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11.235 Analyzing Projects and Organizations: How Organizations Behave (MIT) 11.235 Analyzing Projects and Organizations: How Organizations Behave (MIT)

Description

This class analyzes how organizations behave, both government and nongovernment, drawing on the literature of the sociology of organizations, political science, and public administration. The class seeks to demonstrate rationality in otherwise seemingly chaotic organizational environments and implementation experiences. It builds analytical skills for evaluating programs and projects, organizations, and environments, and draws equally on developing-country and developed-country literature. This class analyzes how organizations behave, both government and nongovernment, drawing on the literature of the sociology of organizations, political science, and public administration. The class seeks to demonstrate rationality in otherwise seemingly chaotic organizational environments and implementation experiences. It builds analytical skills for evaluating programs and projects, organizations, and environments, and draws equally on developing-country and developed-country literature.

Subjects

organizations | organizations | organizational behavior | organizational behavior | government and nongovernment | government and nongovernment | sociology of organizations | sociology of organizations | political science | political science | public administration | public administration | chaotic organizational environments | chaotic organizational environments | implementation experience | implementation experience | analytical skills | analytical skills | projects | projects | and environments | and environments | developing-country and developed-country | developing-country and developed-country

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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11.235 Analyzing Projects and Organizations (MIT) 11.235 Analyzing Projects and Organizations (MIT)

Description

This course teaches students how to understand the rationality behind how organizations and their programs behave, and to be comfortable and analytical with a live organization. It thereby builds analytic skills for evaluating programs and projects, organizations, and environments. It draws on the literature of the sociology of organizations, political science, public administration, and historical experience-and is based on both developing-country and developed-country experience. This course teaches students how to understand the rationality behind how organizations and their programs behave, and to be comfortable and analytical with a live organization. It thereby builds analytic skills for evaluating programs and projects, organizations, and environments. It draws on the literature of the sociology of organizations, political science, public administration, and historical experience-and is based on both developing-country and developed-country experience.

Subjects

analyzing projects | analyzing projects | analyzing organizations | analyzing organizations | evaluation | organizational behavior | evaluation | organizational behavior | street-level bureaucrats | street-level bureaucrats | public management reforms | public management reforms | public management models | public management models | compliance | compliance | international organizations | international organizations

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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ESD.140 Organizational Processes (MIT) ESD.140 Organizational Processes (MIT)

Description

Focuses on the organizations of the future; living in, managing, and leading such organizations, as well as the challenges of today's organizations. Special attention to skills and competencies such as leadership, communications, teamwork, strategic partnership, diagnosis, and process improvement. Examines structures, rewards, career paths, and cross-cultural dynamics, with special attention to the interrelationships among organizations, technology, and policy in a wide range of industry contexts. Focuses on the organizations of the future; living in, managing, and leading such organizations, as well as the challenges of today's organizations. Special attention to skills and competencies such as leadership, communications, teamwork, strategic partnership, diagnosis, and process improvement. Examines structures, rewards, career paths, and cross-cultural dynamics, with special attention to the interrelationships among organizations, technology, and policy in a wide range of industry contexts.

Subjects

organizational processes | organizational processes | organizational forms | organizational forms | leadership | leadership | communications | communications | teamwork | teamwork | strategic partnership | strategic partnership | process improvement | process improvement | technology policy | technology policy

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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14.74 Foundations of Development Policy (MIT) 14.74 Foundations of Development Policy (MIT)

Description

This course explores the foundations of policy making in developing countries. The goal is to spell out various policy options and to quantify the trade-offs between them. We will study the different facets of human development: education, health, gender, the family, land relations, risk, informal and formal norms and institutions. This is an empirical class. For each topic, we will study several concrete examples chosen from around the world. While studying each of these topics, we will ask: What determines the decisions of poor households in developing countries? What constraints are they subject to? Is there a scope for policy (by government, international organizations, or non-governmental organizations (NGOs))? What policies have been tried out? Have they been successful? This course explores the foundations of policy making in developing countries. The goal is to spell out various policy options and to quantify the trade-offs between them. We will study the different facets of human development: education, health, gender, the family, land relations, risk, informal and formal norms and institutions. This is an empirical class. For each topic, we will study several concrete examples chosen from around the world. While studying each of these topics, we will ask: What determines the decisions of poor households in developing countries? What constraints are they subject to? Is there a scope for policy (by government, international organizations, or non-governmental organizations (NGOs))? What policies have been tried out? Have they been successful?

Subjects

Economics | Economics | development | development | policy | policy | human | human | education | education | health | health | gender | gender | family | family | land | land | relations | relations | risk | risk | informal | informal | formal | formal | norms | norms | institutions | institutions | decisions | decisions | poor | poor | households | households | countries | countries | government | government | international | international | organizations | organizations | Non-governmental organizations | Non-governmental organizations | NGOs | NGOs

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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15.320 Strategic Organizational Design (MIT) 15.320 Strategic Organizational Design (MIT)

Description

15.320 Strategic Organizational Design focuses on effective organizational design in both traditional and innovative organizations, with special emphasis on innovative organizational forms that can provide strategic advantage. Topics include when to use functional, divisional, or matrix organizations, how IT creates new organizational possibilities, and examples of innovative organizational possibilities, such as democratic decision-making, crowd-based organizations, internal resource markets, and other forms of collective intelligence. Team projects include inventing new possibilities for real organizations. 15.320 Strategic Organizational Design focuses on effective organizational design in both traditional and innovative organizations, with special emphasis on innovative organizational forms that can provide strategic advantage. Topics include when to use functional, divisional, or matrix organizations, how IT creates new organizational possibilities, and examples of innovative organizational possibilities, such as democratic decision-making, crowd-based organizations, internal resource markets, and other forms of collective intelligence. Team projects include inventing new possibilities for real organizations.

Subjects

organizational design | organizational design | product innovation | product innovation | conglomerates | conglomerates | lateral coordination processes | lateral coordination processes | crowd-sourcing | crowd-sourcing

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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15.972 Professional Seminar in Sustainability (MIT) 15.972 Professional Seminar in Sustainability (MIT)

Description

Sustainability challenges organizations to address the implications – and responses – in their own operations and supply chain, products/services/markets, and community responsibilities. This course exposes students to professionals and organizations who are actively working toward making their organizations and industries sustainable. Sustainability challenges organizations to address the implications – and responses – in their own operations and supply chain, products/services/markets, and community responsibilities. This course exposes students to professionals and organizations who are actively working toward making their organizations and industries sustainable.

Subjects

sustainability | sustainability | green economy | green economy | NHL | NHL | entrepreneurship | entrepreneurship | Stonyfield Farm | Stonyfield Farm | non-profit organizations | non-profit organizations | Ceres | Ceres

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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15.575 Research Seminar in IT and Organizations: Economic Perspectives (MIT) 15.575 Research Seminar in IT and Organizations: Economic Perspectives (MIT)

Description

Business organizations and markets use a bewildering variety of structures to coordinate the productive activities of their stakeholders. Dramatic changes in information technology and the nature of economic competition are forcing firms to come up with new ways of organizing work. This course uses economic theory to investigate the roles of information and technology in the existing diversity of organizations and markets and in enabling the creating of new organizational forms. Business organizations and markets use a bewildering variety of structures to coordinate the productive activities of their stakeholders. Dramatic changes in information technology and the nature of economic competition are forcing firms to come up with new ways of organizing work. This course uses economic theory to investigate the roles of information and technology in the existing diversity of organizations and markets and in enabling the creating of new organizational forms.

Subjects

business organizations | business organizations | economic theory | economic theory | stakeholders | stakeholders | information technology | information technology | nature of economic competition | nature of economic competition | new ways of organizing work | new ways of organizing work | roles of information and technology organizational forms | roles of information and technology organizational forms | new organizational forms | new organizational forms | organizations | organizations

License

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15.963 Organizations as Enacted Systems: Learning, Knowing and Change (MIT) 15.963 Organizations as Enacted Systems: Learning, Knowing and Change (MIT)

Description

The course is structured around a core of fundamental concepts concerning how we view organizations, and the application of these concepts to basic domains of action crucial for contemporary businesses: sensemaking, learning, knowing, and change. We view organizations as enacted systems, wherein humans are continually shaping the structures that influence their action in turn. In other words, we create the systems that then create us. The course is structured around a core of fundamental concepts concerning how we view organizations, and the application of these concepts to basic domains of action crucial for contemporary businesses: sensemaking, learning, knowing, and change. We view organizations as enacted systems, wherein humans are continually shaping the structures that influence their action in turn. In other words, we create the systems that then create us.

Subjects

organizations | organizations | contemporary businesses | contemporary businesses | sensemaking | sensemaking | learning | learning | knowing | knowing | change | change | organizations as enacted systems | organizations as enacted systems | human interaction | human interaction | shaping | shaping

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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11.235 Analyzing Projects and Organizations (MIT) 11.235 Analyzing Projects and Organizations (MIT)

Description

Organizations and their programs often seem, at first glance, chaotic and without order. Students embarking on evaluations and similar research, therefore, feel perplexed when faced with a live organization. This is because we have been taught to expect a certain kind of rationality in the way organizations behave that is often different than that which actually drives them. As a result of this seeming mismatch between what we expect and the actual reality, students of planning and planners, and researchers and professional evaluators, often recoil from the chaos of reality, wondering why the organization is not doing what it is "supposed" to be doing; correspondingly, they often make recommendations for change that are unrealistic, or draw conclusions from evaluations of success or fail Organizations and their programs often seem, at first glance, chaotic and without order. Students embarking on evaluations and similar research, therefore, feel perplexed when faced with a live organization. This is because we have been taught to expect a certain kind of rationality in the way organizations behave that is often different than that which actually drives them. As a result of this seeming mismatch between what we expect and the actual reality, students of planning and planners, and researchers and professional evaluators, often recoil from the chaos of reality, wondering why the organization is not doing what it is "supposed" to be doing; correspondingly, they often make recommendations for change that are unrealistic, or draw conclusions from evaluations of success or fail

Subjects

organizations | organizations | organizational behavior | organizational behavior | government and nongovernment | government and nongovernment | sociology of organizations | sociology of organizations | political science | political science | public administration | public administration | chaotic organizational environments | chaotic organizational environments | implementation experience | implementation experience | analytical skills | analytical skills | projects | projects | and environments | and environments | developing-country and developed-country | developing-country and developed-country

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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14.74 Foundations of Development Policy (MIT) 14.74 Foundations of Development Policy (MIT)

Description

In this course, we will study the different facets of human development: education, health, gender, the family, land relations, risk, informal and formal norms and institutions. While studying each of these topics, we will ask: What determines the decisions of poor households in developing countries? What constraints are they subject to? Is there a scope for policy (by government, international organizations, or NGOs)? What policies have been tried out? Have they been successful? In this course, we will study the different facets of human development: education, health, gender, the family, land relations, risk, informal and formal norms and institutions. While studying each of these topics, we will ask: What determines the decisions of poor households in developing countries? What constraints are they subject to? Is there a scope for policy (by government, international organizations, or NGOs)? What policies have been tried out? Have they been successful?

Subjects

Economics | Economics | development | development | policy | policy | human | human | education | education | health | health | gender | gender | family | family | land | land | relations | relations | risk | risk | informal | informal | formal | formal | norms | norms | institutions | institutions | decisions | decisions | poor | poor | households | households | countries | countries | government | government | international | international | organizations | organizations | Non-governmental organizations | Non-governmental organizations | NGOs | NGOs

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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17.466 Organization Theory and the Military (MIT) 17.466 Organization Theory and the Military (MIT)

Description

This course explores organizational concepts and research methods that explain the performance and development of military organizations in peace and war. Classic studies are reviewed. Approaches to current policy problems based on theoretical insights into military organizations and practices are also considered. The class stresses development of new theory. This course explores organizational concepts and research methods that explain the performance and development of military organizations in peace and war. Classic studies are reviewed. Approaches to current policy problems based on theoretical insights into military organizations and practices are also considered. The class stresses development of new theory.

Subjects

organization concepts | organization concepts | research methods | research methods | performance and development of military organizations | performance and development of military organizations | peace and war | peace and war | modern military | modern military | recruitment | recruitment | solicialization | solicialization | rention of personnel | rention of personnel | unit cohesion | unit cohesion | stress on performance' innovation and experiments | stress on performance' innovation and experiments | civil military relations | civil military relations | civilianization of the military | civilianization of the military

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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Institutional Processes in Developing Countries (MIT) Institutional Processes in Developing Countries (MIT)

Description

This introductory course helps students learn to pose questions and analyze problems in the field of planning in developing countries. Not arguing for one "right" approach, the course draws on grounded empirical experiences - historical and recent - to help students navigate the way they approach their future work in developing-country governments, NGOs and international organizations. This introductory course helps students learn to pose questions and analyze problems in the field of planning in developing countries. Not arguing for one "right" approach, the course draws on grounded empirical experiences - historical and recent - to help students navigate the way they approach their future work in developing-country governments, NGOs and international organizations.

Subjects

developing--country governments | developing--country governments | international | international | international organizations | international organizations | NGOs | NGOs | economies of scale | economies of scale | diseconomies of scale | diseconomies of scale | international development planning | international development planning | externality | externality | historical advances in developing and developing countries | historical advances in developing and developing countries | interaction between planners and institutions | interaction between planners and institutions | ecentralization | provision of low-cost housing | ecentralization | provision of low-cost housing | new--town development | new--town development | decentralization | decentralization | provision of low--cost housing | provision of low--cost housing | developing countries | developing countries | national planning | national planning | planners | planners | government institutions | government institutions | national government | national government | local government | local government | low-cost housing | low-cost housing | new-town development | new-town development | reform | reform | politics | politics | patronage | patronage | clientelism | clientelism | corruption | corruption | civil servants | civil servants | service-delivery organizations | service-delivery organizations | public vs. private | public vs. private

License

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14.282 Organizational Economics (MIT) 14.282 Organizational Economics (MIT)

Description

This course in organizational economics prepares doctoral students for further study in the field. The course introduces the classic papers and some recent research. The material is organized into the following modules: boundaries of the firm, employment in organizations, decision-making in organizations, and structures and processes in organizations. Each class session covers a few leading papers. This course was joint-taught between faculty of the Massachusetts Institute of Technology and Harvard University. The Harvard course is Economics 2670 Organizational Economics. This course in organizational economics prepares doctoral students for further study in the field. The course introduces the classic papers and some recent research. The material is organized into the following modules: boundaries of the firm, employment in organizations, decision-making in organizations, and structures and processes in organizations. Each class session covers a few leading papers. This course was joint-taught between faculty of the Massachusetts Institute of Technology and Harvard University. The Harvard course is Economics 2670 Organizational Economics.

Subjects

organizational economics | organizational economics | classic evidence | classic evidence | formal theories | formal theories | contracting between firms | contracting between firms | evidence on contracts | evidence on contracts | business cases | business cases | performance pay | performance pay | incentives | incentives | job assignment | job assignment | skill development | skill development | networks | networks | employment systems | employment systems | decision processes | decision processes | authority | authority | power | power | leadership | leadership | politics | politics | influence | influence | language | language | hierarchical models | hierarchical models | organizational structure | organizational structure | conglomerates | conglomerates | corporate strategy | corporate strategy | corporate governance | corporate governance | corporate capital | corporate capital | firm | firm | relational contracts | relational contracts

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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15.992 S-Lab: Laboratory for Sustainable Business (MIT) 15.992 S-Lab: Laboratory for Sustainable Business (MIT)

Description

How can we translate real-world challenges into future business opportunities? How can individuals, organizations, and society learn and undergo change at the pace needed to stave off worsening problems? Today, organizations of all kinds—traditional manufacturing firms, those that extract resources, a huge variety of new start-ups, services, non-profits, and governmental organizations of all types, among many others—are tackling these very questions. For some, the massive challenges of moving towards sustainability offer real opportunities for new products and services, for reinventing old ones, or for solving problems in new ways. The course aims to provide participants with access and in-depth exposure to firms that are actively grappling with the sustainability-related issue How can we translate real-world challenges into future business opportunities? How can individuals, organizations, and society learn and undergo change at the pace needed to stave off worsening problems? Today, organizations of all kinds—traditional manufacturing firms, those that extract resources, a huge variety of new start-ups, services, non-profits, and governmental organizations of all types, among many others—are tackling these very questions. For some, the massive challenges of moving towards sustainability offer real opportunities for new products and services, for reinventing old ones, or for solving problems in new ways. The course aims to provide participants with access and in-depth exposure to firms that are actively grappling with the sustainability-related issue

Subjects

sustainability | sustainability | sustainable business | sustainable business | ecological footprint | ecological footprint | world population | world population | biocapacity | biocapacity | carbon | carbon | emissions | emissions | globalization | globalization | innovation | innovation | development | development | business strategy | business strategy | global warming | global warming | green buildings | green buildings | climate change | climate change | limits to growth | limits to growth | design | 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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15.301 Managerial Psychology (MIT) 15.301 Managerial Psychology (MIT)

Description

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

Subjects

organizations | organizations | management | management | behavioral science | behavioral science | behavioral approach | behavioral approach | human behavior | human behavior | communications | communications | teamwork | teamwork | negotiations | negotiations | conflict resolution | conflict resolution | leadership | leadership | organizational analysis | organizational analysis | managerial psychology | managerial psychology | behavioral research | behavioral research | sociology | sociology | institutional context | institutional context | groups | groups | teams | teams | individuals | individuals | statistics | statistics | research methods | research methods

License

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15.311 Organizational Processes (MIT) 15.311 Organizational Processes (MIT)

Description

Organizational Processes enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis is placed on the importance of the organizational context in influencing which individual styles and skills are effective. The subject centers on three complementary perspectives, or "lenses", on an organization: political, cultural, and strategic design. Students enrolled in this class are also jointly enrolled in 15.328, Team Project, in order to complete a field study of an organizational change initiative. Organizational Processes also operates in conjunction with 15.280, Communication for Managers, by sharing certain assignments and holding some Organizational Processes enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis is placed on the importance of the organizational context in influencing which individual styles and skills are effective. The subject centers on three complementary perspectives, or "lenses", on an organization: political, cultural, and strategic design. Students enrolled in this class are also jointly enrolled in 15.328, Team Project, in order to complete a field study of an organizational change initiative. Organizational Processes also operates in conjunction with 15.280, Communication for Managers, by sharing certain assignments and holding some

Subjects

optimal organization | optimal organization | corporate structure | corporate structure | bureaucracy | bureaucracy | organizational behavior | organizational behavior | contingency theory | contingency theory | organizational change | organizational change | power | power | politics | politics | culture | culture | strategic design | strategic design | studying organizations | studying organizations | team project | team project | hiring | hiring | decision making | decision making | business ethics | business ethics | corporate incentives | corporate incentives | authority | authority | networks | networks | negotiation | negotiation | bargaining | bargaining | leading change | leading change | complex organizations | complex organizations | organizational analysis | organizational analysis | management | management | leadership | leadership | experiential learning | experiential learning | case studies | case studies | political perspective | political perspective | cultural perspective | cultural perspective

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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15.343 Managing Transformations in Work, Organizations, and Society (MIT) 15.343 Managing Transformations in Work, Organizations, and Society (MIT)

Description

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

Subjects

Theory X and Theory Y | Theory X and Theory Y | employee motivation | employee motivation | changing nature of work | changing nature of work | business and society | business and society | global standards | global standards | corporate responsibility | corporate responsibility | business and the environment | business and the environment | sustainable business | sustainable business | labor-management partnership | labor-management partnership | knowledge based work systems | knowledge based work systems | knowledge work | knowledge work | knowledge management | knowledge management | managing cultural diversity | managing cultural diversity | global organizations | global organizations | transforming government | transforming government

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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21H.112 The American Revolution (MIT) 21H.112 The American Revolution (MIT)

Description

This course is concerned primarily with the revolutionary origins of American government. Topics covered include: English and American backgrounds of the Revolution; issues and arguments in the Anglo-American conflict; colonial resistance and the beginnings of republicanism; the Revolutionary War; constitution writing for the states and nation; and effects of the American Revolution. Readings emphasize documents from the period--pamphlets, correspondence, the minutes or resolutions of resistance organizations, constitutional documents and debates. This course is concerned primarily with the revolutionary origins of American government. Topics covered include: English and American backgrounds of the Revolution; issues and arguments in the Anglo-American conflict; colonial resistance and the beginnings of republicanism; the Revolutionary War; constitution writing for the states and nation; and effects of the American Revolution. Readings emphasize documents from the period--pamphlets, correspondence, the minutes or resolutions of resistance organizations, constitutional documents and debates.

Subjects

English and American backgrounds of the Revolution | English and American backgrounds of the Revolution | issues and arguments in the Anglo-American conflict | issues and arguments in the Anglo-American conflict | colonial resistance and the beginnings of republicanism | colonial resistance and the beginnings of republicanism | the Revolutionary War | the Revolutionary War | constitution writing for the states and nation | constitution writing for the states and nation | and effects of the American Revolution | and effects of the American Revolution | Concerned primarily with the revolutionary origins of American government | Concerned primarily with the revolutionary origins of American government | pamphlets | correspondence | the minutes or resolutions of resistance organizations | constitutional documents and debates | pamphlets | correspondence | the minutes or resolutions of resistance organizations | constitutional documents and debates | English background | English background | American Revolution effects | American Revolution effects | Anglo-American conflict | Anglo-American conflict | colonial resistance | republicanism | colonial resistance | republicanism | constitution writing | constitution writing | revolutionary origins of American government | revolutionary origins of American government | pamphlets | pamphlets | correspondence | correspondence | resistance organizations | resistance organizations | constitutional documents | constitutional documents | debates | debates | colonial resistance | colonial resistance | republicanism | republicanism

License

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11.235 Analyzing Projects and Organizations: How Organizations Behave (MIT)

Description

This class analyzes how organizations behave, both government and nongovernment, drawing on the literature of the sociology of organizations, political science, and public administration. The class seeks to demonstrate rationality in otherwise seemingly chaotic organizational environments and implementation experiences. It builds analytical skills for evaluating programs and projects, organizations, and environments, and draws equally on developing-country and developed-country literature.

Subjects

organizations | organizational behavior | government and nongovernment | sociology of organizations | political science | public administration | chaotic organizational environments | implementation experience | analytical skills | projects | and environments | developing-country and developed-country

License

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11.235 Analyzing Projects and Organizations (MIT)

Description

This course teaches students how to understand the rationality behind how organizations and their programs behave, and to be comfortable and analytical with a live organization. It thereby builds analytic skills for evaluating programs and projects, organizations, and environments. It draws on the literature of the sociology of organizations, political science, public administration, and historical experience-and is based on both developing-country and developed-country experience.

Subjects

analyzing projects | analyzing organizations | evaluation | organizational behavior | street-level bureaucrats | public management reforms | public management models | compliance | international organizations

License

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17.462 Innovation in Military Organizations (MIT) 17.462 Innovation in Military Organizations (MIT)

Description

Innovations have frequently determined the course of wars. This seminar has three purposes. One, it inquires into the causes of military innovation by examining a number of the most outstanding historical cases. Two, it views military innovations through the lens of organization theory to develop generalizations about the innovation process within militaries. Three, it uses the empirical study of military innovations as a way to examine the strength and credibility of hypotheses that organization theorists have generated about innovation in non-military organizations. Innovations have frequently determined the course of wars. This seminar has three purposes. One, it inquires into the causes of military innovation by examining a number of the most outstanding historical cases. Two, it views military innovations through the lens of organization theory to develop generalizations about the innovation process within militaries. Three, it uses the empirical study of military innovations as a way to examine the strength and credibility of hypotheses that organization theorists have generated about innovation in non-military organizations.

Subjects

Political science | Political science | security studies | security studies | Innovation | Innovation | military organizations | military organizations | war | war | history | history | cases | cases | organization theory | organization theory | empirical study | empirical study | land warfare | land warfare | battleships | battleships | airpower | airpower | submarine | submarine | missiles | missiles | armor; military affairs. | armor; military affairs. | armor | armor | military affairs | military affairs

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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15.568B Management Information Systems: Generating Business Value from Information Technology (MIT) 15.568B Management Information Systems: Generating Business Value from Information Technology (MIT)

Description

Information Technology is pervasive in today's firms. For many firms IT is the single largest capital investment, often exceeding 50% of capital expenditure. As a result, in this course we take the strategic perspective of the general manager and study how these leading firms get more value from their IT investments. The course focuses on the business value that can be achieved rather than the details of the technology. Issues around IT governance will pervade the course.An IT background is not required and this is not a "technical" course. This is, however, an integrative course, including issues of business strategy, finance, and the study of organizations and people, which are also covered in other parts of the Sloan MBA program. The creation of business val Information Technology is pervasive in today's firms. For many firms IT is the single largest capital investment, often exceeding 50% of capital expenditure. As a result, in this course we take the strategic perspective of the general manager and study how these leading firms get more value from their IT investments. The course focuses on the business value that can be achieved rather than the details of the technology. Issues around IT governance will pervade the course.An IT background is not required and this is not a "technical" course. This is, however, an integrative course, including issues of business strategy, finance, and the study of organizations and people, which are also covered in other parts of the Sloan MBA program. The creation of business val

Subjects

IT | IT | information technology | information technology | ERP | ERP | resource planning | resource planning | e-business | e-business | capital investments | capital investments | business value | business value | business models | business models | chief information officer | chief information officer | CIO | CIO | IT governance | IT governance | networks | networks | IT enabled business models | IT enabled business models | direct to customer | direct to customer | content provider | content provider | value net integrator | value net integrator | internet | internet | information systems | information systems | information resources | information resources | networked organizations | networked organizations

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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11.471 Political Economy of Development Projects: Targeting the Poor (MIT) 11.471 Political Economy of Development Projects: Targeting the Poor (MIT)

Description

This course treats public-sector policies, programs, and projects that attempt to reduce poverty and unemployment in developing countries, mainly through directly income-generating activities and employment. Topics covered are:the nature of poverty and targeting,the political-economy and politics of poverty-reducing initiatives,implementation experiences,employment and local economic development, particularly as related to small and medium enterprises and the informal sector,cooperatives and other forms of collective action for income generation, anddecentralization, civil society, and non-government organizations. This course treats public-sector policies, programs, and projects that attempt to reduce poverty and unemployment in developing countries, mainly through directly income-generating activities and employment. Topics covered are:the nature of poverty and targeting,the political-economy and politics of poverty-reducing initiatives,implementation experiences,employment and local economic development, particularly as related to small and medium enterprises and the informal sector,cooperatives and other forms of collective action for income generation, anddecentralization, civil society, and non-government organizations.

Subjects

public-sector policies | public-sector policies | programs | programs | enhancing the economic activities of poorer groups | enhancing the economic activities of poorer groups | micro-regions | developing countries | micro-regions | developing countries | local economic development | local economic development | small enterprises | small enterprises | collective action | collective action | labor and worker associations | labor and worker associations | nongovernment organizations | nongovernment organizations | literature on poverty | economic development | literature on poverty | economic development | reform of government | reform of government | equitable outcomes | equitable outcomes | public-sector programs | public-sector programs | public-sector projects | public-sector projects | developing countries | developing countries | labor associations | labor associations | worker associations | worker associations | poverty | poverty | economic development | economic development | political reform | political reform | employment | employment | political-economy | political-economy | cooperatives | cooperatives | decentralization | decentralization | civil society | civil society

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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11.422 Business Improvement Districts (MIT) 11.422 Business Improvement Districts (MIT)

Description

Organized urban property owners in contexts throughout the globe are using state authority to create a new form of government to protect their interests. With the power to impose taxes and provide collective services, proponents claim that business improvement districts (BIDs) effectively clean and secure outdoor public spaces. In contrast, it is important to examine the proliferation of such publicly endowed and privately managed organizations and question the extent to which they contribute to the political, economic, social and spatial fragmentation of the urban realm. Organized urban property owners in contexts throughout the globe are using state authority to create a new form of government to protect their interests. With the power to impose taxes and provide collective services, proponents claim that business improvement districts (BIDs) effectively clean and secure outdoor public spaces. In contrast, it is important to examine the proliferation of such publicly endowed and privately managed organizations and question the extent to which they contribute to the political, economic, social and spatial fragmentation of the urban realm.

Subjects

urban property | urban property | authority | authority | BID organizations | BID organizations | BID | BID | political | political | economic | economic | social and spatial fragmentation | social and spatial fragmentation | urban realm | urban realm

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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17.462 Innovation in Military Organizations (MIT) 17.462 Innovation in Military Organizations (MIT)

Description

This seminar has three purposes. One, it inquires into the causes of military innovation by examining a number of the most outstanding historical cases. Two, it views military innovations through the lens of organization theory to develop generalizations about the innovation process within militaries. Three, it uses the empirical study of military innovations as a way to examine the strength and credibility of hypotheses that organization theorists have generated about innovation in non-military organizations. This seminar has three purposes. One, it inquires into the causes of military innovation by examining a number of the most outstanding historical cases. Two, it views military innovations through the lens of organization theory to develop generalizations about the innovation process within militaries. Three, it uses the empirical study of military innovations as a way to examine the strength and credibility of hypotheses that organization theorists have generated about innovation in non-military organizations.

Subjects

URIECA | URIECA | laboratory | laboratory | kinase | kinase | cancer cells | cancer cells | laboratory techniques | laboratory techniques | DNA | DNA | cultures | cultures | UV-Vis | UV-Vis | agarose gel | agarose gel | Abl-gleevec | Abl-gleevec | affinity tags | affinity tags | lyse | lyse | digest | digest | mutants | mutants | resistance | resistance | gel electrophoresis | gel electrophoresis | recombinant | recombinant | nickel affinity | nickel affinity | inhibitors | inhibitors | biochemistry | biochemistry | kinetics | kinetics | enzyme | enzyme | inhibition | inhibition | purification | purification | expression | expression | Political science | Political science | security studies | security studies | innovation | innovation | military organizations | military organizations | war | war | history | history | organization theory | organization theory | empirical study | empirical study | land warfare | land warfare | battleships | battleships | airpower | airpower | submarines | submarines | cruise | cruise | ballistic | ballistic | missiles | missiles | armor | armor | military affairs | military affairs | strategic | strategic | tactical | tactical | counterinsurgency | counterinsurgency | Vietnam | Vietnam | Revolution in Military Affairs | Revolution in Military Affairs | RMA | RMA

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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