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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

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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

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

Description

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

Subjects

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

License

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

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

Description

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

Subjects

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

License

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

Description

1.259J discusses management methods of relevance to public transportation systems. Topics include: strategic planning management; labor relations; maintenance planning and administration; financing; marketing and fare policy; and management information and decision support systems. The course focuses on how these general management tasks are addressed in the transit industry and presents alternative strategies. It identifies alternative arrangements for service provision, including different ways of involving the private sector in public transportation. 1.259J discusses management methods of relevance to public transportation systems. Topics include: strategic planning management; labor relations; maintenance planning and administration; financing; marketing and fare policy; and management information and decision support systems. The course focuses on how these general management tasks are addressed in the transit industry and presents alternative strategies. It identifies alternative arrangements for service provision, including different ways of involving the private sector in public transportation.

Subjects

public transportation systems | public transportation systems | strategic planning management | strategic planning management | labor relations | labor relations | maintenance planning | maintenance planning | administration | administration | financing | financing | marketing policy | marketing policy | fare policy | fare policy | management information | management information | decision support systems | decision support systems | transit industry | transit industry | service provision | service provision | private sector | private sector | management methods | management methods | urban public transportation systems | urban public transportation systems | maintenance administration | maintenance administration | public transport service organizations | public transport service organizations | privatization | privatization | deregulation | deregulation | performance assessment | performance assessment | budgeting | budgeting | pricing | pricing | budgets | budgets | workforce planning | workforce planning | workforce management | workforce management | 1.259 | 1.259 | 11.542 | 11.542 | ESD.227 | ESD.227

License

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

Description

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

Subjects

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

License

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

Description

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

Subjects

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

License

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

Description

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

Subjects

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

License

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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.

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 | the impact of globalization | 1.223 | 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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15.761 Introduction to Operations Management (MIT) 15.761 Introduction to Operations Management (MIT)

Description

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

Subjects

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

License

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

Description

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

Subjects

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

License

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

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

Description

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

Subjects

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

License

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Readme file for Structured Systems Analysis

Description

This readme file contains details of links to all the Readme file for Structured Systems Analysis module's material held on Jorum and information about the module as well.

Subjects

ukoer | current logical data flow diagram example | current logical data flow diagram exercise | current logical data flow diagram teaching guide | current logical data flow diagram video lecture | current logical data flow diagram | current logical data flow diagrams example | current logical data flow diagrams exercise | current logical data flow diagrams teaching guide | current logical data flow diagrams video lecture | current logical data flow diagrams | current logical dfd example | current logical dfd exercise | current logical dfd teaching guide | current logical dfd video lecture | current logical dfd | current logical dfds example | current logical dfds exercise | current logical dfds lecture | current logical dfds teaching guide | data dictionary example | data dictionary exercise | data dictionary lecture | data dictionary reading material | data dictionary teaching guide | data dictionary video lecture | data dictionary | data example | data exercise | data flow diagram example | data flow diagram exercise | data flow diagram reading material | data flow diagram teaching guide | data flow diagram video lecture | data flow diagram | data flow diagrams example | data flow diagrams exercise | data flow diagrams reading material | data flow diagrams teaching guide | data flow diagrams video lecture | data flow diagrams | data reading material | data teaching guide | data video lecture | data | decision table and tree example | decision table and tree exercise | decision table and tree reading material | decision table and tree teaching guide | decision table and tree video lecture | decision table and tree | decision table example | decision table exercise | decision table reading material | decision table teaching guide | decision table video lecture | decision table | decision tables and trees example | decision tables and trees lecture | decision tables and trees reading material | decision tables example | decision tables exercise | decision tables reading material | decision tables teaching guide | decision tables video lecture | decision tables | decision tree example | decision tree exercise | decision tree reading material | decision tree teaching guide | decision tree video lecture | decision tree | decision trees and decision tables exercise | decision trees and decision tables teaching guide | decision trees and decision tables video lecture | decision trees and decision tables | decision trees example | decision trees exercise | decision trees reading material | decision trees teaching guide | decision trees video lecture | decision trees | dfd example | dfd exercise | dfd reading material | dfd teaching guide | dfd video lecture | dfd | dfds example | dfds exercise | dfds reading material | dfds teaching guide | dfds video lecture | dfds | exploding data flow diagrams example | exploding data flow diagrams exercise | exploding data flow diagrams reading material | exploding data flow diagrams teaching guide | exploding data flow diagrams | exploding dfd example | exploding dfd exercise | exploding dfd reading material | exploding dfd teaching guide | exploding dfd | logical data flow diagram example | logical data flow diagram exercise | logical data flow diagram reading material | logical data flow diagram teaching guide | logical data flow diagram video lecture | logical data flow diagram | logical data flow diagrams example | logical data flow diagrams exercise | logical data flow diagrams teaching guide | logical data flow diagrams video lecture | logical data flow diagrams | logical dfd example | logical dfd exercise | logical dfd reading material | logical dfd teaching guide | logical dfd video lecture | logical dfd | logical dfds example | logical dfds exercise | logical dfds reading material | logical dfds teaching guide | logical dfds video lecture | logical dfds | project management practical | project management reading material | project management task guide | project management teaching guide | project management | quality management | quality managment reading material | quality managment task guide | required logical data flow diagram example | required logical data flow diagram exercise | required logical data flow diagram reading material | required logical data flow diagram teaching guide | required logical data flow diagram video lecture | required logical data flow diagram | required logical data flow diagrams example | required logical data flow diagrams exercise | required logical data flow diagrams reading material | required logical data flow diagrams teaching guide | required logical data flow diagrams video lecture | required logical data flow diagrams | required logical dfd example | required logical dfd exercise | required logical dfd reading material | required logical dfd teaching guide | required logical dfd video lecture | required logical dfd | required logical dfds example | required logical dfds exercise | required logical dfds lecture | required logical dfds reading material | required logical dfds teaching guide | structured chart example | structured chart exercise | structured chart reading material | structured chart teaching guide | structured chart video lecture | structured chart | structured charts example | structured charts exercise | structured charts lecture | structured charts reading material | structured charts teaching guide | structured charts video lecture | structured charts | structured english example | structured english exercise | structured english lecture | structured english teaching guide | structured english video lecture | structured english | structured system analysis example | structured system analysis exercise | structured system analysis lecture | structured system analysis practical | structured system analysis reading material | structured system analysis task guide | structured system analysis teaching guide | structured system analysis video lecture | structured system analysis | structured systems analysis example | structured systems analysis exercise | structured systems analysis lecture | structured systems analysis practical | structured systems analysis reading material | structured systems analysis task guide | structured systems analysis teaching guide | structured systems analysis video lecture | structured systems analysis | structured walkthroughs reading material | system analysis example | system analysis exercise | system analysis lecture | system analysis practical | system analysis reading material | system analysis task guide | system analysis teaching guide | system analysis video lecture | system analysis | systems analysis example | systems analysis exercise | systems analysis lecture | systems analysis practical | systems analysis reading material | systems analysis task guide | systems analysis teaching guide | systems analysis video lecture | systems analysis | techniques in methods lecture | techniques in methods teaching guide | techniques in methods | uml | univeral modelling language lecture | univeral modelling language | universal modeling language lecture | universal modeling language | current logical dfds video lecture | current logical dfds | exploding dfds example | exploding dfds exercise | exploding dfds reading material | exploding dfds teaching guide | exploding dfds | levelling dfds example | levelling dfds exercise | levelling dfds reading material | levelling dfds teaching guide | levelling dfds | required logical dfds video lecture | required logical dfds | uml lecture | Computer science | I100

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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15.764 The Theory of Operations Management (MIT) 15.764 The Theory of Operations Management (MIT)

Description

The doctoral seminar 15.764 focuses on theoretical work for studying operations planning and control problems. This term's special topic, "Customer-Driven Operations," considers how a number of companies have succeeded in focusing their operation systems on the customer. The class reviews the quantitative models and theoretical tools underlying some of the customer-driven operational practices of these cutting-edge companies. Students will read and present research papers on topics such as distribution systems, short life-cycle product management, and forecast evolution models. This MIT OpenCourseWare site is dedicated to the memory of Bhuwan Singh, a member of the class. The doctoral seminar 15.764 focuses on theoretical work for studying operations planning and control problems. This term's special topic, "Customer-Driven Operations," considers how a number of companies have succeeded in focusing their operation systems on the customer. The class reviews the quantitative models and theoretical tools underlying some of the customer-driven operational practices of these cutting-edge companies. Students will read and present research papers on topics such as distribution systems, short life-cycle product management, and forecast evolution models. This MIT OpenCourseWare site is dedicated to the memory of Bhuwan Singh, a member of the class.

Subjects

operations management | operations management | customer-focused operation systems | customer-focused operation systems | customer focus | customer focus | direct-to-consumer business model | direct-to-consumer business model | life-cycle management | life-cycle management | customer-driven operations | customer-driven operations | operational practices | operational practices | distribution systems | distribution systems | customer choice models | customer choice models | assemble-to-order production systems | assemble-to-order production systems | customer service centers | customer service centers | forecast evolution models | forecast evolution models | warehouse systems | warehouse systems | inventory policies | inventory policies | procurement | procurement | managing customer relationships | managing customer relationships | consumer behavior | consumer behavior | short life-cycle production management | short life-cycle production 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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15.874 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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1.040 Project Management (MIT) 1.040 Project Management (MIT)

Description

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

Subjects

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

License

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

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

Description

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

Subjects

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

License

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

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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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15.402 Finance Theory II (MIT) 15.402 Finance Theory II (MIT)

Description

The objective of this course is to learn the financial tools needed to make good business decisions. The course presents the basic insights of corporate finance theory, but emphasizes the application of theory to real business decisions. Each session involves class discussion, some centered on lectures and others around business cases. The objective of this course is to learn the financial tools needed to make good business decisions. The course presents the basic insights of corporate finance theory, but emphasizes the application of theory to real business decisions. Each session involves class discussion, some centered on lectures and others around business cases.

Subjects

business decisions | business decisions | capital structure | capital structure | financial | financial | corporate finance | corporate finance | corporate strategy | corporate strategy | debt | debt | equity | equity | company valuation | company valuation | cash flow | cash flow | investment projects | investment projects | risk management | risk management | corporate governance | corporate governance | financial management | financial management | financial statements | financial statements | financial analysis | financial analysis | finance | finance | theory | theory | corporate | corporate | management | management | capital | capital | investment | investment | decisions | decisions | security | security | dividend | dividend | policy | policy | optimal | optimal | structure | structure | hedging | hedging | risk | risk | futures | futures | markets | markets | options | options | real options | real options | analysis | analysis | cases | cases | business | business | project | project | company | company | valuation | valuation | financing | financing | investments | investments | governance | governance | statements | statements

License

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

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

Description

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

Subjects

engineering management | engineering management | financial principles | financial principles | innovation in management | innovation in management | technology strategy | technology strategy | management practices | management practices | project planning | project planning | technical strategy | technical strategy

License

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

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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.

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 | the impact of globalization | 1.223 | 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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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.

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 | the impact of globalization | 1.223 | 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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DATUM for Health: Research data management training for health studies

Description

The DATUM for Health training programme is aimed at postgraduate research (i.e. doctoral) students (PGR) in health studies, including those whose PhD has a health focus but who are not necessarily registered in a school/faculty of health/medicine (e.g. in psychology, social sciences). The programme covers both generic and discipline-specific issues, focussing on the management of qualitative, unstructured data, and is suitable for students at any stage of their PhD. It aims to provide PGR students with the knowledge to manage their research data at every stage in the data lifecycle, from its creation to its final storage or destruction. Students learn how to use their data more effectively and efficiently, how to store and destroy it securely, and how to make it available to a wider audien

Subjects

research | researchers | research data | research data management | research data management training | data management | data management training | organising research data | organising data | study skills | research skills | health | medicine | doctoral students | postgraduate research students | qualitative data | unstructured data | data curation | data curation lifecycle | pgr students | phd students | datum | datum for health | data | health data | curation research data | data organisation | organisation research data | rdm | jisc research data management training materials | jisc rdmtrain | RDMTrain

License

Attribution-NonCommercial-ShareAlike 3.0 Unported Attribution-NonCommercial-ShareAlike 3.0 Unported http://creativecommons.org/licenses/by-nc-sa/3.0/ http://creativecommons.org/licenses/by-nc-sa/3.0/

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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

Subjects

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

License

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

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EC.716 D-Lab: Waste (MIT) EC.716 D-Lab: Waste (MIT)

Description

This introductory course will provide you with a multidisciplinary approach to managing waste in low- and middle-income countries, with strategies that diminish greenhouse gas emissions and provide enterprise opportunities for marginalized populations. You will focus on understanding some of the multiple dimensions of waste generation and management. Topics are presented in real contexts through case studies, field visits, civic engagement and research, and include consumer culture, waste streams, waste management, entrepreneurship and innovation on waste, technology evaluation, downcycling / upcycling, Life Cycle Analysis and waste assessment. Labs include building low-cost, small scale technology, field trips to waste-related institutions and businesses, art workshops and e-waste scrappi This introductory course will provide you with a multidisciplinary approach to managing waste in low- and middle-income countries, with strategies that diminish greenhouse gas emissions and provide enterprise opportunities for marginalized populations. You will focus on understanding some of the multiple dimensions of waste generation and management. Topics are presented in real contexts through case studies, field visits, civic engagement and research, and include consumer culture, waste streams, waste management, entrepreneurship and innovation on waste, technology evaluation, downcycling / upcycling, Life Cycle Analysis and waste assessment. Labs include building low-cost, small scale technology, field trips to waste-related institutions and businesses, art workshops and e-waste scrappi

Subjects

d-lab | d-lab | waste | waste | global waste systems | global waste systems | waste-pickers | waste-pickers | waste generation | waste generation | waste management | waste management | consumer culture | consumer culture | waste streams | waste streams | innovation | innovation | downcycling | downcycling | upcycling | upcycling | waste assessment | waste assessment | e-waste | e-waste | city planning | city planning | integrated waste management | integrated waste management | environment | environment | recycling | recycling | technology | 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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