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1.223J Transportation Policy, Strategy, and Management (MIT) 1.223J Transportation Policy, Strategy, and Management (MIT)

Description

This class surveys the current concepts, theories, and issues in strategic management of transportation organizations. It provides transportation logistics and engineering systems students with an overview of the operating context, leadership challenges, strategies, and management tools that are used in today's public and private transportation organizations. The following concepts, tools, and issues are presented in both public and private sector cases: alternative models of decision-making, strategic planning (e.g., use of SWOT analysis and scenario development), stakeholder valuation and analysis, government-based regulation and cooperation within the transportation enterprise, disaster communications, systems safety, change management, and the impact of globalization. This class surveys the current concepts, theories, and issues in strategic management of transportation organizations. It provides transportation logistics and engineering systems students with an overview of the operating context, leadership challenges, strategies, and management tools that are used in today's public and private transportation organizations. The following concepts, tools, and issues are presented in both public and private sector cases: alternative models of decision-making, strategic planning (e.g., use of SWOT analysis and scenario development), stakeholder valuation and analysis, government-based regulation and cooperation within the transportation enterprise, disaster communications, systems safety, change management, and the impact of globalization.

Subjects

public transportation systems; pollution; infrastructure; government regulation; public policy; strategic planning management; labor relations; maintenance planning; administration; financing; marketing policy; fare policy; management information; decision support systems; transit industry; service provision; private sector; alternative models of decision-making; strategic planning; stakeholder valuation and analysis; government-based regulation and cooperation; transportation enterprise; disaster communications; systems safety; change management; and the impact of globalization; | public transportation systems; pollution; infrastructure; government regulation; public policy; strategic planning management; labor relations; maintenance planning; administration; financing; marketing policy; fare policy; management information; decision support systems; transit industry; service provision; private sector; alternative models of decision-making; strategic planning; stakeholder valuation and analysis; government-based regulation and cooperation; transportation enterprise; disaster communications; systems safety; change management; and the impact of globalization; | public transportation systems | public transportation systems | pollution | pollution | infrastructure | infrastructure | government regulation | government regulation | public policy | public policy | 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 | alternative models of decision-making | alternative models of decision-making | strategic planning | strategic planning | stakeholder valuation and analysis | stakeholder valuation and analysis | government-based regulation and cooperation | government-based regulation and cooperation | transportation enterprise | transportation enterprise | disaster communications | disaster communications | systems safety | systems safety | change management | change management | and the impact of globalization | and the impact of globalization | the impact of globalization | the impact of globalization | 1.223 | 1.223 | ESD.203 | ESD.203

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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1.223J Transportation Policy, Strategy, and Management (MIT) 1.223J Transportation Policy, Strategy, and Management (MIT)

Description

This class surveys the current concepts, theories, and issues in strategic management of transportation organizations. It provides transportation logistics and engineering systems students with an overview of the operating context, leadership challenges, strategies, and management tools that are used in today's public and private transportation organizations. The following concepts, tools, and issues are presented in both public and private sector cases: alternative models of decision-making, strategic planning (e.g., use of SWOT analysis and scenario development), stakeholder valuation and analysis, government-based regulation and cooperation within the transportation enterprise, disaster communications, systems safety, change management, and the impact of globalization. This class surveys the current concepts, theories, and issues in strategic management of transportation organizations. It provides transportation logistics and engineering systems students with an overview of the operating context, leadership challenges, strategies, and management tools that are used in today's public and private transportation organizations. The following concepts, tools, and issues are presented in both public and private sector cases: alternative models of decision-making, strategic planning (e.g., use of SWOT analysis and scenario development), stakeholder valuation and analysis, government-based regulation and cooperation within the transportation enterprise, disaster communications, systems safety, change management, and the impact of globalization.

Subjects

public transportation systems; pollution; infrastructure; government regulation; public policy; strategic planning management; labor relations; maintenance planning; administration; financing; marketing policy; fare policy; management information; decision support systems; transit industry; service provision; private sector; alternative models of decision-making; strategic planning; stakeholder valuation and analysis; government-based regulation and cooperation; transportation enterprise; disaster communications; systems safety; change management; and the impact of globalization; | public transportation systems; pollution; infrastructure; government regulation; public policy; strategic planning management; labor relations; maintenance planning; administration; financing; marketing policy; fare policy; management information; decision support systems; transit industry; service provision; private sector; alternative models of decision-making; strategic planning; stakeholder valuation and analysis; government-based regulation and cooperation; transportation enterprise; disaster communications; systems safety; change management; and the impact of globalization; | public transportation systems | public transportation systems | pollution | pollution | infrastructure | infrastructure | government regulation | government regulation | public policy | public policy | 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 | alternative models of decision-making | alternative models of decision-making | strategic planning | strategic planning | stakeholder valuation and analysis | stakeholder valuation and analysis | government-based regulation and cooperation | government-based regulation and cooperation | transportation enterprise | transportation enterprise | disaster communications | disaster communications | systems safety | systems safety | change management | change management | and the impact of globalization | and the impact of globalization | the impact of globalization | the impact of globalization | 1.223 | 1.223 | ESD.203 | ESD.203

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 https://ocw.mit.edu/terms/index.htm

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Discovering management Discovering management

Description

This free course, Discovering management, introduces you to the role of the manager. It covers management activities looking at leadership, human resources, finance, project management, change management, operations management and stakeholder management. First published on Fri, 26 Feb 2016 as Discovering management. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 This free course, Discovering management, introduces you to the role of the manager. It covers management activities looking at leadership, human resources, finance, project management, change management, operations management and stakeholder management. First published on Fri, 26 Feb 2016 as Discovering management. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Leadership and Management | Leadership and Management | leadership | leadership | Supernovae explosions | Supernovae explosions | neutron stars | neutron stars | human resources | human resources | project management | project management | X-ray binary stars | X-ray binary stars | binary star systems | binary star systems | Doppler shifts | Doppler shifts | B716_1 | B716_1

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

Description

1.259J 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 focuses on how these general management tasks are addressed in the transit industry and presents alternative strategies. It identifies alternative arrangements for service provision, including different ways of involving the private sector in public transportation. 1.259J 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 focuses on how these general management tasks are addressed in the transit industry and presents alternative strategies. It 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 | management methods | management methods | urban public transportation systems | urban public transportation systems | maintenance administration | maintenance administration | public transport service organizations | public transport service organizations | privatization | privatization | deregulation | deregulation | performance assessment | performance assessment | budgeting | budgeting | pricing | pricing | budgets | budgets | workforce planning | workforce planning | workforce management | workforce management | 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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1.040 Project Management (MIT) 1.040 Project Management (MIT)

Description

As technological integration and construction complexity increase, so does construction lead times. To stay competitive companies have sought to shorten the construction times of new infrastructure by managing construction development efforts effectively by using different project management tools. In this course, three important aspects of construction project management are taught:The theory, methods and quantitative tools used to effectively plan, organize, and control construction projects;Efficient management methods revealed through practice and research;hands-on, practical project management knowledge from on-site situations.To achieve this, we will use a basic project management framework in which the project life-cycle is broken into organizing, planning, monitoring, controlling a As technological integration and construction complexity increase, so does construction lead times. To stay competitive companies have sought to shorten the construction times of new infrastructure by managing construction development efforts effectively by using different project management tools. In this course, three important aspects of construction project management are taught:The theory, methods and quantitative tools used to effectively plan, organize, and control construction projects;Efficient management methods revealed through practice and research;hands-on, practical project management knowledge from on-site situations.To achieve this, we will use a basic project management framework in which the project life-cycle is broken into organizing, planning, monitoring, controlling a

Subjects

project management | project management | quantitative tools | quantitative tools | management methods | management methods | project life cycle | project life cycle | feasibility and organization | feasibility and organization | project planning | project planning | project monitoring and control | project monitoring and control | project learning | project learning | system dynamics | system dynamics | software tools | software tools | resource constraints | resource constraints | contract mechanisms | contract mechanisms

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

Description

1.040 covers three important aspects of construction project management: the theory, methods and quantitative tools used to effectively plan, organize, and control construction projects; efficient management methods revealed through practice and research; and hands-on, practical project management knowledge from on-site situations and field trips. The course relies on a basic project management framework in which the project life-cycle is broken into organizing, planning, monitoring, controlling and learning from old and current construction projects. Within the framework, students learn the methodologies and tools necessary for each aspect of the process as well as the theories upon which these are built. By the end of the term they are able to adapt and apply the framework to effective 1.040 covers three important aspects of construction project management: the theory, methods and quantitative tools used to effectively plan, organize, and control construction projects; efficient management methods revealed through practice and research; and hands-on, practical project management knowledge from on-site situations and field trips. The course relies on a basic project management framework in which the project life-cycle is broken into organizing, planning, monitoring, controlling and learning from old and current construction projects. Within the framework, students learn the methodologies and tools necessary for each aspect of the process as well as the theories upon which these are built. By the end of the term they are able to adapt and apply the framework to effective

Subjects

project management | project management | resource management | resource management | financial controls | financial controls | construction management | construction management | scheduling | scheduling | estimating | estimating | progress monitoring | progress monitoring | project control | project control | 1.401 | 1.401 | ESD.018 | ESD.018

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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2.96 Management in Engineering (MIT) 2.96 Management in Engineering (MIT)

Description

This course gives an overview of engineering management and covers topics such as financial principles, management of innovation, technology strategy, and best management practices. The focus of the course is the development of individual skills and team work. This is carried out through an exposure to management tools. This course gives an overview of engineering management and covers topics such as financial principles, management of innovation, technology strategy, and best management practices. The focus of the course is the development of individual skills and team work. This is carried out through an exposure to management tools.

Subjects

engineering management | engineering management | financial principles | financial principles | innovation in management | innovation in management | technology strategy | technology strategy | management practices | management practices | project planning | project planning | technical strategy | technical 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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Integrated safety, health and environmental management: An introduction Integrated safety, health and environmental management: An introduction

Description

Life is full of risk. In this free course, Integrated safety, health and environmental management: An introduction, 'risk' describes the probability and consequences of harm or, at worst, disaster. Risk management involves many stakeholders and integrated management systems help to ensure that safety, quality, environmental and business risks are all managed correctly. The course also looks at emergency preparedness, that is, the management of emergencies and disasters. First published on Wed, 23 Mar 2016 as Integrated safety, health and environmental management: An introduction. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 Life is full of risk. In this free course, Integrated safety, health and environmental management: An introduction, 'risk' describes the probability and consequences of harm or, at worst, disaster. Risk management involves many stakeholders and integrated management systems help to ensure that safety, quality, environmental and business risks are all managed correctly. The course also looks at emergency preparedness, that is, the management of emergencies and disasters. First published on Wed, 23 Mar 2016 as Integrated safety, health and environmental management: An introduction. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 First published on Wed, 23 Mar 2016 as Integrated safety, health and environmental management: An introduction. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 First published on Wed, 23 Mar 2016 as Integrated safety, health and environmental management: An introduction. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Systems (Computer) | Systems (Computer)

License

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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

1.259 | 1.259 | 11.542 | 11.542 | ESD.227 | ESD.227 | 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

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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11.959 Reforming Natural Resources Governance: Failings of Scientific Rationalism and Alternatives for Building Common Ground (MIT) 11.959 Reforming Natural Resources Governance: Failings of Scientific Rationalism and Alternatives for Building Common Ground (MIT)

Description

For the last century, precepts of scientific management and administrative rationality have concentrated power in the hands of technical specialists, which in recent decades has contributed to widespread disenfranchisement and discontent among stakeholders in natural resources cases. In this seminar we examine the limitations of scientific management as a model both for governance and for gathering and using information, and describe alternative methods for informing and organizing decision-making processes. We feature cases involving large carnivores in the West (mountain lions and grizzly bears), Northeast coastal fisheries, and adaptive management of the Colorado River. There will be nightly readings and a short written assignment. For the last century, precepts of scientific management and administrative rationality have concentrated power in the hands of technical specialists, which in recent decades has contributed to widespread disenfranchisement and discontent among stakeholders in natural resources cases. In this seminar we examine the limitations of scientific management as a model both for governance and for gathering and using information, and describe alternative methods for informing and organizing decision-making processes. We feature cases involving large carnivores in the West (mountain lions and grizzly bears), Northeast coastal fisheries, and adaptive management of the Colorado River. There will be nightly readings and a short written assignment.

Subjects

role-play simulation | role-play simulation | policymakers | policymakers | Cape Wind controversy | Cape Wind controversy | wind farms | wind farms | wind farm | wind farm | ecosystems | ecosystems | natural resources management | natural resources management | environmental policy-making | environmental policy-making | science organizations | science organizations | science | science | decision-making | decision-making | science agencies | science agencies | National Environmental Policy Act | National Environmental Policy Act | NEPA | NEPA | scientists | scientists | society | society | collaborative approaches | collaborative approaches | joint fact finding | joint fact finding | environment | environment | policy making | policy making | decision making | decision making | ethics in science | ethics in science | values | values | environmental policy | environmental policy | collaborative learning | collaborative learning | local and indigenous knowledge | local and indigenous knowledge | adaptive management | adaptive management | adaptive governance | adaptive governance | eco-system management | eco-system management | USGS | USGS | United States Geological Survey | United States Geological Survey

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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11.601 Introduction to Environmental Policy and Planning (MIT) 11.601 Introduction to Environmental Policy and Planning (MIT)

Description

This course is the first subject in the Environmental Policy and Planning sequence. It reviews philosophical debates including growth vs. deep ecology, "command-and-control" vs. market-oriented approaches to regulation, and the importance of expertise vs. indigenous knowledge. Its emphasis is placed on environmental planning techniques and strategies. Related topics include the management of sustainability, the politics of ecosystem management, environmental governance and the changing role of civil society, ecological economics, integrated assessment (combining environmental impact assessment (EIA) and risk assessment), joint fact finding in science-intensive policy disputes, environmental justice in poor communities of color, and environmental dispute resolution. This course is the first subject in the Environmental Policy and Planning sequence. It reviews philosophical debates including growth vs. deep ecology, "command-and-control" vs. market-oriented approaches to regulation, and the importance of expertise vs. indigenous knowledge. Its emphasis is placed on environmental planning techniques and strategies. Related topics include the management of sustainability, the politics of ecosystem management, environmental governance and the changing role of civil society, ecological economics, integrated assessment (combining environmental impact assessment (EIA) and risk assessment), joint fact finding in science-intensive policy disputes, environmental justice in poor communities of color, and environmental dispute resolution.

Subjects

Experimental investigations of speech processes. Topics: measurement of articulatory movements | Experimental investigations of speech processes. Topics: measurement of articulatory movements | measurements of pressures and airflows in speech production | measurements of pressures and airflows in speech production | computer-aided waveform analysis and spectral analysis of speech | computer-aided waveform analysis and spectral analysis of speech | synthesis of speech | synthesis of speech | perception and discrimination of speechlike sounds | perception and discrimination of speechlike sounds | speech prosody | speech prosody | models for speech recognition | models for speech recognition | speech disorders | speech disorders | other topics | other topics | environment | environment | environmental planning | environmental planning | environmental policy | environmental policy | ethics | ethics | land use planning | land use planning | environmental management | environmental management | growth | growth | scarcity | scarcity | command and control | command and control | market forces | market forces | utilitarianism | utilitarianism | deep ecology | deep ecology | expert knowledge | expert knowledge | indigeneous knowledge | indigeneous knowledge | land conservation | land conservation | sustainable design | sustainable design | growth management | growth management | hazard mitigation | hazard mitigation | ecosystem management | ecosystem management | geospatial data | geospatial data | stormwater management | stormwater management | runoff pollution | runoff pollution | landscape ecology | landscape ecology | biodiversity | biodiversity | integrated assessment | integrated assessment | professional practice | professional practice

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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15.660 Strategic HR Management (MIT) 15.660 Strategic HR Management (MIT)

Description

This course is about both the design and execution of human resource management strategies. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage. It adopts the perspective of a general manager and addresses human resource topics (including reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, equal employment opportunity laws, work-force diversity, and union-management relationships) from a strategic perspective. This course is about both the design and execution of human resource management strategies. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage. It adopts the perspective of a general manager and addresses human resource topics (including reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, equal employment opportunity laws, work-force diversity, and union-management relationships) from a strategic perspective.

Subjects

human resource management | human resource management | human assets | human assets | reward systems | reward systems | performance management | performance management | high-performance human resource systems | high-performance human resource systems | training and development | training and development | recruitment | recruitment | retention | retention | equal employment opportunity laws | equal employment opportunity laws | work-force diversity | work-force diversity | union-management | union-management | human resources | human resources

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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Challenges in advanced management accounting Challenges in advanced management accounting

Description

This free course, Challenges in advanced management accounting, focuses on strategic management accounting and selected concepts and techniques. It will help you to successfully navigate mid- to long-term challenges to creating sustainable organisations. This OpenLearn course requires a prior understanding of basic management accounting approaches. First published on Fri, 15 Jan 2016 as Challenges in advanced management accounting. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 This free course, Challenges in advanced management accounting, focuses on strategic management accounting and selected concepts and techniques. It will help you to successfully navigate mid- to long-term challenges to creating sustainable organisations. This OpenLearn course requires a prior understanding of basic management accounting approaches. First published on Fri, 15 Jan 2016 as Challenges in advanced management accounting. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Money & Management | Money & Management | Business Studies | Business Studies | Accounting and Finance | Accounting and Finance | B392_1 | B392_1 | Accounting | Accounting | accounts | accounts | business | business | finance | finance | financial management | financial 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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Understanding management: I'm managing thank you! Understanding management: I'm managing thank you! Understanding management: I'm managing thank you! Understanding management: I'm managing thank you!

Description

This free course, Understanding management: I'm managing thank you! provides you with a set of ideas for developing your approach to managing your own work what we might call self-management. In order to do this, we will examine some of the key processes of management decision making, such as allocating time, staff, physical and financial resources: prioritising and problem solving and monitoring performance. First published on Fri, 18 Mar 2016 as Understanding management: I'm managing thank you!. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 This free course, Understanding management: I'm managing thank you! provides you with a set of ideas for developing your approach to managing your own work what we might call self-management. In order to do this, we will examine some of the key processes of management decision making, such as allocating time, staff, physical and financial resources: prioritising and problem solving and monitoring performance. First published on Fri, 18 Mar 2016 as Understanding management: I'm managing thank you!. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Leadership and Management | Leadership and Management | Geoffrey Vickers | Geoffrey Vickers | analysis | analysis

License

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15.997 Advanced Corporate Risk Management (MIT) 15.997 Advanced Corporate Risk Management (MIT)

Description

This is a course on how corporations make use of the insights and tools of risk management. Most courses on derivatives, futures and options, and financial engineering are taught from the viewpoint of investment bankers and traders in the securities. This course is taught from the point of view of the manufacturing corporation, the utility, the software firm — any potential end-user of derivatives, but not the dealer. Among the topics we will discuss are how companies manage risk, instruments for hedging, liability management and organization, governance and control. This is a course on how corporations make use of the insights and tools of risk management. Most courses on derivatives, futures and options, and financial engineering are taught from the viewpoint of investment bankers and traders in the securities. This course is taught from the point of view of the manufacturing corporation, the utility, the software firm — any potential end-user of derivatives, but not the dealer. Among the topics we will discuss are how companies manage risk, instruments for hedging, liability management and organization, governance and control.

Subjects

advanced corporate risk management | advanced corporate risk management | derivatives | futures and options | derivatives | futures and options | financial engineering | financial engineering | corporations | corporations | risk management | risk management | pricing models | pricing models | operations | operations | real assets | real assets | core strategy | core strategy | trading operations | trading operations | contracts | contracts | hedging | hedging | corporate governance | corporate governance | shareholders | shareholders | valuation | valuation | liability management | liability management

License

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15.761 Introduction to Operations Management (MIT) 15.761 Introduction to Operations Management (MIT)

Description

This course provides students with concepts, techniques and tools to design, analyze, and improve core operational capabilities, and apply them to a broad range of application domains and industries. It emphasizes the effect of uncertainty in decision-making, as well as the interplay between high-level financial objectives and operational capabilities. Topics covered include production control, risk pooling, quality management, process design, and revenue management. Also included are case studies, guest lectures, and simulation games which demonstrate central concepts. This course provides students with concepts, techniques and tools to design, analyze, and improve core operational capabilities, and apply them to a broad range of application domains and industries. It emphasizes the effect of uncertainty in decision-making, as well as the interplay between high-level financial objectives and operational capabilities. Topics covered include production control, risk pooling, quality management, process design, and revenue management. Also included are case studies, guest lectures, and simulation games which demonstrate central concepts.

Subjects

process analysis | process analysis | capacity analysis | capacity analysis | innovation | innovation | inventory management | inventory management | production | production | supply chain design | supply chain design | sustainability | sustainability | operational risk | operational risk | quality management | quality management | revenue management | revenue management | pricing | pricing | queuing | queuing | process re-engineering | process re-engineering | Toyota | Toyota | Amazon | Amazon | CVS | CVS | McDonald's | McDonald's | Burger King | Burger King | Hewlett-Packard | Hewlett-Packard | Sport Obermeyer | Sport Obermeyer | Walmart | Walmart

License

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15.997 Practice of Finance: Advanced Corporate Risk Management (MIT) 15.997 Practice of Finance: Advanced Corporate Risk Management (MIT)

Description

This is a course in how corporations make use of the insights and tools of risk management. Most courses on derivatives, futures and options, and financial engineering are taught from the viewpoint of investment bankers and traders in the securities. This course is taught from the point of view of the manufacturing corporation, the utility, the software firm—any potential end-user of derivatives, but not the dealer. Most related courses focus on the extensive taxonomy of instruments and the complex models developed to price them, and on ways to exploit mispricing. While this course will make use of some of these pricing models, the focus is on how corporations use the insights and models to improve their operations, to increase the value of their real assets, or to create the financi This is a course in how corporations make use of the insights and tools of risk management. Most courses on derivatives, futures and options, and financial engineering are taught from the viewpoint of investment bankers and traders in the securities. This course is taught from the point of view of the manufacturing corporation, the utility, the software firm—any potential end-user of derivatives, but not the dealer. Most related courses focus on the extensive taxonomy of instruments and the complex models developed to price them, and on ways to exploit mispricing. While this course will make use of some of these pricing models, the focus is on how corporations use the insights and models to improve their operations, to increase the value of their real assets, or to create the financi

Subjects

risk | risk | corporate finance | corporate finance | risk management | risk management | hedging | hedging | derivatives | derivatives | trading operations | trading operations | pricing risk | pricing risk | liability management | liability management | financial policy | financial policy | valuation | valuation | discounted cash flow | discounted cash flow | asset management | asset management | transaction hedging | transaction hedging | market volatility | market volatility | foreign currency derivatives | foreign currency derivatives | interest rate risk | interest rate risk | liability structure | liability structure | strategic management | strategic management | Modigliani-Miller Theory of hedging | Modigliani-Miller Theory of hedging | dynamic models | dynamic models | monte carlo simulation | monte carlo simulation | random walk model | random walk model | binomial tree | binomial tree | mispricing | mispricing | risk neutral pricing | risk neutral pricing

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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15.760B Introduction to Operations Management (MIT) 15.760B Introduction to Operations Management (MIT)

Description

This half-term course introduces students to problems and analysis related to the design, planning, control, and improvement of manufacturing and service operations. Class sessions involve explaining concepts, working examples, and discussing cases. A wide range of topics are covered, including: process analysis, quality management, supply chain design, procurement, and product development. Toward the end of the course, students work in teams to manage a virtual factory in a web-based simulation exercise. This half-term course introduces students to problems and analysis related to the design, planning, control, and improvement of manufacturing and service operations. Class sessions involve explaining concepts, working examples, and discussing cases. A wide range of topics are covered, including: process analysis, quality management, supply chain design, procurement, and product development. Toward the end of the course, students work in teams to manage a virtual factory in a web-based simulation exercise.

Subjects

operations management | operations management | service operations | service operations | manufacturing design | manufacturing design | manufacturing planning | manufacturing planning | production control | production control | quality management | quality management | process design | process design | reengineering | reengineering | product development | product development | project management | project management | supply chain design | supply chain design | improving manufacturing processes | improving manufacturing processes | capacity | capacity | inventory | inventory | quality control | quality control | product design | product design | factory management | factory management

License

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15.063 Communicating With Data (MIT) 15.063 Communicating With Data (MIT)

Description

Communicating With Data has a distinctive structure and content, combining fundamental quantitative techniques of using data to make informed management decisions with illustrations of how real decision makers, even highly trained professionals, fall prey to errors and biases in their understanding. We present the fundamental concepts underlying the quantitative techniques as a way of thinking, not just a way of calculating, in order to enhance decision-making skills. Rather than survey all of the techniques of management science, we stress those fundamental concepts and tools that we believe are most important for the practical analysis of management decisions, presenting the material as much as possible in the context of realistic business situations from a variety of settings. Exer Communicating With Data has a distinctive structure and content, combining fundamental quantitative techniques of using data to make informed management decisions with illustrations of how real decision makers, even highly trained professionals, fall prey to errors and biases in their understanding. We present the fundamental concepts underlying the quantitative techniques as a way of thinking, not just a way of calculating, in order to enhance decision-making skills. Rather than survey all of the techniques of management science, we stress those fundamental concepts and tools that we believe are most important for the practical analysis of management decisions, presenting the material as much as possible in the context of realistic business situations from a variety of settings. Exer

Subjects

quantitative | quantitative | data analysis | data analysis | graphs | graphs | charts | charts | factual decisions | factual decisions | statistics | statistics | communication | communication | fact-based | fact-based | information analysis | information analysis | spreadsheets | spreadsheets | models | models | probability | probability | decision analysis | decision analysis | regression | regression | simulation | simulation | linear | linear | nonlinear | nonlinear | optimization | optimization | data | data | analysis | analysis | marketing | marketing | finance | finance | operations management | operations management | strategy | strategy | operations | operations | management | management | diagrams | diagrams | formula | formula | structure | structure | content | content

License

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15.760A Operations Management (MIT) 15.760A Operations Management (MIT)

Description

Our objective in this course is to introduce you to concepts and techniques related to the design, planning, control, and improvement of manufacturing and service operations. The course begins with a holistic view of operations, where we stress the coordination of product development, process management, and supply chain management. As the course progresses, we will investigate various aspects of each of these three tiers of operations in detail. We will cover topics in the areas of process analysis, materials management, production scheduling, quality improvement, and product design. To pursue the course objective most effectively, you will have to: Study the assigned reading materials. Prepare and discuss cases, readings, and exercises in class. Prepare written analyses of cases. Our objective in this course is to introduce you to concepts and techniques related to the design, planning, control, and improvement of manufacturing and service operations. The course begins with a holistic view of operations, where we stress the coordination of product development, process management, and supply chain management. As the course progresses, we will investigate various aspects of each of these three tiers of operations in detail. We will cover topics in the areas of process analysis, materials management, production scheduling, quality improvement, and product design. To pursue the course objective most effectively, you will have to: Study the assigned reading materials. Prepare and discuss cases, readings, and exercises in class. Prepare written analyses of cases.

Subjects

manufacturing design | manufacturing design | planning | planning | control | control | service operations | service operations | product development | product development | process management | process management | supply chain | supply chain | process analysis | process analysis | materials management | materials management | production scheduling | production scheduling | quality improvement | quality improvement | product design | product design

License

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15.598 IT and Business Transformation (MIT) 15.598 IT and Business Transformation (MIT)

Description

The purpose of this Proseminar in Information Technology and Business Transformation (ITBT) is to provide students with a view of IT-enabled transformation and the strategic issues in the management of IT. The seminar will bring in CIOs, CEOs, and experienced consultants and industry observers to provide their perspectives and tell their stories about the use and management of IT today. Their talks will deal with the new technology, the new applications, the issues of implementation, the changes in industries and companies, and the strategic management of IT. In addition, there will be several case discussions of issues to be decided by senior management, with students taking on the position of executives and consultants. There will also be frameworks presented and used to position all mat The purpose of this Proseminar in Information Technology and Business Transformation (ITBT) is to provide students with a view of IT-enabled transformation and the strategic issues in the management of IT. The seminar will bring in CIOs, CEOs, and experienced consultants and industry observers to provide their perspectives and tell their stories about the use and management of IT today. Their talks will deal with the new technology, the new applications, the issues of implementation, the changes in industries and companies, and the strategic management of IT. In addition, there will be several case discussions of issues to be decided by senior management, with students taking on the position of executives and consultants. There will also be frameworks presented and used to position all mat

Subjects

e-business infrastructure | e-business infrastructure | implementation | implementation | management | management | strategy | strategy | transformation | transformation | information technology | information technology

License

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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

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15.874 System Dynamics for Business Policy (MIT) 15.874 System Dynamics for Business Policy (MIT)

Description

15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues. 15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues.

Subjects

system dynamics modeling applied to corporate strategy | system dynamics modeling applied to corporate strategy | simulation models | simulation models | quot; | quot; | management "flight simulators" | management "flight simulators" | high-performance organizations | high-performance organizations | growth strategy | growth strategy | management of technology | management of technology | operations | operations | project management | project management | effective use of modeling in the real world | effective use of modeling in the real world | business strategy | business strategy | system dynamics modeling | system dynamics modeling | corporate strategy | corporate strategy | case studies | case studies | business policies | business policies | visualizations | visualizations | business structures | business structures | microworlds | microworlds | role playing games | role playing games | policy design | policy design

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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International management: An institutional perspective International management: An institutional perspective

Description

It is common for managers and firms to highlight the difference culture makes to business and management. However, arguably more important are the differences between countries in the social, political, economic and legal institutions that enable and underpin business activity. This free course, International management: An institutional perspective, takes a research-based look at the differences around the world in how capitalism is practised and the practical difference this makes to managers who need to manage or do business across borders. First published on Tue, 19 Jan 2016 as International management: An institutional perspective. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 It is common for managers and firms to highlight the difference culture makes to business and management. However, arguably more important are the differences between countries in the social, political, economic and legal institutions that enable and underpin business activity. This free course, International management: An institutional perspective, takes a research-based look at the differences around the world in how capitalism is practised and the practical difference this makes to managers who need to manage or do business across borders. First published on Tue, 19 Jan 2016 as International management: An institutional perspective. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Management | Management | Human Resources | Human Resources | international management | international management | globalization | globalization | BB848_1 | BB848_1

License

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