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15.568A Practical Information Technology Management (MIT) 15.568A Practical Information Technology Management (MIT)

Description

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization? The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization?

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 | information systems | information systems | technology | technology | competitiveness | competitiveness | business strategy | business strategy | change | change | project managment | project managment

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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15.902 Strategic Management I (MIT) 15.902 Strategic Management I (MIT)

Description

This course focuses on some of the important current issues in strategic management. It will concentrate on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. The course is intended to provide the students with a pragmatic approach that will guide the formulation and implementation of corporate, business, and functional strategies. This course focuses on some of the important current issues in strategic management. It will concentrate on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. The course is intended to provide the students with a pragmatic approach that will guide the formulation and implementation of corporate, business, and functional strategies.

Subjects

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

License

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

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15.902 Strategic Management I (MIT) 15.902 Strategic Management I (MIT)

Description

This course focuses on some of the important current issues in strategic management. It will concentrate on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. The course is intended to provide the students with a pragmatic approach that will guide the formulation and implementation of corporate, business, and functional strategies. This course focuses on some of the important current issues in strategic management. It will concentrate on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. The course is intended to provide the students with a pragmatic approach that will guide the formulation and implementation of corporate, business, and functional strategies.

Subjects

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

License

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

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

Description

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

Subjects

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

License

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

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15.568B 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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15.431 Entrepreneurial Finance (MIT) 15.431 Entrepreneurial Finance (MIT)

Description

This class examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. It addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how funding should be structured. The subject aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. This class examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. It addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how funding should be structured. The subject aims to prepare students for these decisions, both as entrepreneurs and venture capitalists.

Subjects

entrepreneurship; entrepreneurism; accounting; business evaluation; business valuation; financing; venture capital funds; employment; option pricing; futures; corporate finance; deal structure; initial public offerings; IPO | entrepreneurship; entrepreneurism; accounting; business evaluation; business valuation; financing; venture capital funds; employment; option pricing; futures; corporate finance; deal structure; initial public offerings; IPO | entrepreneurship | entrepreneurship | entrepreneurism | entrepreneurism | accounting | accounting | business evaluation | business evaluation | business valuation | business valuation | financing | financing | venture capital funds | venture capital funds | employment | employment | option pricing | option pricing | futures | futures | corporate finance | corporate finance | deal structure | deal structure | initial public offerings | initial public offerings | IPO | IPO | entreprenurial finance | entreprenurial finance | start-up | start-up | development | development | fund raising | fund raising | company valuation | company valuation | exit strategy | exit strategy

License

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

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15.S21 Nuts and Bolts of Business Plans (MIT) 15.S21 Nuts and Bolts of Business Plans (MIT)

Description

Includes audio/video content: AV lectures. The nuts and bolts of preparing a New Venture Plan and launching the venture will be explored in this twenty-fifth annual course offering. The course is open to members of the MIT Community and to others interested in entrepreneurship. It is particularly recommended for persons who are interested in starting or are involved in a new business or venture. Because some of the speakers will be judges of the MIT $100K Entrepreneurship Competition, persons who are planning to enter the Competition should find the course particularly useful. In the past approximately 50% of the class has been from the Engineering / Science / Architecture Schools and 50% from the Sloan School of Management.The course is offered during the Independent Activities Perio Includes audio/video content: AV lectures. The nuts and bolts of preparing a New Venture Plan and launching the venture will be explored in this twenty-fifth annual course offering. The course is open to members of the MIT Community and to others interested in entrepreneurship. It is particularly recommended for persons who are interested in starting or are involved in a new business or venture. Because some of the speakers will be judges of the MIT $100K Entrepreneurship Competition, persons who are planning to enter the Competition should find the course particularly useful. In the past approximately 50% of the class has been from the Engineering / Science / Architecture Schools and 50% from the Sloan School of Management.The course is offered during the Independent Activities Perio

Subjects

business plan | business plan | venture | venture | entrepreneurship | entrepreneurship | new business | new business | MIT $50K Entrepreneurship Competition | MIT $50K Entrepreneurship Competition | marketing | marketing | financing sources | financing sources | Virtual Ink | Virtual Ink | bootstrpping | bootstrpping | funding | funding | venture capital | venture capital | intellectual property | intellectual property | law | law | patents | patents | copyrights | copyrights | trademarks | trademarks | tradesecrets | tradesecrets | tax traps | tax traps | team building | team building | business philosophy | business philosophy

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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Northumberland Street, Newcastle upon Tyne Northumberland Street, Newcastle upon Tyne

Description

Subjects

turners | turners | photography | photography | 1940s | 1940s | northumberlandstreet | northumberlandstreet | newcastleupontyne | newcastleupontyne | tyneside | tyneside | shops | shops | tailors | tailors | jacksonthetailor | jacksonthetailor | nationalprovincialbank | nationalprovincialbank | hairsalon | hairsalon | wgleadley | wgleadley | queenscafe | queenscafe | businesses | businesses | businesspremises | businesspremises | business | business | economy | economy | retail | retail | consumerism | consumerism | newcastleshopsofthe1940s | newcastleshopsofthe1940s | april1949 | april1949 | streetscene | streetscene | city | city | wgleadleyshairdressingsalon | wgleadleyshairdressingsalon | bank | bank | financial | financial | finance | finance | cafe | cafe | tailor | tailor | hairdressingsalon | hairdressingsalon | northeastofengland | northeastofengland | unitedkingdom | unitedkingdom | photographic | photographic | heritagebuildings | heritagebuildings | wall | wall | roof | roof | window | window | signage | signage | letters | letters | bar | bar | lightpost | lightpost | lightshade | lightshade | sky | sky | land | land | ground | ground | wire | wire | glass | glass | display | display | products | products | post | post | debris | debris | interesting | interesting | fascinating | fascinating | poignant | poignant | unusual | unusual | industry | industry | industrialheritage | industrialheritage | archives | archives | digitalimage | digitalimage | artanddesign | artanddesign | socialhistory | socialhistory | abstract | abstract | development | development | change | change | construction | construction | structure | structure | frame | frame | cloud | cloud | blur | blur | vehicle | vehicle | transport | transport | pedestrian | pedestrian | road | road | pavement | pavement | street | street

License

No known copyright restrictions

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15.281 Advanced Managerial Communication (MIT) 15.281 Advanced Managerial Communication (MIT)

Description

This course builds on managerial communication skills developed in Management Communication for Undergraduates (15.279) or Communication for Managers (15.280). It introduces interactive oral and interpersonal communication skills important to managers, including: presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms. This course builds on managerial communication skills developed in Management Communication for Undergraduates (15.279) or Communication for Managers (15.280). It introduces interactive oral and interpersonal communication skills important to managers, including: presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms.

Subjects

interpersonal communication | interpersonal communication | business presentations | business presentations | communication strategies | communication strategies | teamwork | teamwork | running meetings | running meetings | managerial communication | managerial communication | business writing | business writing | business speaking | business speaking | group decision making | group decision making | hostile audience | hostile audience | role play exercises | role play exercises | persuasive communication | persuasive communication | persuading audiences | persuading audiences | listening | listening | nonverbal communication | nonverbal communication | A | A | question and answer | question and answer | working with media | working with media | intercultural communication | intercultural communication | communicating across cultures | communicating across cultures | cross-cultural communication | cross-cultural communication

License

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

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15.281 Advanced Managerial Communication (MIT) 15.281 Advanced Managerial Communication (MIT)

Description

This course builds on managerial communication skills developed in (15.279) Management Communication for Undergraduates or (15.280) Communication for Managers. It introduces interactive oral and interpersonal communication skills important to managers, including presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms. This course builds on managerial communication skills developed in (15.279) Management Communication for Undergraduates or (15.280) Communication for Managers. It introduces interactive oral and interpersonal communication skills important to managers, including presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms.

Subjects

interpersonal communication | interpersonal communication | business presentations | business presentations | communication strategies | communication strategies | teamwork | teamwork | running meetings | running meetings | managerial communication | managerial communication | business writing | business writing | business speaking | business speaking | group decision making | group decision making | hostile audience | hostile audience | role play exercises | role play exercises | persuasive communication | persuasive communication | persuading audiences | persuading audiences | listening | listening | nonverbal communication | nonverbal communication | A | A | question and answer | question and answer | working with media | working with media | intercultural communication | intercultural communication | communicating across cultures | communicating across cultures | cross-cultural communication | cross-cultural communication

License

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

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15.281 Advanced Managerial Communication (MIT) 15.281 Advanced Managerial Communication (MIT)

Description

This course builds on managerial communication skills developed in (15.279) Management Communication for Undergraduates or (15.280) Communication for Managers. It introduces interactive oral and interpersonal communication skills important to managers, including presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms. This course builds on managerial communication skills developed in (15.279) Management Communication for Undergraduates or (15.280) Communication for Managers. It introduces interactive oral and interpersonal communication skills important to managers, including presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms.

Subjects

interpersonal communication | interpersonal communication | business presentations | business presentations | communication strategies | communication strategies | teamwork | teamwork | running meetings | running meetings | managerial communication | managerial communication | business writing | business writing | business speaking | business speaking | group decision making | group decision making | hostile audience | hostile audience | role play exercises | role play exercises | persuasive communication | persuasive communication | persuading audiences | persuading audiences | listening | listening | nonverbal communication | nonverbal communication | A | A | question and answer | question and answer | working with media | working with media | intercultural communication | intercultural communication | communicating across cultures | communicating across cultures | cross-cultural communication | cross-cultural communication

License

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

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15.566 Information Technology as an Integrating Force in Manufacturing (MIT) 15.566 Information Technology as an Integrating Force in Manufacturing (MIT)

Description

Includes audio/video content: AV selected lectures. In virtually every industry and every firm, information technology is driving change, creating opportunities and challenges. Leaders who don't understand at least the fundamentals of information systems will be at a strategic disadvantage. This course provides broad coverage of technology concepts and trends underlying current and future developments in information technology, and fundamental principles for the effective use of computer-based information systems. There will be a special emphasis on manufacturing. Information Systems topics that will be covered include networks and distributed computing, including the World Wide Web, hardware and operating systems, software development tools and processes, relational databases, security a Includes audio/video content: AV selected lectures. In virtually every industry and every firm, information technology is driving change, creating opportunities and challenges. Leaders who don't understand at least the fundamentals of information systems will be at a strategic disadvantage. This course provides broad coverage of technology concepts and trends underlying current and future developments in information technology, and fundamental principles for the effective use of computer-based information systems. There will be a special emphasis on manufacturing. Information Systems topics that will be covered include networks and distributed computing, including the World Wide Web, hardware and operating systems, software development tools and processes, relational databases, security a

Subjects

information technology | information technology | business | business | manufacturing | manufacturing | strategy | strategy | information systems | information systems | networks | networks | distributed computing | distributed computing | software development | software development | web | web | enterprise application | enterprise application | security | security | database | database | operating system | operating system | electronic commerce | electronic commerce | business to business | business to business

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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15.874 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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15.990 Architecture and Communication in Organizations (MIT) 15.990 Architecture and Communication in Organizations (MIT)

Description

While no businesses succeed based on their architecture or space design, many fail as a result of inattention to the power of spatial relationships. This course demonstrates through live case studies with managers and architects the value of strategic space planning and decision making in relation to business needs. The course presents conceptual frameworks for thinking about architecture, communication and organizations. This course is offered during the Sloan Innovation Period (SIP), which is a one-week period at the MIT Sloan School of Management that occurs midway through each semester. While no businesses succeed based on their architecture or space design, many fail as a result of inattention to the power of spatial relationships. This course demonstrates through live case studies with managers and architects the value of strategic space planning and decision making in relation to business needs. The course presents conceptual frameworks for thinking about architecture, communication and organizations. This course is offered during the Sloan Innovation Period (SIP), which is a one-week period at the MIT Sloan School of Management that occurs midway through each semester.

Subjects

using space | using space | space design for business | space design for business | space planning | space planning | office buildings | office buildings | architectural design | architectural design | business communication | business communication | distributed work | distributed work | workplace design | workplace design | work stations | work stations | communication | communication | team work | team work | architecture of knowledge | architecture of knowledge | offices | offices | cubicles | cubicles | space design | space design | office space | office space | spatial relationships | spatial relationships | live case studies | live case studies | architects | architects | managers | managers | strategic space planning | strategic space planning | organizations | organizations | knowledge architecture | knowledge architecture | architecture | architecture | business administration | business administration | management | management

License

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

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15.564 Information Technology I (MIT) 15.564 Information Technology I (MIT)

Description

Information Technology I helps students understand technical concepts underlying current and future developments in information technology. There will be a special emphasis on networks and distributed computing. Students will also gain some hands-on exposure to powerful, high-level tools for making computers do amazing things, without the need for conventional programming languages. Since 15.564 is an introductory course, no knowledge of how computers work or are programmed is assumed. Information Technology I helps students understand technical concepts underlying current and future developments in information technology. There will be a special emphasis on networks and distributed computing. Students will also gain some hands-on exposure to powerful, high-level tools for making computers do amazing things, without the need for conventional programming languages. Since 15.564 is an introductory course, no knowledge of how computers work or are programmed is assumed.

Subjects

developing-country governments; international | developing-country governments; international | computers; future developments; networks;distributed computing; programming languages;firewall;e-business;computerarchitecture;operating systems;software development;database;user interface;telecommunication;data transmission;localarea network;wireless network;internet;world wide web;digital security | computers; future developments; networks;distributed computing; programming languages;firewall;e-business;computerarchitecture;operating systems;software development;database;user interface;telecommunication;data transmission;localarea network;wireless network;internet;world wide web;digital security | computers;future developments;networks;distributed computing;programming languages;firewall;e-business;computerarchitecture;operating systems;software development;database;user interface;telecommunication;data transmission;localarea network;wireless network;internet;world wide web;digital security | computers;future developments;networks;distributed computing;programming languages;firewall;e-business;computerarchitecture;operating systems;software development;database;user interface;telecommunication;data transmission;localarea network;wireless network;internet;world wide web;digital security | computers | computers | future developments | future developments | networks | networks | distributed computing | distributed computing | programming languages | programming languages | firewall | firewall | e-business | e-business | computer architecture | computer architecture | operating | operating | software development | software development | database | database | user interface | user interface | telecommunication | telecommunication | data transmission | data transmission | local area network | local area network | wireless network | wireless network | internet | internet | world wide web | world wide web | digital security | digital security | architecture | architecture | data | data | transmission | transmission | wireless | wireless | interface | interface | user | user | software | software | development | development | programming | programming | languages | languages | distributed | distributed | computing | computing | LAN | LAN | local | local | area | area | future | future | digital | digital | security | security | technology | technology | information | information | management | management | systems | systems | relational | relational | graphical | graphical | interfaces | interfaces | client/server | client/server | enterprise | enterprise | applications | applications | cryptography | cryptography | services | services | Microsoft | Microsoft | Access | Access | Lotus Notes | Lotus Notes | processing | processing | memory | memory | I/O | I/O | CPU | CPU | OS | OS | hardware | hardware | compression | compression | SQL | SQL | queries | queries | design | design | WAN | WAN | wide | wide | Ethernet | Ethernet | packet-switched | packet-switched | peer-to-peer | peer-to-peer | WWW | WWW | public | public | key | key | mining | mining | warehousing | warehousing | concepts | concepts | conceptual | conceptual | modern computing | modern computing | information management | information management | operating systems | operating systems | relational database systems | relational database systems | graphical user interfaces | graphical user interfaces | client/server systems | client/server systems | enterprise applications | enterprise applications | web.internet services | web.internet services | Microsoft Access | Microsoft Access | database management systems | database management systems | information technology | information technology | telecommunications | telecommunications | eBusiness applications | eBusiness applications | client | client | servers | servers | wireless area network | wireless area network

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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module handbook European Business Culture Practice

Description

Welcome to your study programme for the European Business Culture and Practice module. This module explores the impact of cultural differences on business in different countries through three themes: knowing yourself, knowing your culture, understanding other cultures. In doing the module, you will develop your ability to analyse and evaluate aspects of management in an international context. The module will also develop proficiency in the following skills: • Planning and Management of Learning • Communication and Presentation • Interactive and Group Skills • Knowledge and Understanding • Managing Tasks and Solving Problems • Self Appraisal and Reflection on Practice • Synthesis and Creativity • Cultural Awareness

Subjects

ukoer | european business | culture | business practice | cultural differences | business planning | business communication | international business | Tourism | Business and Administrative studies | administrative studies | N000 | CATERING / FOOD / LEISURE SERVICES / TOURISM | N

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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15.568A Practical Information Technology Management (MIT)

Description

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization?

Subjects

IT | information technology | ERP | resource planning | e-business | capital investments | business value | business models | chief information officer | CIO | IT governance | networks | IT enabled business models | direct to customer | content provider | value net integrator | information systems | technology | competitiveness | business strategy | change | project managment

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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15.568A Practical Information Technology Management (MIT)

Description

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization?

Subjects

IT | information technology | ERP | resource planning | e-business | capital investments | business value | business models | chief information officer | CIO | IT governance | networks | IT enabled business models | direct to customer | content provider | value net integrator | information systems | technology | competitiveness | business strategy | change | project managment

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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16.886 Air Transportation Systems Architecting (MIT) 16.886 Air Transportation Systems Architecting (MIT)

Description

This course addresses the architecting of air transportation systems. The focus is on the conceptual phase of product definition, including technical, economic, market, environmental, regulatory, legal, manufacturing, and societal factors. It centers on a realistic system case study and includes a number of lectures from industry and government. Past examples include: the Very Large Transport Aircraft, a Supersonic Business Jet, and a Next Generation Cargo System. The course identifies the critical system level issues and analyzes them in depth via student team projects and individual assignments. The overall goal of the semester is to produce a business plan and a system specifications document that can be used to assess candidate systems. This course addresses the architecting of air transportation systems. The focus is on the conceptual phase of product definition, including technical, economic, market, environmental, regulatory, legal, manufacturing, and societal factors. It centers on a realistic system case study and includes a number of lectures from industry and government. Past examples include: the Very Large Transport Aircraft, a Supersonic Business Jet, and a Next Generation Cargo System. The course identifies the critical system level issues and analyzes them in depth via student team projects and individual assignments. The overall goal of the semester is to produce a business plan and a system specifications document that can be used to assess candidate systems.

Subjects

Air transportation | Air transportation | air transport | air transport | air transportation systems | air transportation systems | product definition | product definition | air transportation industry | air transportation industry | system case study | system case study | very large transport aircraft | very large transport aircraft | supersonic business jet | supersonic business jet | next generation cargo system | next generation cargo system | business plan | business plan | system specifications document | system specifications document

License

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

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15.904 Strategic Management II (MIT)

Description

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

Subjects

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

License

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

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15.391 Early Stage Capital (MIT) 15.391 Early Stage Capital (MIT)

Description

15.391 examines the elements of raising early stage capital, focusing on start-up ventures and the early stages of company development. This course also prepares entrepreneurs to make the best use of outside advisors, and to negotiate effective long-term relationships with funding sources. Working in teams, students interact with venture capitalists and other professionals throughout the semester. Disclaimer: The web sites for this course and the materials they offer are provided for educational use only. They are not a substitute for the advice of an attorney and no attorney-client relationship is created by using them. All materials are provided "as-is", without any express or implied warranties. 15.391 examines the elements of raising early stage capital, focusing on start-up ventures and the early stages of company development. This course also prepares entrepreneurs to make the best use of outside advisors, and to negotiate effective long-term relationships with funding sources. Working in teams, students interact with venture capitalists and other professionals throughout the semester. Disclaimer: The web sites for this course and the materials they offer are provided for educational use only. They are not a substitute for the advice of an attorney and no attorney-client relationship is created by using them. All materials are provided "as-is", without any express or implied warranties.

Subjects

raising venture capital | raising venture capital | starting business | starting business | structuring deals | structuring deals | valuating companies | valuating companies | entrepreneurship | entrepreneurship | venture capitalist | venture capitalist | finding early stage capital | finding early stage capital | negotiate investments | negotiate investments | new business laws | new business laws | financial simulations | financial simulations | build relationships | build relationships | start-up ventures | start-up ventures | company development | company development | using outside advisors | using outside advisors | funding sources | funding sources | term sheet | term sheet | VC | VC | entrepreneur | entrepreneur | pursuing seed money | pursuing seed money | biotechnology | biotechnology | biotech | biotech | angel financing | angel financing | first round money | first round money

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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Building a Business: Raising Capital, Doing Deals (2011)

Description

Martin Gibson (Partner at Accel Partners) discusses raising capital and pitching for investment in your company.

Subjects

entrepreneur | business | investment | venture capital | business angels | investors | 2012-01-17 | ukoer | entrepreneur | business | investment | venture capital | business angels | investors | 2012-01-17

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Building a Business: Raising Capital, Doing Deals (slides) (2011)

Description

Slides to accompany Martin Gibson's talk "Raising Capital, Doing Deals".

Subjects

entrepreneur | business | investment | venture capital | business angels | investors | 2012-01-17 | ukoer | entrepreneur | business | investment | venture capital | business angels | investors | 2012-01-17

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Different types of business Different types of business

Description

A small grocery store run by one person and perhaps their family must pose quite different challenges from a multinational corporation with operations in many different countries. This free course introduces different types of business, depending on industry sector, size and type of ownership and discusses some of the ways in which businesses differ from each other. First published on Thu, 14 Apr 2016 as Different types of business. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 A small grocery store run by one person and perhaps their family must pose quite different challenges from a multinational corporation with operations in many different countries. This free course introduces different types of business, depending on industry sector, size and type of ownership and discusses some of the ways in which businesses differ from each other. First published on Thu, 14 Apr 2016 as Different types of business. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Business Studies | Business Studies | Management | Management | Leadership and Management | Leadership and Management | businesses | businesses | small businesses | small businesses | B100_1 | B100_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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