strategic Management I, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Prof. Arnoldo Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences. This course is intended to be an extension of course 15.902, Strategic Management I, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Prof. Arnoldo Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences.

Subjects

strategic management | strategic management | delta project | delta project | corporate | corporate | business | business | functional strategies | functional strategies | business management | business management | business processes | business processes | efficiency | efficiency | business model | business model | strategic planning | strategic planning

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.414 Financial Management (MIT) 15.414 Financial Management (MIT)

Description

Financial Management studies corporate finance and capital markets, emphasizing the financial aspects of managerial decisions. It touches on all areas of finance, including the valuation of real and financial assets, risk management and financial derivatives, the trade-off between risk and expected return, and corporate financing and dividend policy. The course draws heavily on empirical research to help guide managerial decisions. Financial Management studies corporate finance and capital markets, emphasizing the financial aspects of managerial decisions. It touches on all areas of finance, including the valuation of real and financial assets, risk management and financial derivatives, the trade-off between risk and expected return, and corporate financing and dividend policy. The course draws heavily on empirical research to help guide managerial decisions.

Subjects

finance | finance | corporate finance | corporate finance | capital markets | capital markets | managerial decisions | managerial decisions | financial assets | financial assets | risk management | risk management | financial derivatives | financial derivatives | expected return | expected return | risk | risk | dividend policy | dividend policy | empirical research | empirical research | futures | futures | options markets | options markets | valuation | valuation | budgeting | budgeting | portfolio theory | portfolio theory | investments | investments | projects | projects | company | company | companies | companies | return | return | stocks | stocks | bonds | bonds | pricing | pricing | options | options | markets | markets | management | management | capital | capital | assets | assets | derivatives | derivatives | financial | financial | firms | firms

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.667 Negotiation and Conflict Management (MIT) 15.667 Negotiation and Conflict Management (MIT)

Description

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. 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.

Subjects

negotiation | negotiation | conflict | conflict | persuasion | persuasion | bargaining | bargaining | negotiating strategy | negotiating strategy | power | power | distributive | distributive | integrative | integrative | mixed motive | mixed motive | creating solutions | creating solutions | conflict management systems | conflict management systems | negotiator | negotiator | ethics | ethics | advocate | advocate | job hiring | job hiring | gender and culture differences | gender and culture differences | dispute prevention | dispute prevention | conflict resolution | conflict resolution | systems approach | systems approach | complaint handling | complaint handling | conciliation | conciliation | mediation | mediation | arbitration | arbitration | investigation | investigation | negotiating with difficult people | negotiating with difficult people | negotiation theory | negotiation theory | negotiation style | negotiation style | employment | employment | power sources | power sources | conflicts | conflicts | first parties | first parties | third parties | third parties | disputes | disputes | system change | system change | difficult people | difficult people | competition | competition | cooperation | cooperation

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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Intellectual Capital and Knowledge Management Intellectual Capital and Knowledge Management

Description

How can organizations manage the accumulation and flow of knowledge to sustain competitive advantage? In the new enterprise management the employees are in the centre. In teamwork new ideas are shared and developed, and this is organizational learning. Another question is: How organization can measure it? This is intellectual capital. In summary, the knowledge of the employees is the most important resource, because investment only in technical equipments is not enough to have an advantage in know-how. Working in teams at the right place, employees explore and exploit knowledge. How can organizations manage the accumulation and flow of knowledge to sustain competitive advantage? In the new enterprise management the employees are in the centre. In teamwork new ideas are shared and developed, and this is organizational learning. Another question is: How organization can measure it? This is intellectual capital. In summary, the knowledge of the employees is the most important resource, because investment only in technical equipments is not enough to have an advantage in know-how. Working in teams at the right place, employees explore and exploit knowledge.

Subjects

Organizational Learning | Organizational Learning | Knowledge Management | Knowledge Management | Organización de empresas | Organización de empresas | Intellectual Capital | Intellectual Capital | Innovation | Innovation | Clusters | Clusters

License

Copyright 2009, by the Contributing Authors http://creativecommons.org/licenses/by-nc-sa/3.0/

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Rural/local Development Project Management: Competence Baseline Rural/local Development Project Management: Competence Baseline

Description

The course deals with real case studies on planning models to address issues related to the processes and the potential steps to be taken to improve the competency elements. It relates a series of interconnected actions and activities that can be carried out to achieve a number of specific outcomes on applied research about planning in the public domain. These processes have clear dependency with others that are mentioned in other subjects of this Master Course. The course deals with real case studies on planning models to address issues related to the processes and the potential steps to be taken to improve the competency elements. It relates a series of interconnected actions and activities that can be carried out to achieve a number of specific outcomes on applied research about planning in the public domain. These processes have clear dependency with others that are mentioned in other subjects of this Master Course.

Subjects

Rural Development | Rural Development | Proyectos de Ingeniería | Proyectos de Ingeniería | Project Management | Project Management | Working with People | Working with People

License

Copyright 2009, by the Contributing Authors http://creativecommons.org/licenses/by-nc-sa/3.0/

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