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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

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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EC.721 Wheelchair Design in Developing Countries (MIT) EC.721 Wheelchair Design in Developing Countries (MIT)

Description

Includes audio/video content: AV special element video. According to the United States Agency for International Development, 20 million people in developing countries require wheelchairs, and the United Nations Development Programme estimates below 1% of their need is being met in Africa by local production. Wheelchair Design in Developing Countries (WDDC) gives students the chance to better the lives of others by improving wheelchairs and tricycles made in the developing world. Lectures will focus on understanding local factors, such as operating environments, social stigmas against the disabled, and manufacturing constraints, and then applying sound scientific/engineering knowledge to develop appropriate technical solutions. Multidisciplinary student teams will conduct term-long projects Includes audio/video content: AV special element video. According to the United States Agency for International Development, 20 million people in developing countries require wheelchairs, and the United Nations Development Programme estimates below 1% of their need is being met in Africa by local production. Wheelchair Design in Developing Countries (WDDC) gives students the chance to better the lives of others by improving wheelchairs and tricycles made in the developing world. Lectures will focus on understanding local factors, such as operating environments, social stigmas against the disabled, and manufacturing constraints, and then applying sound scientific/engineering knowledge to develop appropriate technical solutions. Multidisciplinary student teams will conduct term-long projects

Subjects

appropriate technology | appropriate technology | engineering | engineering | local production | local production | third world | third world | disabled | disabled | disability | disability | assistive technology | assistive technology | human power | human power | Africa | Africa | Tanzania | Tanzania | Zambia | Zambia | Kenya | Kenya | handicap | handicap | handicapped | handicapped | poverty | poverty | rural | rural | discrimination | discrimination | orthopedic | orthopedic | mobility | mobility | tricycle | tricycle | handcycle | handcycle | product design | product design | business plan | business plan | ergonomics | ergonomics | manufacturing | manufacturing | stakeholder | stakeholder | service learning | service learning

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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4.163J Urban Design Studio: Providence (MIT) 4.163J Urban Design Studio: Providence (MIT)

Description

This studio discusses in great detail the design of urban environments, specifically in Providence, RI. It will propose strategies for change in large areas of cities, to be developed over time, involving different actors. Fitting forms into natural, man-made, historical, and cultural contexts; enabling desirable activity patterns; conceptualizing built form; providing infrastructure and service systems; guiding the sensory character of development: all are topics covered in the studio. The course integrates architecture and planning students in joint work and requires individual designs and planning guidelines as a final product. This studio discusses in great detail the design of urban environments, specifically in Providence, RI. It will propose strategies for change in large areas of cities, to be developed over time, involving different actors. Fitting forms into natural, man-made, historical, and cultural contexts; enabling desirable activity patterns; conceptualizing built form; providing infrastructure and service systems; guiding the sensory character of development: all are topics covered in the studio. The course integrates architecture and planning students in joint work and requires individual designs and planning guidelines as a final product.

Subjects

urban planning | urban planning | community | community | stakeholders | stakeholders | development | development | urban growth | urban growth | Providence | Providence | Rhode Island | Rhode Island | institutional mechanisms | institutional mechanisms | housing | housing | waterfront | waterfront | port | port | built form | built form | public space | public space | landscape | landscape | path and access systems | path and access systems | parking | parking | density | density | activity location and intensity | activity location and intensity | planning | planning | finance | finance | public/private partnerships | public/private partnerships | parcelization | parcelization | phasing | phasing | multi-disciplinary teams | multi-disciplinary teams | 4.163 | 4.163 | 11.332 | 11.332

License

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Assessing Stakeholders - Mini Lecture

Description

• Learn a technique for Interest Mapping

Subjects

stakeholder analysis | stakeholders | interest mapping | negotiation | employability | ukoer | administrative studies | N000

License

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

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11.362 Environmental Management Practicum: Brownfield Redevelopment (MIT) 11.362 Environmental Management Practicum: Brownfield Redevelopment (MIT)

Description

Through site-specific client-based work, this course will allow students to materially contribute to redevelopment decision-making regarding a former inner-city industrial site. The course will focus on generating and analyzing pragmatic redevelopment scenarios given the issues of brownfields and environmental contamination, community preferences, regulatory constraints and economic realities. The course is designed along two parallel and mutually reinforcing educational tracks: Field learning and classroom reflection, with ample time built into the schedule for both. As the course will focus on an actual site, there will be a sizeable portion of student time spent on location and in the surrounding community. Through site-specific client-based work, this course will allow students to materially contribute to redevelopment decision-making regarding a former inner-city industrial site. The course will focus on generating and analyzing pragmatic redevelopment scenarios given the issues of brownfields and environmental contamination, community preferences, regulatory constraints and economic realities. The course is designed along two parallel and mutually reinforcing educational tracks: Field learning and classroom reflection, with ample time built into the schedule for both. As the course will focus on an actual site, there will be a sizeable portion of student time spent on location and in the surrounding community.

Subjects

redevelopment | redevelopment | brownfields | brownfields | environmental contamination | environmental contamination | communities | communities | regulatory constraints | regulatory constraints | economics | economics | community-based planning | community-based planning | stakeholder interviews | stakeholder interviews | project assessment | project assessment | Boston | Boston | Dorchester | Dorchester | transit jobs | transit jobs | housing | housing | physical design | physical 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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11.011 The Art and Science of Negotiation (MIT) 11.011 The Art and Science of Negotiation (MIT)

Description

This course provides an introduction to bargaining and negotiation in public, business, and legal settings. It combines a "hands-on" skill-building orientation with a look at pertinent social theory. Strategy, communications, ethics, and institutional influences are examined as they influence the ability of actors to analyze problems, negotiate agreements, and resolve disputes in social, organizational, and political circumstances characterized by interdependent interests. This course provides an introduction to bargaining and negotiation in public, business, and legal settings. It combines a "hands-on" skill-building orientation with a look at pertinent social theory. Strategy, communications, ethics, and institutional influences are examined as they influence the ability of actors to analyze problems, negotiate agreements, and resolve disputes in social, organizational, and political circumstances characterized by interdependent interests.

Subjects

negotiation | negotiation | bargaining | bargaining | conflict | conflict | strategy | strategy | choice | choice | strategic interaction | strategic interaction | mutual gains | mutual gains | cooperation | cooperation | problem solving | problem solving | interests | interests | stakeholders | stakeholders | listening; trust | listening; trust | communication | communication | perspective taking | perspective taking | escalation | escalation | psychological processes | psychological processes | coalitions | coalitions | listening | listening | trust | trust

License

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

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ESD.S43 Green Supply Chain Management (MIT) ESD.S43 Green Supply Chain Management (MIT)

Description

Includes audio/video content: AV selected lectures. The half-semester graduate course in Green Supply Chain Management will focus on the fundamental strategies, tools and techniques required to analyze and design environmentally sustainable supply chain systems. Topics covered include: Closed-loop supply chains, reverse logistics systems, carbon footprinting, life-cycle analysis and supply chain sustainability strategy.Class sessions will combine presentations, case discussions and guest speakers. All students will work on a course-long team project that critically evaluates the environmental supply chain strategy of an industry or a publicly traded company. Grades will be based on class participation, case study assignments and the team project. Includes audio/video content: AV selected lectures. The half-semester graduate course in Green Supply Chain Management will focus on the fundamental strategies, tools and techniques required to analyze and design environmentally sustainable supply chain systems. Topics covered include: Closed-loop supply chains, reverse logistics systems, carbon footprinting, life-cycle analysis and supply chain sustainability strategy.Class sessions will combine presentations, case discussions and guest speakers. All students will work on a course-long team project that critically evaluates the environmental supply chain strategy of an industry or a publicly traded company. Grades will be based on class participation, case study assignments and the team project.

Subjects

supply chain management | supply chain management | Carbon footprint | Carbon footprint | life cycle analysis | life cycle analysis | environmental policy | environmental policy | environmentally sustainable supply chain systems | environmentally sustainable supply chain systems | reverse logistics systems | reverse logistics systems | supply chain sustainability strategy | supply chain sustainability strategy | multi-stakeholder engagements | multi-stakeholder engagements | green supply chain strategy | green supply chain strategy | Carbon Disclosure Project | Carbon Disclosure Project

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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11.002J Fundamentals of Public Policy (MIT) 11.002J Fundamentals of Public Policy (MIT)

Description

Fundamentals of Public Policy is an introductory course that explores policy-making as both a problem-solving process and a political process. We look at policy-making from the perspective of different focal actors and institutions, including: administrative agencies, legislators, the courts, the mass public, interest groups, and the media. We examine the interplay between policy development and institutions, and review normative and empirical models of policy-making. Exploring these issues will require us to address questions like: How and why does something come to be seen as a "public problem" requiring a governmental response, while others fail to get attention? Why do we need public policies? What determines the content and nature of public policies? Who decides public polic Fundamentals of Public Policy is an introductory course that explores policy-making as both a problem-solving process and a political process. We look at policy-making from the perspective of different focal actors and institutions, including: administrative agencies, legislators, the courts, the mass public, interest groups, and the media. We examine the interplay between policy development and institutions, and review normative and empirical models of policy-making. Exploring these issues will require us to address questions like: How and why does something come to be seen as a "public problem" requiring a governmental response, while others fail to get attention? Why do we need public policies? What determines the content and nature of public policies? Who decides public polic

Subjects

policymaking | policymaking | problem-solving process | problem-solving process | political process | political process | administrative agencies | administrative agencies | legislators | legislators | the courts | the courts | the mass public | the mass public | interest groups | interest groups | media | media | policy development | policy development | empirical models | empirical models | legislative | legislative | judicial | judicial | executive | executive | stakeholders | stakeholders | public decision making | public decision making | 11.002 | 11.002 | 17.30 | 17.30

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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11.002J Fundamentals of Public Policy (MIT) 11.002J Fundamentals of Public Policy (MIT)

Description

Fundamentals of Public Policy is an introductory course that explores policy-making as both a problem-solving process and a political process. We look at policy-making from the perspective of different focal actors and institutions, including: administrative agencies, legislators, the courts, the mass public, interest groups, and the media. We examine the interplay between policy development and institutions, and review normative and empirical models of policy-making. Exploring these issues will require us to address questions like: How and why does something come to be seen as a "public problem" requiring a governmental response, while others fail to get attention? Why do we need public policies? What determines the content and nature of public policies? Who decides public polic Fundamentals of Public Policy is an introductory course that explores policy-making as both a problem-solving process and a political process. We look at policy-making from the perspective of different focal actors and institutions, including: administrative agencies, legislators, the courts, the mass public, interest groups, and the media. We examine the interplay between policy development and institutions, and review normative and empirical models of policy-making. Exploring these issues will require us to address questions like: How and why does something come to be seen as a "public problem" requiring a governmental response, while others fail to get attention? Why do we need public policies? What determines the content and nature of public policies? Who decides public polic

Subjects

policymaking | policymaking | problem-solving process | problem-solving process | political process | political process | administrative agencies | administrative agencies | legislators | legislators | the courts | the courts | the mass public | the mass public | interest groups | interest groups | media | media | policy development | policy development | empirical models | empirical models | legislative | legislative | judicial | judicial | executive | executive | stakeholders | stakeholders | public decision making | public decision making | 11.002 | 11.002 | 17.30 | 17.30

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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SP.722 D-Lab: Development, Design and Dissemination (MIT) SP.722 D-Lab: Development, Design and Dissemination (MIT)

Description

D-Lab: Development, Design and Dissemination is a design studio course in which students work on international development projects for underserved communities. The class is focused on a participatory, iterative prototyping design process, with particular attention on the constraints faced when designing for developing communities. Students work in multidisciplinary teams on term-long projects in collaboration with community partners, field practitioners, and experts in relevant fields. Students will learn about their partner communities through the collaborative design process and be exposed to many hands-on fabrication and prototyping skills relevant to development at MIT and manufacturing in their partner community. The course will consist of hands-on labs, guest speakers, and a gu D-Lab: Development, Design and Dissemination is a design studio course in which students work on international development projects for underserved communities. The class is focused on a participatory, iterative prototyping design process, with particular attention on the constraints faced when designing for developing communities. Students work in multidisciplinary teams on term-long projects in collaboration with community partners, field practitioners, and experts in relevant fields. Students will learn about their partner communities through the collaborative design process and be exposed to many hands-on fabrication and prototyping skills relevant to development at MIT and manufacturing in their partner community. The course will consist of hands-on labs, guest speakers, and a gu

Subjects

development project | development project | appropriate technology | appropriate technology | sustainable development | sustainable development | intermediate technology | intermediate technology | stakeholder analysis | stakeholder analysis | India | India | Brazil | Brazil | Honduras | Honduras | Zambia | Zambia | Lesotho | Lesotho | Nicaragua | Nicaragua | developing country | developing country | international development | international development | third world | third world | energy | energy | charcoal | charcoal | wheelchair | wheelchair | poverty | poverty | water | water | water quality | water quality | safe water | safe water | water treatment | water treatment | health | health | sanitation | sanitation | AIDS | AIDS | solar water disinfection | solar water disinfection

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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11.255 Negotiation and Dispute Resolution in the Public Sector (MIT) 11.255 Negotiation and Dispute Resolution in the Public Sector (MIT)

Description

This course investigates social conflict and distributional disputes in the public sector. While theoretical aspects of conflict are considered, the focus of the class is on the practice of dispute resolution. Comparisons between unassisted and assisted negotiation are reviewed along with the techniques of facilitation and mediation. This course investigates social conflict and distributional disputes in the public sector. While theoretical aspects of conflict are considered, the focus of the class is on the practice of dispute resolution. Comparisons between unassisted and assisted negotiation are reviewed along with the techniques of facilitation and mediation.

Subjects

negotiation | negotiation | public dispute | public dispute | agreement | agreement | dispute resolution | dispute resolution | conflict management | conflict management | consensus | consensus | mutual gains | mutual gains | hard bargaining | hard bargaining | conflict assessment | conflict assessment | stakeholder interest | stakeholder interest | distributive bargaining | distributive bargaining | integrative bargaining | integrative bargaining | coalition builidng | coalition builidng | multi-party negotiation | multi-party negotiation | competition | competition | cooperation | cooperation | facilitation | facilitation | mediation | mediation | dispute systems design | dispute systems design | coalition building | coalition building

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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EC.701J D-Lab I: Development (MIT) EC.701J D-Lab I: Development (MIT)

Description

D-Lab Development addresses issues of technological improvements at the micro level for developing countries—in particular, how the quality of life of low-income households can be improved by adaptation of low cost and sustainable technologies. Discussion of development issues as well as project implementation challenges are addressed through lectures, case studies, guest speakers and laboratory exercises. Students form project teams to partner with mostly local level organizations in developing countries, and formulate plans for an IAP site visit. (Previous field sites include Ghana, Brazil, Honduras and India.) Project team meetings focus on developing specific projects and include cultural, social, political, environmental and economic overviews of the countries and localities to D-Lab Development addresses issues of technological improvements at the micro level for developing countries—in particular, how the quality of life of low-income households can be improved by adaptation of low cost and sustainable technologies. Discussion of development issues as well as project implementation challenges are addressed through lectures, case studies, guest speakers and laboratory exercises. Students form project teams to partner with mostly local level organizations in developing countries, and formulate plans for an IAP site visit. (Previous field sites include Ghana, Brazil, Honduras and India.) Project team meetings focus on developing specific projects and include cultural, social, political, environmental and economic overviews of the countries and localities to

Subjects

EC.701 | EC.701 | 11.025 | 11.025 | 11.472 | 11.472 | development project | development project | appropriate technology | appropriate technology | sustainable development | sustainable development | intermediate technology | intermediate technology | stakeholder analysis | stakeholder analysis | China | China | India | India | Rwanda | Rwanda | Sierra Leone | Sierra Leone | Tanzania | Tanzania | Africa | Africa | developing country | developing country | international development | international development | third world | third world | poverty | poverty | bottom of the pyramid;cooking | bottom of the pyramid;cooking | latrine | latrine | grain mill | grain mill | solar energy | solar energy | stove | stove | energy | energy | charcoal | charcoal | wheelchair | wheelchair | water | water | water quality | water quality | safe water | safe water | water treatment | water treatment | health | health | sanitation | sanitation | World Bank | World Bank | NGO | NGO | United Nations | United Nations | ICT4D | ICT4D | ICT4C | ICT4C | microfinance | microfinance | micro-finance | micro-finance | AIDS | AIDS | HIV | HIV | wind power | wind power | solar power | solar power | biomass | biomass | biodiesel | biodiesel | biogas | biogas | agriculture | agriculture | farming | farming | food | food | green revolution | green revolution | millenium development goals | millenium development goals

License

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

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

Description

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

Subjects

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

License

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Lead and manage change in health and social care Lead and manage change in health and social care

Description

Change is everywhere in health and social care work and can evoke a variety of emotions, from excitement and eager anticipation, to fear and outright hostility. In this free course, How to manage change in health and social care, you will explore the role of managers in the change process and the skills required for managing and leading change in health and social care work. First published on Mon, 15 Feb 2016 as Lead and manage change in health and social care. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 Change is everywhere in health and social care work and can evoke a variety of emotions, from excitement and eager anticipation, to fear and outright hostility. In this free course, How to manage change in health and social care, you will explore the role of managers in the change process and the skills required for managing and leading change in health and social care work. First published on Mon, 15 Feb 2016 as Lead and manage change in health and social care. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Health | Sports & Psychology | Health | Sports & Psychology | Social Care | Social Care | Leadership and Management | Leadership and Management | managing change | managing change | health | health | change process | change process | SWOT analysis | SWOT analysis | stakeholder mapping | stakeholder mapping | K313_1 | K313_1

License

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11.332J Urban Design (MIT) 11.332J Urban Design (MIT)

Description

For many years, Cambridge, MA, as host to two major research universities, has been the scene of debates as to how best to meet the competing expectations of different stakeholders. Where there has been success, it has frequently been the result, at least in part, of inventive urban design proposals and the design and implementation of new institutional arrangements to accomplish those proposals. Where there has been failure it has often been explained by the inability - or unwillingness - of one stakeholder to accept and accommodate the expectations of another. The two most recent fall Urban Design Studios have examined these issues at a larger scale. In 2001 we looked at the possible patterns for growth and change in Cambridge, UK, as triggered by the plans of Cambridge University. And i For many years, Cambridge, MA, as host to two major research universities, has been the scene of debates as to how best to meet the competing expectations of different stakeholders. Where there has been success, it has frequently been the result, at least in part, of inventive urban design proposals and the design and implementation of new institutional arrangements to accomplish those proposals. Where there has been failure it has often been explained by the inability - or unwillingness - of one stakeholder to accept and accommodate the expectations of another. The two most recent fall Urban Design Studios have examined these issues at a larger scale. In 2001 we looked at the possible patterns for growth and change in Cambridge, UK, as triggered by the plans of Cambridge University. And i

Subjects

urban planning | urban planning | community | community | stakeholders | stakeholders | development | development | urban growth | urban growth | MIT | MIT | Cambridge | Cambridge | Cambridgeport | Cambridgeport | institutional mechanisms | institutional mechanisms | housing | housing | universities | universities | built form | built form | public space | public space | landscape | landscape | path and access systems | path and access systems | parking | parking | density | density | activity location and intensity | activity location and intensity | planning | planning | finance | finance | public/private partnerships | public/private partnerships | parcelization | parcelization | phasing | phasing | multi-disciplinary teams | multi-disciplinary teams | town and gown | town and gown | Massachusetts | Massachusetts | research universities | research universities | urban design | urban design | Fort Washington | Fort Washington | urban form | urban form | biotech research industry | biotech research industry | activity location | activity location | activity intensity | activity intensity | access systems | access systems | paths | paths | 11.332 | 11.332 | 4.163 | 4.163

License

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SP.721 D-Lab: Development, Dialogue and Delivery (MIT) SP.721 D-Lab: Development, Dialogue and Delivery (MIT)

Description

D-Lab is a year-long series of courses and field trips. The fall class provides a basic background in international development and appropriate technology through guest speakers, case studies and hands-on exercises. Students will also have the opportunity to participate in an IAP field trip to Haiti, India, Brazil, Honduras, Zambia, Samoa, or Lesotho and continue their work in a spring term design class. As part of the fall class, students will partner with community organizations in these countries and develop plans for the IAP site visit. In addition, students will learn about the culture, language, economics, politics and history of their host country. D-Lab is a year-long series of courses and field trips. The fall class provides a basic background in international development and appropriate technology through guest speakers, case studies and hands-on exercises. Students will also have the opportunity to participate in an IAP field trip to Haiti, India, Brazil, Honduras, Zambia, Samoa, or Lesotho and continue their work in a spring term design class. As part of the fall class, students will partner with community organizations in these countries and develop plans for the IAP site visit. In addition, students will learn about the culture, language, economics, politics and history of their host country.

Subjects

development project | development project | appropriate technology | appropriate technology | sustainable development | sustainable development | intermediate technology | intermediate technology | stakeholder analysis | stakeholder analysis | Haiti | Haiti | India | India | Brazil | Brazil | Honduras | Honduras | Zambia | Zambia | Samoa | Samoa | Lesotho | Lesotho | developing country | developing country | international development | international development | third world | third world | cooking | cooking | latrine | latrine | grain mill | grain mill | solar energy | solar energy | energy | energy | charcoal | charcoal | wheelchair | wheelchair | poverty | poverty | water | water | water quality | water quality | safe water | safe water | water treatment | water treatment | health | health | sanitation | sanitation

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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15.369 Seminar in Corporate Entrepreneurship (MIT) 15.369 Seminar in Corporate Entrepreneurship (MIT)

Description

This course addresses the practical challenges of making an established company entrepreneurial and examines various roles related to corporate entrepreneurship. Outside speakers complement faculty lectures. This course addresses the practical challenges of making an established company entrepreneurial and examines various roles related to corporate entrepreneurship. Outside speakers complement faculty lectures.

Subjects

entrepreneur | entrepreneur | entrepreneurship | entrepreneurship | corporate relations | corporate relations | large firms | large firms | corporate entrepreneurship | corporate entrepreneurship | stakeholders | stakeholders | innovation | innovation | organization | organization | transformation | transformation | profitability | profitability | disruptive technology | disruptive technology | inertia | inertia | accelerating growth | accelerating growth | new ventures | new ventures | open innovation | open innovation | research and development | research and development | new products | new products | new features | new features | ecomagination | ecomagination | clean technologies | clean technologies | internal entrepreneur | internal entrepreneur | firm strategy | firm strategy | startups | startups | venturing tools | venturing tools | venture capital | venture capital | acquisition | acquisition | act-learn-build | act-learn-build

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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16.842 Fundamentals of Systems Engineering (MIT) 16.842 Fundamentals of Systems Engineering (MIT)

Description

General introduction to systems engineering using both the classical V-model and the new Meta approach. Topics include stakeholder analysis, requirements definition, system architecture and concept generation, trade-space exploration and concept selection, design definition and optimization, system integration and interface management, system safety, verification and validation, and commissioning and operations. Discusses the trade-offs between performance, lifecycle cost and system operability. Readings based on systems engineering standards and papers. Students apply the concepts of systems engineering to a cyber-electro-mechanical system, which is subsequently entered into a design competition. Students will prepare a PDR (Preliminary Design Review)-level design intended for the Cansat General introduction to systems engineering using both the classical V-model and the new Meta approach. Topics include stakeholder analysis, requirements definition, system architecture and concept generation, trade-space exploration and concept selection, design definition and optimization, system integration and interface management, system safety, verification and validation, and commissioning and operations. Discusses the trade-offs between performance, lifecycle cost and system operability. Readings based on systems engineering standards and papers. Students apply the concepts of systems engineering to a cyber-electro-mechanical system, which is subsequently entered into a design competition. Students will prepare a PDR (Preliminary Design Review)-level design intended for the Cansat

Subjects

systems engineering | systems engineering | PDR-level design | PDR-level design | Cansat Competition | Cansat Competition | V-model | V-model | META approach | META approach | stakeholder analysis | stakeholder analysis | requirements definition | requirements definition | system architecture and concept generation | system architecture and concept generation | trade-space exploration and concept selection | trade-space exploration and concept selection | design definition and optimization | design definition and optimization | system integration and interface management | system integration and interface management | system safety | system safety

License

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

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16.842 Fundamentals of Systems Engineering (MIT) 16.842 Fundamentals of Systems Engineering (MIT)

Description

This course introduces the principles and methods of Systems Engineering. Lectures follow the "V"-model of Systems Engineering, including needs identification, requirements formulation, concept generation and selection, trade studies, preliminary and detailed design, component and subsystem test and integration as well as functional testing and delivery and operations. Additional concepts such as tradeoffs between performance, cost and system operability will be discussed. Systems Engineering standards and selected journal articles serve as a basis for readings, and individual homework assignments will apply the concepts from class. Both aeronautical and astronautical applications are covered. The class serves as preparation for the systems field exam in the Department of Aeronau This course introduces the principles and methods of Systems Engineering. Lectures follow the "V"-model of Systems Engineering, including needs identification, requirements formulation, concept generation and selection, trade studies, preliminary and detailed design, component and subsystem test and integration as well as functional testing and delivery and operations. Additional concepts such as tradeoffs between performance, cost and system operability will be discussed. Systems Engineering standards and selected journal articles serve as a basis for readings, and individual homework assignments will apply the concepts from class. Both aeronautical and astronautical applications are covered. The class serves as preparation for the systems field exam in the Department of Aeronau

Subjects

fundamentals of systems engineering | fundamentals of systems engineering | stakeholder analysis | stakeholder analysis | requirements definition | requirements definition | system architecture | system architecture | concept generation and selection | concept generation and selection | tradespace exploration | tradespace exploration | multidisciplinary optimization | multidisciplinary optimization | human factors in engineering | human factors in engineering | systems integration | systems integration | verification and validation | verification and validation | system safety | system safety | lifecycle management | lifecycle 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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16.852J Integrating the Lean Enterprise (MIT) 16.852J Integrating the Lean Enterprise (MIT)

Description

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

Subjects

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

License

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

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

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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Successful IT systems Successful IT systems

Description

Information technology (IT) systems are a critical part of our world, in business and the public and voluntary sectors. They are often highly complex and interconnected combinations of technology, organisations and people. Success and failure of IT systems can be seen in many different settings. Many are highly successful; others fail, sometimes spectacularly. This free course focuses on success, to help you understand what is meant by a successful IT system. First published on Tue, 19 Apr 2016 as Successful IT systems. To find out more visit The Open University's Openlearn website. Creative-Commons 2016 Information technology (IT) systems are a critical part of our world, in business and the public and voluntary sectors. They are often highly complex and interconnected combinations of technology, organisations and people. Success and failure of IT systems can be seen in many different settings. Many are highly successful; others fail, sometimes spectacularly. This free course focuses on success, to help you understand what is meant by a successful IT system. First published on Tue, 19 Apr 2016 as Successful IT systems. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Computing and ICT | Computing and ICT | Systems (Computer) | Systems (Computer) | Information and Communication Technologies | Information and Communication Technologies | TM353_1 | TM353_1 | systems thinking | systems thinking | information technology (IT) | information technology (IT) | success | success | failure | failure | stakeholders | stakeholders

License

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

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