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16.852J Integrating The Lean Enterprise (MIT) 16.852J Integrating The Lean Enterprise (MIT)

Description

Addresses some of the important issues involved with the planning, development, and implementation of lean enterprises. People, technology, process, and management dimensions of an effective lean manufacturing company are considered in a unified framework. Particular emphasis on the integration of these dimensions across the entire enterprise, including product development, production, and the extended supply chain. Analysis tools as well as future trends and directions are explored. A key component of this subject is a team project. Addresses some of the important issues involved with the planning, development, and implementation of lean enterprises. People, technology, process, and management dimensions of an effective lean manufacturing company are considered in a unified framework. Particular emphasis on the integration of these dimensions across the entire enterprise, including product development, production, and the extended supply chain. Analysis tools as well as future trends and directions are explored. A key component of this subject is a team project.

Subjects

lean enterprise | lean enterprise | lean manufacturing | lean manufacturing | enterprise integration | enterprise integration | process management | process management | technology management | technology management | product development | product development | production | production | supply chain | supply chain | 16.852 | 16.852 | ESD.61 | ESD.61

License

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

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

Description

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

Subjects

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

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see 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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16.852J Integrating the Lean Enterprise (MIT) 16.852J Integrating the Lean Enterprise (MIT)

Description

This class addresses some of the important issues involved with the planning, development, and implementation of lean enterprises. People, technology, process, and management dimensions of an effective lean manufacturing company are considered in a unified framework. Particular emphasis is placed on the integration of these dimensions across the entire enterprise, including product development, production, and the extended supply chain. Analysis tools as well as future trends and directions are explored. A team project is a key component of this subject. This class addresses some of the important issues involved with the planning, development, and implementation of lean enterprises. People, technology, process, and management dimensions of an effective lean manufacturing company are considered in a unified framework. Particular emphasis is placed on the integration of these dimensions across the entire enterprise, including product development, production, and the extended supply chain. Analysis tools as well as future trends and directions are explored. A team project is a key component of this subject.

Subjects

lean enterprise | lean enterprise | technology | technology | processes | processes | management dimensions | management dimensions | manufacturing | manufacturing | enterprise | enterprise | supply chain | supply chain | industry | industry | consulting | consulting | value streams | value streams | lean thinking | lean thinking | industrial change | industrial change | organizational change | organizational change | organzational processes | organzational processes | corporate stakeholders | corporate stakeholders | 16.852 | 16.852 | ESD.61 | ESD.61

License

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

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

Description

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

Subjects

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

License

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

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Rural entrepreneurship in Scotland Rural entrepreneurship in Scotland

Description

This unit is an introduction to rural enterprise in Scotland. It is principally designed for those developing their own enterprises and also as a resource for people supporting enterprises in rural areas. It has been developed specifically for a Scottish context, linking to Scottish support websites, but it would also be suitable as a resource for enterprising people in any context. It is a series of resources that you can draw on and use as when you need them – something to support you on your journey to running your own business. First published on Fri, 17 Jan 2014 as Rural entrepreneurship in Scotland. To find out more visit The Open University's Openlearn website. Creative-Commons 2014 This unit is an introduction to rural enterprise in Scotland. It is principally designed for those developing their own enterprises and also as a resource for people supporting enterprises in rural areas. It has been developed specifically for a Scottish context, linking to Scottish support websites, but it would also be suitable as a resource for enterprising people in any context. It is a series of resources that you can draw on and use as when you need them – something to support you on your journey to running your own business. First published on Fri, 17 Jan 2014 as Rural entrepreneurship in Scotland. To find out more visit The Open University's Openlearn website. Creative-Commons 2014 First published on Fri, 17 Jan 2014 as Rural entrepreneurship in Scotland. To find out more visit The Open University's Openlearn website. Creative-Commons 2014 First published on Fri, 17 Jan 2014 as Rural entrepreneurship in Scotland. To find out more visit The Open University's Openlearn website. Creative-Commons 2014

Subjects

Money & Management | Money & Management | entrepreneurs | entrepreneurs | entrepreneurship | entrepreneurship | business | business | rural | rural | enterprise | enterprise | rural environment | rural environment | social enterprise | social enterprise | GB093_1 | GB093_1 | STEEP | STEEP | SWOT analysis | SWOT analysis | Five forces | Five forces

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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Enterprise Education - Leeds Met's Institute for Enterprise CETL, Resource Bank

Description

The Institute for Enterprise is currently undertaking a project to collate and publish all of the educational resources created over the past 5 years related to teaching and embedding enterprise in education. The website provides an extensive number of downloadable resources cateorised into 4 sections: Learning Materials; Publications; AV Resources; and Web Links. Includes interactive toolkits; session plans; video's; posters; presentations; case studies; enterprise projects and exemplars.

Subjects

ukoer | enterprise | enterprise education | creative thinking | employability | cetl enterprise | institute for enterprise | resources | toolkit | Education | X000 | EDUCATION / TRAINING / TEACHING | G

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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Atlas Collection Image Atlas Collection Image

Description

Subjects

gordonfullerton | gordonfullerton | fullerton | fullerton | fredhaise | fredhaise | haise | haise | joeengle | joeengle | engle | engle | richardtruly | richardtruly | dicktruly | dicktruly | truly | truly | testpilots | testpilots | astronauts | astronauts | testpilot | testpilot | astronaut | astronaut | aviator | aviator | aviators | aviators | orbitervehicle101 | orbitervehicle101 | ov101 | ov101 | enterprise | enterprise | spaceshuttleenterprise | spaceshuttleenterprise | prototype | prototype | aviation | aviation | aerospace | aerospace | aircraft | aircraft | airplane | airplane | glider | glider | nationalaeronauticsandspaceadministration | nationalaeronauticsandspaceadministration | nasa | nasa | spacetransportationsystem | spacetransportationsystem | spaceshuttleprogram | spaceshuttleprogram | spaceshuttle | spaceshuttle | shuttle | shuttle | northamericanaviation | northamericanaviation | naa | naa | northamericanrockwell | northamericanrockwell | rockwellinternational | rockwellinternational | fairchildrepublic | fairchildrepublic | grumman | grumman

License

No known copyright restrictions

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Description

Subjects

orbitervehicle101 | orbitervehicle101 | ov101 | ov101 | enterprise | enterprise | spaceshuttleenterprise | spaceshuttleenterprise | prototype | prototype | aviation | aviation | aerospace | aerospace | aircraft | aircraft | airplane | airplane | glider | glider | nationalaeronauticsandspaceadministration | nationalaeronauticsandspaceadministration | nasa | nasa | spacetransportationsystem | spacetransportationsystem | spaceshuttleprogram | spaceshuttleprogram | spaceshuttle | spaceshuttle | shuttle | shuttle | northamericanaviation | northamericanaviation | naa | naa | northamericanrockwell | northamericanrockwell | rockwellinternational | rockwellinternational | fairchildrepublic | fairchildrepublic | grumman | grumman

License

No known copyright restrictions

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Description

Subjects

orbitervehicle101 | orbitervehicle101 | ov101 | ov101 | enterprise | enterprise | spaceshuttleenterprise | spaceshuttleenterprise | prototype | prototype | aviation | aviation | aerospace | aerospace | aircraft | aircraft | airplane | airplane | glider | glider | nationalaeronauticsandspaceadministration | nationalaeronauticsandspaceadministration | nasa | nasa | spacetransportationsystem | spacetransportationsystem | spaceshuttleprogram | spaceshuttleprogram | spaceshuttle | spaceshuttle | shuttle | shuttle | northamericanaviation | northamericanaviation | naa | naa | northamericanrockwell | northamericanrockwell | rockwellinternational | rockwellinternational | fairchildrepublic | fairchildrepublic | grumman | grumman

License

No known copyright restrictions

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Ben Keen - Tribe Wanted

Description

Blogs Tags: Leeds Met Enterprise Week Ben Keene Tribewanted

Subjects

ukoer | leeds met enterprise week | ben keene | tribewanted | creative enterprise | enterprise | Business Management Accountancy and Finance | Education | X000 | EDUCATION / TRAINING / TEACHING | G

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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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 through directly income-generating activities and employment. Topics covered are (1) employment and local economic development, particularly as related to the informal sector, small and medium enterprises, and workers; (2) the political economy of local economic-development initiatives; (3) lessons from policy and implementation experiences; (4) worker conditions, standards, and rights; and (5) associations among small (and often medium) firms, and among workers. The course links these approaches to the broader literature on poverty reduction, economic development, politics, and the reform of government. It discusses the types of initiatives, tasks, and This course treats public-sector policies, programs, and projects that attempt to reduce poverty and unemployment in developing countries through directly income-generating activities and employment. Topics covered are (1) employment and local economic development, particularly as related to the informal sector, small and medium enterprises, and workers; (2) the political economy of local economic-development initiatives; (3) lessons from policy and implementation experiences; (4) worker conditions, standards, and rights; and (5) associations among small (and often medium) firms, and among workers. The course links these approaches to the broader literature on poverty reduction, economic development, politics, and the reform of government. It discusses the types of initiatives, tasks, and

Subjects

public sector | public sector | policies | policies | programs | programs | projects | projects | poverty | poverty | unemployment | unemployment | developing countries | developing countries | local economic development | local economic development | informal sector | informal sector | small enterprises | small enterprises | political economy | political economy | local economic development initiatives | local economic development initiatives | implementation | implementation | worker conditions | worker conditions | associations | associations | government reform | government reform | poverty reduction | poverty reduction | equitable outcomes | equitable outcomes

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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15.571 Generating Business Value from Information Technology (MIT) 15.571 Generating Business Value from Information Technology (MIT)

Description

This course covers what every senior manager needs to know about using IT to enable strategy and get more value from IT. In this course we take the strategic perspective of the general manager and study how leading firms get more value from their IT investments. The course focuses on the strategic impact and business value that can be achieved rather than the details of the technology. Issues around governance will pervade the course. An IT background is not required and this is not a 'technical' course. This course covers what every senior manager needs to know about using IT to enable strategy and get more value from IT. In this course we take the strategic perspective of the general manager and study how leading firms get more value from their IT investments. The course focuses on the strategic impact and business value that can be achieved rather than the details of the technology. Issues around governance will pervade the course. An IT background is not required and this is not a 'technical' course.

Subjects

IT governance | IT governance | information technology portfolio | information technology portfolio | information technology investment | information technology investment | information technology planning | information technology planning | IT architecture | IT architecture | outsourcing | outsourcing | CIO | CIO | business strategy | business strategy | IT infrastructure | IT infrastructure | enterprise architecture | enterprise architecture | ebusiness models | ebusiness models | information technology | information technology

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 Targeting the Poor: Small Firms, Workers, and Local Economic Development (MIT) 11.471 Targeting the Poor: Small Firms, Workers, and Local Economic Development (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:employment and local economic development, particularly as related to the informal sector, small and medium enterprises, and workers;the political economy of local economic-development initiatives;lessons from policy and implementation experiences;workers and labor issues; andassociationalism among small (and often medium) firms, and among workers. 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:employment and local economic development, particularly as related to the informal sector, small and medium enterprises, and workers;the political economy of local economic-development initiatives;lessons from policy and implementation experiences;workers and labor issues; andassociationalism among small (and often medium) firms, and among workers.

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 | micro-regions | developing countries | 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 | literature on poverty | economic development | economic development | reform of government | reform of government | equitable outcomes | equitable outcomes

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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11.437 Financing Economic Development (MIT) 11.437 Financing Economic Development (MIT)

Description

This course focuses on financing tools and program models to support local economic development. It includes an overview of private capital markets and financing sources to understand capital market imperfections that constrain economic development; business accounting; financial statement analysis; federal economic development programs; and public finance tools. Program models covered include revolving loan funds, guarantee programs, venture capital funds, bank holding companies, community development loan funds and credit unions, micro enterprise funds, and the use of the Community Reinvestment Act to leverage bank financing.Technical RequirementsMicrosoft® Excel software is recommended for viewing the .xls files found on this course site. Free Microsoft® Excel This course focuses on financing tools and program models to support local economic development. It includes an overview of private capital markets and financing sources to understand capital market imperfections that constrain economic development; business accounting; financial statement analysis; federal economic development programs; and public finance tools. Program models covered include revolving loan funds, guarantee programs, venture capital funds, bank holding companies, community development loan funds and credit unions, micro enterprise funds, and the use of the Community Reinvestment Act to leverage bank financing.Technical RequirementsMicrosoft® Excel software is recommended for viewing the .xls files found on this course site. Free Microsoft® Excel

Subjects

financing tools | financing tools | program models to support local economic development | program models to support local economic development | private capital markets | private capital markets | financing sources | financing sources | capital market imperfections | capital market imperfections | economic development | economic development | business accounting | business accounting | financial statement analysis | financial statement analysis | federal economic development programs | federal economic development programs | public finance tools | public finance tools | funds | funds | guarantee programs | guarantee programs | venture capital funds | venture capital funds | bank holding companies | bank holding companies | community development loan funds | community development loan funds | credit unions | credit unions | micro enterprise funds | micro enterprise funds | use of the Community Reinvestment Act to leverage bank financing | use of the Community Reinvestment Act to leverage bank financing | Community Reinvestment Act | Community Reinvestment Act | bank financing | bank financing | program management | program management

License

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17.552 Political Economy of Chinese Reform (MIT) 17.552 Political Economy of Chinese Reform (MIT)

Description

This course focuses on China's transition from plan to market. What has the trajectory of institutional change in China been, and how has growth been achieved? Is that growth sustainable? Subject examines specific aspects of reform (enterprise, fiscal, financial, social welfare), and the systemic consequences of interaction between various reform measures. Additional topics include the interaction between political and economic change, the transformation of state-society relations, and the generalizability of China's reform experience. Graduate students are expected to explore the subject in greater depth. This course focuses on China's transition from plan to market. What has the trajectory of institutional change in China been, and how has growth been achieved? Is that growth sustainable? Subject examines specific aspects of reform (enterprise, fiscal, financial, social welfare), and the systemic consequences of interaction between various reform measures. Additional topics include the interaction between political and economic change, the transformation of state-society relations, and the generalizability of China's reform experience. Graduate students are expected to explore the subject in greater depth.

Subjects

China | China | China's transition from plan to market | China's transition from plan to market | institutional change in China | enterprise | institutional change in China | enterprise | fiscal | fiscal | financial | financial | social welfare | social welfare | reform | reform

License

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17.158 Political Economy of Western Europe (MIT) 17.158 Political Economy of Western Europe (MIT)

Description

Examines role of European states in postwar period of rapid economic growth and current crisis. Includes analysis of different state traditions ("etatist," liberal, authoritarian); government's role in decline of some economies and rise of others; why and where Keynesianism, indicative planning, and state enterprises were introduced; alternative conceptions of contemporary economic problems (new international division of labor? too few producers? oil shock?); and of policies to deal with them (industrial policy? monetarism? protectionism?). Examines role of European states in postwar period of rapid economic growth and current crisis. Includes analysis of different state traditions ("etatist," liberal, authoritarian); government's role in decline of some economies and rise of others; why and where Keynesianism, indicative planning, and state enterprises were introduced; alternative conceptions of contemporary economic problems (new international division of labor? too few producers? oil shock?); and of policies to deal with them (industrial policy? monetarism? protectionism?).

Subjects

Europe | Europe | postwar | postwar | economic growth | economic growth | economic crisis | economic crisis | etatist | etatist | liberal | liberal | authoritarian | authoritarian | Keynesianism | Keynesianism | indicative planning | indicative planning | state enterprises | state enterprises | economic problems | economic problems | division of labor | division of labor | oil shock | oil shock | industrial policy | industrial policy | monetarism | monetarism | protectionism | protectionism

License

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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

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

Description

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

Subjects

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

License

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2.008 Design and Manufacturing II (MIT) 2.008 Design and Manufacturing II (MIT)

Description

Integration of design, engineering, and management disciplines and practices for analysis and design of manufacturing enterprises. Emphasis is on the physics and stochastic nature of manufacturing processes and systems, and their effects on quality, rate, cost, and flexibility. Topics include process physics and control, design for manufacturing, and manufacturing systems. Group project requires design and fabrication of parts using mass-production and assembly methods to produce a product in quantity. Integration of design, engineering, and management disciplines and practices for analysis and design of manufacturing enterprises. Emphasis is on the physics and stochastic nature of manufacturing processes and systems, and their effects on quality, rate, cost, and flexibility. Topics include process physics and control, design for manufacturing, and manufacturing systems. Group project requires design and fabrication of parts using mass-production and assembly methods to produce a product in quantity.

Subjects

manufacturing enterprises | manufacturing enterprises | physics | physics | stochastic nature of manufacturing processes | stochastic nature of manufacturing processes | quality | quality | rate | rate | cost | cost | flexibility | flexibility | process physics | process physics | process control | process control

License

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11.437 Financing Economic Development (MIT) 11.437 Financing Economic Development (MIT)

Description

This course focuses on financing tools and program models to support local economic development. It includes an overview of private capital markets and financing sources to understand capital market imperfections that constrain economic development; business accounting; financial statement analysis; federal economic development programs; and public finance tools. Program models covered include revolving loan funds, guarantee programs, venture capital funds, bank holding companies, community development loan funds and credit unions, micro enterprise funds, and the use of the Community Reinvestment Act to leverage bank financing. This course focuses on financing tools and program models to support local economic development. It includes an overview of private capital markets and financing sources to understand capital market imperfections that constrain economic development; business accounting; financial statement analysis; federal economic development programs; and public finance tools. Program models covered include revolving loan funds, guarantee programs, venture capital funds, bank holding companies, community development loan funds and credit unions, micro enterprise funds, and the use of the Community Reinvestment Act to leverage bank financing.

Subjects

financing tools | financing tools | program models to support local economic development | program models to support local economic development | private capital markets | private capital markets | financing sources | financing sources | capital market imperfections | capital market imperfections | economic development | economic development | business accounting | business accounting | financial statement analysis | financial statement analysis | federal economic development programs | federal economic development programs | public finance tools | public finance tools | funds | funds | guarantee programs | guarantee programs | venture capital funds | venture capital funds | bank holding companies | bank holding companies | community development loan funds | community development loan funds | credit unions | credit unions | micro enterprise funds | micro enterprise funds | use of the Community Reinvestment Act to leverage bank financing | use of the Community Reinvestment Act to leverage bank financing

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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15.269 Literature, Ethics, Authority (MIT) 15.269 Literature, Ethics, Authority (MIT)

Description

Literature, Ethics, and Authority uses story in the form of readings and movies to address the relationship between ethics and leadership. The course covers a range of topics, from issues of diversity and gender in the workplace to coping with the human realities of war and death. The course syllabus includes short stories, novels, plays, works of non-fiction, and films, and is representative of many different cultures and nationalities. This class is taught as a seminar to encourage discussion of these issues. Literature, Ethics, and Authority uses story in the form of readings and movies to address the relationship between ethics and leadership. The course covers a range of topics, from issues of diversity and gender in the workplace to coping with the human realities of war and death. The course syllabus includes short stories, novels, plays, works of non-fiction, and films, and is representative of many different cultures and nationalities. This class is taught as a seminar to encourage discussion of these issues.

Subjects

ethics in society | ethics in society | authority | authority | leadership | leadership | social enterprise | social enterprise | literature | literature | film | film | moral compass | moral compass | diversity | diversity | individual values | individual values | story and management | story and 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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15.571 Generating Business Value from Information Technology (MIT) 15.571 Generating Business Value from Information Technology (MIT)

Description

This course provides concepts and frameworks for understanding the potential impact of information technology (IT) on business strategy and performance. We will examine how some firms make IT a strategic asset while other firms struggle to realize value from IT investments. The course focuses on the implications of increased digitization for defining business strategies and operating models, and explores the roles of both general managers and IT executives in using IT to achieve operational excellence and business agility. Topics include business operating models, IT investment and prioritization, business strategy and IT alignment, the design and governance of digitized processes, and the role of the IT unit. Draws heavily on research and case studies from MIT Sloan Center for Information This course provides concepts and frameworks for understanding the potential impact of information technology (IT) on business strategy and performance. We will examine how some firms make IT a strategic asset while other firms struggle to realize value from IT investments. The course focuses on the implications of increased digitization for defining business strategies and operating models, and explores the roles of both general managers and IT executives in using IT to achieve operational excellence and business agility. Topics include business operating models, IT investment and prioritization, business strategy and IT alignment, the design and governance of digitized processes, and the role of the IT unit. Draws heavily on research and case studies from MIT Sloan Center for Information

Subjects

IT governance | IT governance | information technology portfolio | information technology portfolio | information technology investment | information technology investment | information technology planning | information technology planning | IT architecture | IT architecture | outsourcing | outsourcing | CIO | CIO | business strategy | business strategy | IT infrastructure | IT infrastructure | enterprise architecture | enterprise architecture | ebusiness models | ebusiness models | information technology | information technology

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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15.561 Information Technology Essentials (MIT) 15.561 Information Technology Essentials (MIT)

Description

This class offers a 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 networks and distributed computing, including the World Wide Web. Other topics include: hardware and operating systems, software development tools and processes, relational databases, security and cryptography, enterprise applications, and electronic commerce. Hands-on exposure to Web, database, and graphical user interface (GUI) tools. This course is intended for students with little or no background in computer technology. Students with extensive education or work experience in computer technology should consider taking a more a This class offers a 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 networks and distributed computing, including the World Wide Web. Other topics include: hardware and operating systems, software development tools and processes, relational databases, security and cryptography, enterprise applications, and electronic commerce. Hands-on exposure to Web, database, and graphical user interface (GUI) tools. This course is intended for students with little or no background in computer technology. Students with extensive education or work experience in computer technology should consider taking a more a

Subjects

technology concepts | technology concepts | information technology | information technology | IT | IT | IS | IS | computer-based systems | computer-based systems | networks | networks | distributed computing | distributed computing | WWW | WWW | hardware | hardware | software tools | software tools | relational databases | relational databases | security | security | cryptography | cryptography | enterprise applications | enterprise applications

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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