Searching for stakeholders : 35 results found | RSS Feed for this search

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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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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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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

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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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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

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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11.332J 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

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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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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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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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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Introducing the voluntary sector

Description

This free course, Introducing the voluntary sector, will guide you through some of the distinctive features and values of the voluntary sector, how organisations are funded and involve volunteers and other ?stakeholders? in their work. It will also provide you with knowledge and skills you can apply to your own work or volunteering as well as your everyday life. First published on Fri, 05 May 2017 as Introducing the voluntary sector. To find out more visit The Open University's Openlearn website. Creative-Commons 2017

Subjects

Money & Business | Skills for work: Career | OU Award Winner | SWP_1 | voluntary sector | volunteering | stakeholders | values | Empowerment | VOLB_1 | Skills for work: Leadership and management | Skills for work: creative thinking

License

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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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.

Subjects

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

License

Except for third party materials and otherwise stated in the acknowledgement section (see our terms and conditions http://www.open.ac.uk/conditions) this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence. - http://creativecommons.org/licenses/by-nc-sa/4.0 Except for third party materials and otherwise stated in the acknowledgement section (see our terms and conditions http://www.open.ac.uk/conditions) this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence. - http://creativecommons.org/licenses/by-nc-sa/4.0

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Systems practice: Managing sustainability

Description

This free course, Systems practice: Managing sustainability, introduces ways in which systems thinking can help support processes of decision making amongst stakeholders with different, often contrasting, perspectives on sustainable development in order to generate purposeful action to improve situations of change and uncertainty. You will learn about systems practice for managing sustainable development, and find out how 'learning systems' are designed for purposeful action in the domain of sustainable development. First published on Thu, 05 May 2016 as Systems practice: Managing sustainability. To find out more visit The Open University's Openlearn website. Creative-Commons 2016

Subjects

Computing & ICT | T306_4 | systems thinking | stakeholders

License

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Systems practice: Managing sustainability

Description

This free course introduces ways in which systems thinking can help support processes of decision making amongst stakeholders with different often contrasting perspectives on sustainable development in order to generate purposeful action to improve situations of change and uncertainty. You will learn about systems practice for managing sustainable development

Subjects

ICT | T306_4 | systems thinking | stakeholders

License

Except for third party materials and otherwise stated in the acknowledgement section (see our terms and conditions http://www.open.ac.uk/conditions) this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence. - http://creativecommons.org/licenses/by-nc-sa/4.0 Except for third party materials and otherwise stated in the acknowledgement section (see our terms and conditions http://www.open.ac.uk/conditions) this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence. - http://creativecommons.org/licenses/by-nc-sa/4.0

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Managing relationships

Description

Do you find fundraising difficult? Are others around you making your role as a fundraiser more difficult than it need be? This unit will help you to understand your role by analysing a variety of issues about the fundraising and the dilemmas and problems that organisations involved in winning resources and support are likely to face.

Subjects

business and management | critical_thinking | customers | fundraising | management | organisations | relationships | resources | stakeholders | Education | X000

License

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

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15.369 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.

Subjects

entrepreneur | entrepreneurship | corporate relations | large firms | corporate entrepreneurship | stakeholders | innovation | organization | transformation | profitability | disruptive technology | inertia | accelerating growth | new ventures | open innovation | research and development | new products | new features | ecomagination | clean technologies | internal entrepreneur | firm strategy | startups | venturing tools | venture capital | acquisition | 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 https://ocw.mit.edu/terms/index.htm

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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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11.002J 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

Subjects

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

Subjects

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

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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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

Subjects

policymaking | problem-solving process | political process | administrative agencies | legislators | the courts | the mass public | interest groups | media | policy development | empirical models | legislative | judicial | executive | stakeholders | public decision making | 11.002 | 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 https://ocw.mit.edu/terms/index.htm

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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

Subjects

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

License

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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.

Subjects

negotiation | bargaining | conflict | strategy | choice | strategic interaction | mutual gains | cooperation | problem solving | interests | stakeholders | listening; trust | communication | perspective taking | escalation | psychological processes | coalitions | listening | 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 https://ocw.mit.edu/terms/index.htm

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Stakeholders

Description

Stakeholders: Introduction with exercises

Subjects

stakeholders | business | studies | analysis | coffee | oxfam | to be completed | Business and Administrative studies | administrative studies | N000

License

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

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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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School business manager: developing the role

Description

There is an ongoing ‘revolution’ in the running of state schools and this is making the position of the school business manager both significant and necessary. Government thinking, together with profound changes in society generally, will affect every institution both in terms of pedagogy and the physical environment, particularly technology and levels of security employed. This unit will look at how you – an existing or aspiring business manager – can work effectively to support school activities and stakeholders, and in particular how you can support and manage aspects of the change agenda in your school to improve teaching and learning outcomes.

Subjects

education | every_child_matters | manager | pedagogy | school | school_admin | school_management | school_stakeholders | Education | X000

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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