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15.322 Leading Organizations II (MIT) 15.322 Leading Organizations II (MIT)

Description

Through lectures, discussions, and class exercises, 15.322 analyzes the human processes underlying organizational behavior and change. The class makes students aware of the challenge of organizational change and equips them to better handle it. There are many psychological and sociological phenomena that regularly occur in organizations, though many of these forces are difficult to see. The aim is to increase the students' understanding of these forces – in themselves and in others – so they become more visible and manageable. The prerequisite for this course is 15.321, Leading Organizations I. Through lectures, discussions, and class exercises, 15.322 analyzes the human processes underlying organizational behavior and change. The class makes students aware of the challenge of organizational change and equips them to better handle it. There are many psychological and sociological phenomena that regularly occur in organizations, though many of these forces are difficult to see. The aim is to increase the students' understanding of these forces – in themselves and in others – so they become more visible and manageable. The prerequisite for this course is 15.321, Leading Organizations I.

Subjects

organizational change | organizational change | managerial styles | managerial styles | leaders | leaders | coping with change | coping with change | psychology | psychology | sociology | sociology | employee behavior | employee behavior | strategic design | strategic design | political perspective;cultural perspective | political perspective;cultural perspective | three lenses | three lenses | politics | politics | learning styles | learning styles | career anchors | career anchors | career choices | career choices | organizationalanalysis | organizationalanalysis | group process | group process | process consultation | process consultation | salary;reward systems | salary;reward systems | incentives | incentives | business culture | business culture | political perspective | political perspective | salary | salary | reward systems | reward systems | organizational analysis | organizational analysis | cultural perspective | cultural perspective | organizational behavior | organizational behavior | human processes | human processes | leadership | leadership | cultural perspectives | cultural perspectives | change management | change 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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15.668 People and Organizations (MIT) 15.668 People and Organizations (MIT)

Description

This course examines the historical evolution and current human and organizational contexts in which scientists, engineers and other professionals work. It outlines today's major challenges facing the management profession and uses interactive exercises, simulations and problems to develop critical skills in negotiations, teamwork and leadership. It also introduces concepts and tools to analyze work and leadership experiences in optional undergraduate fieldwork projects. This course examines the historical evolution and current human and organizational contexts in which scientists, engineers and other professionals work. It outlines today's major challenges facing the management profession and uses interactive exercises, simulations and problems to develop critical skills in negotiations, teamwork and leadership. It also introduces concepts and tools to analyze work and leadership experiences in optional undergraduate fieldwork projects.

Subjects

people | people | organizations | organizations | professionals | professionals | managers | managers | leadership | leadership | leadership exercises | leadership exercises | negotiation | negotiation | teamwork | teamwork | simulations | simulations | management | management | organizational change | organizational change | multi-party negotiations | multi-party negotiations | new recruit negotiations | new recruit negotiations | shareholders | shareholders | corporations | corporations | work and careers | work and careers | organizational analysis | organizational analysis | organizational politics | organizational politics

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

Description

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

Subjects

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

License

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

Description

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

Subjects

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

License

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

Description

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

Subjects

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

License

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17.950 Understanding Modern Military Operations (MIT) 17.950 Understanding Modern Military Operations (MIT)

Description

A proper understanding of modern military operations requires a prior understanding of both the material side of war, including especially weapon, sensor, communication, and information processing technologies, and the human or organizational side of war, including especially military doctrine, which is an institutionalized vision within military organizations that predicts how the material tools of war will be wielded on future battlefields. Military doctrine makes assumptions about the nature of future battlefields, and determines what the division of labor on those battlefields will be between different military tools. Doctrine also therefore determines the organizational hierarchy among the various branches of the military which wield those tools. Thus, one way to think of the relation A proper understanding of modern military operations requires a prior understanding of both the material side of war, including especially weapon, sensor, communication, and information processing technologies, and the human or organizational side of war, including especially military doctrine, which is an institutionalized vision within military organizations that predicts how the material tools of war will be wielded on future battlefields. Military doctrine makes assumptions about the nature of future battlefields, and determines what the division of labor on those battlefields will be between different military tools. Doctrine also therefore determines the organizational hierarchy among the various branches of the military which wield those tools. Thus, one way to think of the relation

Subjects

Political science | Political science | military | military | modern | modern | operations | operations | material | material | war | war | weapon | weapon | sensor | sensor | communication | communication | information processing | information processing | technologies | technologies | human | human | organizational | organizational | doctrine | doctrine | future | future | battlefields | battlefields | organizational hierarchy | organizational hierarchy | branches. | branches. | branches | branches

License

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

Description

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

Subjects

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

License

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

Description

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

Subjects

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

License

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

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15.668 People and Organizations (MIT) 15.668 People and Organizations (MIT)

Description

15.668 People and Organizations examines the historical evolution and current human and organizational contexts in which scientists, engineers and other professionals work. It outlines today's major challenges facing the management profession. The course uses interactive exercises, simulations and problems to develop critical skills in negotiations, teamwork and leadership. Students will be introduced to concepts and tools to analyze work and leadership experiences in optional undergraduate fieldwork projects. 15.668 People and Organizations examines the historical evolution and current human and organizational contexts in which scientists, engineers and other professionals work. It outlines today's major challenges facing the management profession. The course uses interactive exercises, simulations and problems to develop critical skills in negotiations, teamwork and leadership. Students will be introduced to concepts and tools to analyze work and leadership experiences in optional undergraduate fieldwork projects.

Subjects

organizations | organizations | organizational analysis | organizational analysis | teamwork | teamwork | organizational structure | organizational structure | negotiations | negotiations | simulations | simulations | recruitment negotiations | recruitment negotiations | leadership | leadership | managers | managers | innovation | innovation | corporate responsibility | corporate responsibility

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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15.912 Technology Strategy (MIT) 15.912 Technology Strategy (MIT)

Description

This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout the course is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of organizational capabilities. This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can provide the framework for deciding which technologies to invest in, how to structure those investments and how to anticipate and respond to the behavior of competitors, suppliers, a This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout the course is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of organizational capabilities. This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can provide the framework for deciding which technologies to invest in, how to structure those investments and how to anticipate and respond to the behavior of competitors, suppliers, a

Subjects

disruptive technology | disruptive technology | strategy | strategy | models | models | analysis | analysis | competition | competition | change | change | organizational competence | organizational competence | vertical integration | vertical integration | S-curves | S-curves | organizational strategy | organizational strategy | market evolution | market evolution | market dynamics | market dynamics | simple rules | simple rules | worse before better | worse before better | standards | standards | tipping | tipping | complementary assets | complementary assets | capturing value | capturing value | value chain | value chain | network effects | network effects | market share | market share | innovation | innovation

License

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15.341 Individuals, Groups, and Organizations (MIT) 15.341 Individuals, Groups, and Organizations (MIT)

Description

This class develops basic concepts for understanding individual, group, and organizational behavior through the critical analysis of important works in the field. Among the areas covered are: individual affect and cognition; group process and performance; and organizational culture and adaptation. The class also emphasizes the use of behavioral science concepts for stimulating new and useful organizational behavior research. This class develops basic concepts for understanding individual, group, and organizational behavior through the critical analysis of important works in the field. Among the areas covered are: individual affect and cognition; group process and performance; and organizational culture and adaptation. The class also emphasizes the use of behavioral science concepts for stimulating new and useful organizational behavior research.

Subjects

individuals | individuals | groups | groups | organizations | organizations | individual | individual | group and organizational behavior | group and organizational behavior | individual affect and cognition | individual affect and cognition | group process and performance | group process and performance | organizational culture and adaptation | organizational culture and adaptation | behavioral science | behavioral science

License

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

Description

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

Subjects

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

License

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17.950 Understanding Military Operations (MIT) 17.950 Understanding Military Operations (MIT)

Description

A proper understanding of modern military operations requires a prior understanding of both the material side of war, and the human or organizational side of war. This seminar will break apart selected past, current, and future sea, air, space, and land battlefields into their constituent parts and look at the interaction in each of those warfare areas between existing military doctrine and weapons, sensors, communications, and information processing technologies. It will specifically seek to explore how technological development, whether innovative or stagnant, is influenced in each warfare area by military doctrine. A proper understanding of modern military operations requires a prior understanding of both the material side of war, and the human or organizational side of war. This seminar will break apart selected past, current, and future sea, air, space, and land battlefields into their constituent parts and look at the interaction in each of those warfare areas between existing military doctrine and weapons, sensors, communications, and information processing technologies. It will specifically seek to explore how technological development, whether innovative or stagnant, is influenced in each warfare area by military doctrine.

Subjects

Political science | Political science | military | military | modern | modern | operations | operations | material | material | war | war | weapon | weapon | sensor | sensor | communication | communication | information processing | information processing | technologies | technologies | human | human | organizational | organizational | doctrine | doctrine | future | future | battlefields | battlefields | organizational hierarchy | organizational hierarchy | branches | branches

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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15.322 Leading Organizations II (MIT)

Description

Through lectures, discussions, and class exercises, 15.322 analyzes the human processes underlying organizational behavior and change. The class makes students aware of the challenge of organizational change and equips them to better handle it. There are many psychological and sociological phenomena that regularly occur in organizations, though many of these forces are difficult to see. The aim is to increase the students' understanding of these forces – in themselves and in others – so they become more visible and manageable. The prerequisite for this course is 15.321, Leading Organizations I.

Subjects

organizational change | managerial styles | leaders | coping with change | psychology | sociology | employee behavior | strategic design | political perspective;cultural perspective | three lenses | politics | learning styles | career anchors | career choices | organizationalanalysis | group process | process consultation | salary;reward systems | incentives | business culture | political perspective | salary | reward systems | organizational analysis | cultural perspective | organizational behavior | human processes | leadership | cultural perspectives | change 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 https://ocw.mit.edu/terms/index.htm

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15.328 Team Project (MIT) 15.328 Team Project (MIT)

Description

The Team Project has the goals of (1) developing teamwork and leadership skills and (2) learning from the analysis of a change initiative in a real-world company using concepts from other core courses. This class has no regular class schedule or weekly readings. Almost everything is oriented around your team and your project, with only a few deadlines. Each team is responsible for analyzing a recent, ongoing, or anticipated initiative at a real company. Examples might be a strategic reorientation, organizational restructuring, introduction of a new technology, or worker participation program. This course is closely integrated with other MBA core classes: readings are assigned through Organizational Processes (15.311) and oral presentations are given in Communication for Managers (15.2 The Team Project has the goals of (1) developing teamwork and leadership skills and (2) learning from the analysis of a change initiative in a real-world company using concepts from other core courses. This class has no regular class schedule or weekly readings. Almost everything is oriented around your team and your project, with only a few deadlines. Each team is responsible for analyzing a recent, ongoing, or anticipated initiative at a real company. Examples might be a strategic reorientation, organizational restructuring, introduction of a new technology, or worker participation program. This course is closely integrated with other MBA core classes: readings are assigned through Organizational Processes (15.311) and oral presentations are given in Communication for Managers (15.2

Subjects

organizational process | organizational process | communications | communications | teamwork | teamwork | company culture | company culture | business analysis | business analysis | team building | team building | business communication | business communication | leadership skills | leadership skills | analysis of a change initiative | analysis of a change initiative | team goals | team goals | corporate project | corporate project | non-profit project | non-profit project | change initiative | change initiative | strategic reorientation | strategic reorientation | organizational restructuring | organizational restructuring | worker participation program | worker participation program

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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15.668 People and Organizations (MIT)

Description

This course examines the historical evolution and current human and organizational contexts in which scientists, engineers and other professionals work. It outlines today's major challenges facing the management profession and uses interactive exercises, simulations and problems to develop critical skills in negotiations, teamwork and leadership. It also introduces concepts and tools to analyze work and leadership experiences in optional undergraduate fieldwork projects.

Subjects

people | organizations | professionals | managers | leadership | leadership exercises | negotiation | teamwork | simulations | management | organizational change | multi-party negotiations | new recruit negotiations | shareholders | corporations | work and careers | organizational analysis | organizational politics

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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15.311 Organizational Processes (MIT)

Description

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

Subjects

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

License

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

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15.311 Organizational Processes (MIT)

Description

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

Subjects

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

License

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

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21W.780 Communicating in Technical Organizations (MIT) 21W.780 Communicating in Technical Organizations (MIT)

Description

This class offers students an opportunity to experiment with various forms and practices of cellphone communication and, most importantly, to propose and develop a semester-long project using advanced A780 cellphones donated by Motorola along with access to J2ME™ source code for programming cellphone applications. Class size is limited. Students in small collaborative groups will propose, implement and report on a semester-long project. This class offers students an opportunity to experiment with various forms and practices of cellphone communication and, most importantly, to propose and develop a semester-long project using advanced A780 cellphones donated by Motorola along with access to J2ME™ source code for programming cellphone applications. Class size is limited. Students in small collaborative groups will propose, implement and report on a semester-long project.

Subjects

communication | communication | contemporary engineering and science professional | contemporary engineering and science professional | analyzing how composition and publication contribute to work management and knowledge production | analyzing how composition and publication contribute to work management and knowledge production | writing specific kinds of documents in a clear style | writing specific kinds of documents in a clear style | communication as organizational process | communication as organizational process | electronic modes such as e-mail and the Internet | electronic modes such as e-mail and the Internet | the informational and social roles of specific document forms | the informational and social roles of specific document forms | writing as collaboration | writing as collaboration | the writing process | the writing process | the elements of style | the elements of style | methods of oral presentation | and communication ethics | methods of oral presentation | and communication ethics | case studies | case studies | writing assignments | writing assignments | oral presentation | oral presentation | methods of oral presentation | and communication ethics | methods of oral presentation | and communication ethics

License

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

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14.282 Organizational Economics (MIT)

Description

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

Subjects

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

License

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

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

Description

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

Subjects

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

License

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

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ESD.801 Leadership Development (MIT) ESD.801 Leadership Development (MIT)

Description

Students work in a seminar environment to enhance their leadership capabilities. An initial Leadership Laboratory Outward Bound experience builds trust, teamwork and communications. Readings and assignments emphasize the characteristics of effective leadership. Distinguished leaders participate in the "Leadership Lunch" story-telling series to share their experiences and to provide recommendations. Discussions help explore and further probe leadership development. The learning experience culminates in a personal leadership plan. Students work in a seminar environment to enhance their leadership capabilities. An initial Leadership Laboratory Outward Bound experience builds trust, teamwork and communications. Readings and assignments emphasize the characteristics of effective leadership. Distinguished leaders participate in the "Leadership Lunch" story-telling series to share their experiences and to provide recommendations. Discussions help explore and further probe leadership development. The learning experience culminates in a personal leadership plan.

Subjects

leadership | leadership | science policy | science policy | technology policy | technology policy | personal development | personal development | science education | science education | communication | communication | visioning | visioning | organizational management | organizational management | elevator speech | elevator speech | DISC personal assessment | DISC personal assessment | behavior assessment | behavior assessment

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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15.912 Technology Strategy (MIT) 15.912 Technology Strategy (MIT)

Description

This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of internal firm capabilities. The course covers much of the same conceptual material as 15.351 and 15.393, and students should not take 15.912 if they have taken (or intend to take) either alternative.This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can prov This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of internal firm capabilities. The course covers much of the same conceptual material as 15.351 and 15.393, and students should not take 15.912 if they have taken (or intend to take) either alternative.This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can prov

Subjects

disruptive technology | disruptive technology | strategy | strategy | models | models | analysis | analysis | competition | competition | change | change | organizational competence | organizational competence | vertical integration | vertical integration

License

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

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

Description

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

Subjects

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

License

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15.328 Team Project (MIT)

Description

The Team Project has the goals of (1) developing teamwork and leadership skills and (2) learning from the analysis of a change initiative in a real-world company using concepts from other core courses. This class has no regular class schedule or weekly readings. Almost everything is oriented around your team and your project, with only a few deadlines. Each team is responsible for analyzing a recent, ongoing, or anticipated initiative at a real company. Examples might be a strategic reorientation, organizational restructuring, introduction of a new technology, or worker participation program. This course is closely integrated with other MBA core classes: readings are assigned through Organizational Processes (15.311) and oral presentations are given in Communication for Managers (15.2

Subjects

organizational process | communications | teamwork | company culture | business analysis | team building | business communication | leadership skills | analysis of a change initiative | team goals | corporate project | non-profit project | change initiative | strategic reorientation | organizational restructuring | worker participation program

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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