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15.874 System Dynamics for Business Policy (MIT) 15.874 System Dynamics for Business Policy (MIT)

Description

15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues. 15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues.

Subjects

system dynamics modeling applied to corporate strategy | system dynamics modeling applied to corporate strategy | simulation models | simulation models | quot; | quot; | management "flight simulators" | management "flight simulators" | high-performance organizations | high-performance organizations | growth strategy | growth strategy | management of technology | management of technology | operations | operations | project management | project management | effective use of modeling in the real world | effective use of modeling in the real world | business strategy | business strategy | system dynamics modeling | system dynamics modeling | corporate strategy | corporate strategy | case studies | case studies | business policies | business policies | visualizations | visualizations | business structures | business structures | microworlds | microworlds | role playing games | role playing games | policy design | policy design

License

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

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15.810 Marketing Management (MIT) 15.810 Marketing Management (MIT)

Description

15.810 Marketing Management is designed to serve as an introduction to the theory and practice of marketing. Students will improve their ability to develop effective marketing strategies and assess market opportunities, as well as design strategy implementation programs. In addition, students will have the opportunity to communicate and defend their recommendations and build upon the recommendations of their peers. We will explore the theory and applications of marketing concepts through a mix of cases, discussions, lectures, guest speakers, individual assignments, and group projects. We will draw materials from a variety of sources and settings including services, consumer and business-to-business products. 15.810 Marketing Management is designed to serve as an introduction to the theory and practice of marketing. Students will improve their ability to develop effective marketing strategies and assess market opportunities, as well as design strategy implementation programs. In addition, students will have the opportunity to communicate and defend their recommendations and build upon the recommendations of their peers. We will explore the theory and applications of marketing concepts through a mix of cases, discussions, lectures, guest speakers, individual assignments, and group projects. We will draw materials from a variety of sources and settings including services, consumer and business-to-business products.

Subjects

marketing | marketing | pricing | pricing | promotion | promotion | product distribution | product distribution | competitive analysis | competitive analysis | EVC-based strategy | EVC-based strategy | International market | International market | market strategy | market strategy

License

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15.965 Technology Strategy for System Design and Management (MIT) 15.965 Technology Strategy for System Design and Management (MIT)

Description

This course provides you with a framework to understand the structure and dynamics of high-tech businesses, together with an approach for their effective strategic management. It is focused on domains in which systems are important, because either or both products are parts of larger and more complex systems, or they are comprised of systems. The domains covered include computing, communications (in particular the mobile and IP domains), consumer electronics, industrial networking, automotive, aerospace and medical devices. The course will be of particular interest to those interested in managing a business in which technology will likely play a major role, and also to those interested in investing in or providing counsel to these businesses. The emphasis throughout is on the development a This course provides you with a framework to understand the structure and dynamics of high-tech businesses, together with an approach for their effective strategic management. It is focused on domains in which systems are important, because either or both products are parts of larger and more complex systems, or they are comprised of systems. The domains covered include computing, communications (in particular the mobile and IP domains), consumer electronics, industrial networking, automotive, aerospace and medical devices. The course will be of particular interest to those interested in managing a business in which technology will likely play a major role, and also to those interested in investing in or providing counsel to these businesses. The emphasis throughout is on the development a

Subjects

innovation | innovation | strategy | strategy | open source | open source | demand opportunity | demand opportunity | technology strategy | technology strategy | life-cycles | life-cycles | product development | product development | business ecosystems | business ecosystems | disruptive technologies | disruptive technologies | standards | standards | marketing | marketing | open innovation | open innovation | system design | system design | value capture | value capture | business implementation | business implementation

License

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

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

Description

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

Subjects

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

License

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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15.874 System Dynamics for Business Policy (MIT)

Description

15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues.

Subjects

system dynamics modeling applied to corporate strategy | simulation models | quot; | management "flight simulators" | high-performance organizations | growth strategy | management of technology | operations | project management | effective use of modeling in the real world | business strategy | system dynamics modeling | corporate strategy | case studies | business policies | visualizations | business structures | microworlds | role playing games | policy design

License

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

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ESD.57 Technology-based Business Transformation (MIT) ESD.57 Technology-based Business Transformation (MIT)

Description

Includes audio/video content: AV selected lectures. This course covers how to leverage major technology advances to significantly transform a business in the marketplace. There is a focus on major issues a business must deal with to transform its technical and market strategies successfully, including the organizational and cultural aspects that often cause such business transformations to fail. Class material draws from concrete experiences of IBM's major transformation in the late 1990s, when it aggressively embraced the Internet and came up with its e-business strategy. Includes audio/video content: AV selected lectures. This course covers how to leverage major technology advances to significantly transform a business in the marketplace. There is a focus on major issues a business must deal with to transform its technical and market strategies successfully, including the organizational and cultural aspects that often cause such business transformations to fail. Class material draws from concrete experiences of IBM's major transformation in the late 1990s, when it aggressively embraced the Internet and came up with its e-business strategy.

Subjects

innovation | innovation | technology | technology | strategy | strategy | business strategy | business strategy | end-user | end-user | market | market | leadership | leadership | organization | organization | disruptive technology | disruptive technology | e-business | e-business | e-commerce | e-commerce | IBM | IBM | 1990s | 1990s | innovator's dilemna | innovator's dilemna | competitiveness | competitiveness | outsourcing | outsourcing

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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15.040 Game Theory for Managers (MIT) 15.040 Game Theory for Managers (MIT)

Description

This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play "games" both within the firm and outside it – with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance a student's ability to think strategically in complex, interactive environments. Knowledge of game theory will give students an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality. This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play "games" both within the firm and outside it – with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance a student's ability to think strategically in complex, interactive environments. Knowledge of game theory will give students an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality.

Subjects

game theory | game theory | strategy games | strategy games | strategic thinking | strategic thinking | business strategy | business strategy | strategic reasoning | strategic reasoning | rationality | rationality | dominant strategies | dominant strategies | first-mover advantage | first-mover advantage | conflict strategies | conflict strategies | strategic substitutes | strategic substitutes | strategic complements | strategic complements | dynamic pricing | dynamic pricing | entering new markets | entering new markets | new market entry | new market entry | brinksmanship | brinksmanship | negotiation | negotiation | negotiating | negotiating | auctions | auctions | auction theory | auction theory | revenue equivalence | revenue equivalence | bidding | bidding | information uncertainty | information uncertainty | risk manipulation | risk manipulation | adverse selection | adverse selection | moral hazard | moral hazard | strategic irrationality | strategic irrationality | prisoner's dilemma | prisoner's dilemma

License

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

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15.874 System Dynamics for Business Policy (MIT)

Description

15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues.

Subjects

system dynamics modeling applied to corporate strategy | simulation models | quot; | management "flight simulators" | high-performance organizations | growth strategy | management of technology | operations | project management | effective use of modeling in the real world | business strategy | system dynamics modeling | corporate strategy | case studies | business policies | visualizations | business structures | microworlds | role playing games | policy design

License

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

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

Description

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

Subjects

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

License

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

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DG0D36 Network Design: Directory Services and Network Infrastructure

Description

This unit is designed to introduce candidates to the issues involved in designing directory services and network infrastructure. It is intended for candidates undertaking an HNC or HND in computing or a related area who require a detailed knowledge of directory services and network infrastructure. 1. Create the conceptual design by gathering and analysing business and technical requirements. 2. Create the logical design for a directory services infrastructure. 3. Create the logical design for a network services infrastructure. 4. Create the physical design for a directory services and network infrastructure.

Subjects

DNS | DG0D 36 | network topology | computer authentication strategy | user authentication strategy | IP address assignment strategy | SCQF Level 9

License

Licensed to colleges in Scotland only Licensed to colleges in Scotland only Except where expressly indicated otherwise on the face of these materials (i) copyright in these materials is owned by the Scottish Qualification Authority (SQA), and (ii) none of these materials may be Used without the express, prior, written consent of the Colleges Open Learning Exchange Group (COLEG) and SQA, except if and to the extent that such Use is permitted under COLEG's conditions of Contribution and Use of Learning Materials through COLEG’s Repository, for the purposes of which these materials are COLEG Materials. Except where expressly indicated otherwise on the face of these materials (i) copyright in these materials is owned by the Scottish Qualification Authority (SQA), and (ii) none of these materials may be Used without the express, prior, written consent of the Colleges Open Learning Exchange Group (COLEG) and SQA, except if and to the extent that such Use is permitted under COLEG's conditions of Contribution and Use of Learning Materials through COLEG’s Repository, for the purposes of which these materials are COLEG Materials. DG0D 36 http://content.resourceshare.ac.uk/xmlui/bitstream/handle/10949/17761/LicenceSQAMaterialsCOLEG.pdf?sequence=1 http://content.resourceshare.ac.uk/xmlui/bitstream/handle/10949/17761/LicenceSQAMaterialsCOLEG.pdf?sequence=1 SQA SQA

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15.818 Pricing (MIT) 15.818 Pricing (MIT)

Description

This course, primarily discussion based, provides a framework for understanding pricing strategies and tactics. Topics covered include pricing in competitive markets, estimating demand, price discrimination, the role of price cues, anticipating competitive responses, pricing in business to business markets, and pricing of new products. Lectures and cases are the primary modes of learning. This course, primarily discussion based, provides a framework for understanding pricing strategies and tactics. Topics covered include pricing in competitive markets, estimating demand, price discrimination, the role of price cues, anticipating competitive responses, pricing in business to business markets, and pricing of new products. Lectures and cases are the primary modes of learning.

Subjects

pricing | pricing | pricing strategy | pricing strategy | marketing | marketing | value-based pricing | value-based pricing | maximizing economic value | maximizing economic value | evc | evc | behavioral pricing | behavioral pricing | measuring demand | measuring demand | consumer behavior | consumer behavior | demand | demand | competition | competition | price cut | price cut | price war | price war | segmentation | segmentation | product line pricing | product line pricing

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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Building a Business: Evaluating a Venture Idea

Description

Pegram Harrison (Fellow in Entrepreneurship at the Said Business School) discusses how to evaluate venture ideas, entrepreneurial leadership and how to seize opportunities.

Subjects

business ideas | analysis | strategy | opportunities | venture | markets | resources | business ideas | analysis | strategy | opportunities | venture | markets | resources | 2011-11-08

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Building a Business: Evaluating a Venture Idea (Slides)

Description

Pegram Harrison (Fellow in Entrepreneurship at the Said Business School) discusses how to evaluate venture ideas, entrepreneurial leadership and how to seize opportunities.

Subjects

business ideas | analysis | strategy | opportunities | venture | markets | resources | business ideas | analysis | strategy | opportunities | venture | markets | resources | 2011-11-08

License

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Building a Business: Evaluating a Venture Idea (2010)

Description

Pegram Harrison, Fellow in Entrepreneurship at the Said Business School, presents the second lecture of the 2010/11 Building a Business lecture series.

Subjects

business ideas | opportunities | markets | analysis | venture | resources | strategy | ukoer | business ideas | opportunities | markets | analysis | venture | resources | strategy

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Building a Business: Evaluating a venture idea (old)

Description

The second in the 2009/10 Building a Business lecture series on how identify and develop a venture idea. Building a Business is a nine week evening lecture course of basic business skills. The course covers good business practice with a focus on science entrepreneurship. It is designed around technological enterprise but most course material is relevant to general business practice.

Subjects

business ideas | opportunities | markets | analysis | venture | resources | strategy | N100 | N215 | 1 | ukoer | business ideas | opportunities | markets | analysis | venture | resources | strategy | N100 | N215 | 1

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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

Description

This course serves as an introduction to engineering management. Topics include financial principles, management of innovation, engineering project planning and control, human factors, career planning, patents, and technical strategy. The case study method of instruction in this course emphasizes student participation in class discussion. This class was also offered in Course 13 (Department of Ocean Engineering) as 13.52. In 2005, ocean engineering subjects became part of Course 2 (Department of Mechanical Engineering), and the 13.52 designation was dropped in lieu of 2.96. This course serves as an introduction to engineering management. Topics include financial principles, management of innovation, engineering project planning and control, human factors, career planning, patents, and technical strategy. The case study method of instruction in this course emphasizes student participation in class discussion. This class was also offered in Course 13 (Department of Ocean Engineering) as 13.52. In 2005, ocean engineering subjects became part of Course 2 (Department of Mechanical Engineering), and the 13.52 designation was dropped in lieu of 2.96.

Subjects

engineering management | engineering management | Financial principles | Financial principles | innovation management | innovation management | engineering project planning | engineering project planning | human factors | human factors | career planning | career planning | patents | patents | technical strategy | technical strategy

License

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

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

Description

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

Subjects

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

License

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

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

Description

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

Subjects

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

License

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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15.389 Global Entrepreneurship Lab (MIT) 15.389 Global Entrepreneurship Lab (MIT)

Description

A new form of entrepreneurship is developing. Instead of focusing just on one country, today's innovative startups are increasingly looking globally for ideas, funding, people and markets. This is particularly true for new companies in Latin America, Western Europe and Asia. It is also true for many new companies in the United States.G-Lab has four goals:To familiarize students with the issues and challenges facing global startups.To provide students with the experience of working in a "global" startup. These companies are either based outside the US or are in the US and trying to go global at a very early stage in their development.To allow students to build networks of contacts with entrepreneurs and venture capitalists around the world. We very much hope that this will lead t A new form of entrepreneurship is developing. Instead of focusing just on one country, today's innovative startups are increasingly looking globally for ideas, funding, people and markets. This is particularly true for new companies in Latin America, Western Europe and Asia. It is also true for many new companies in the United States.G-Lab has four goals:To familiarize students with the issues and challenges facing global startups.To provide students with the experience of working in a "global" startup. These companies are either based outside the US or are in the US and trying to go global at a very early stage in their development.To allow students to build networks of contacts with entrepreneurs and venture capitalists around the world. We very much hope that this will lead t

Subjects

entrepreneurship | entrepreneurship | internship | internship | global | global | startup | startup | venture capital | venture capital | latin america | latin america | western europe | western europe | asia | asia | strategy | strategy

License

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15.220 Global Strategy and Organization (MIT) 15.220 Global Strategy and Organization (MIT)

Description

Companies today confront an increasing array of choices regarding markets, locations for key activities, outsourcing and ownership modes, and organization and processes for managing across borders. This course provides students with the conceptual tools necessary to understand and work effectively in today's interconnected world by developing strategic perspectives that link this changing environment, the state of the global industry, and the capabilities and position of the firm. The goal of this subject is to provide the foundations for taking effective action in the multi-layered world of international business. The first section of the course provides frameworks for identifying and taking advantage of the opportunities presented in a dynamic global environment at the level of the coun Companies today confront an increasing array of choices regarding markets, locations for key activities, outsourcing and ownership modes, and organization and processes for managing across borders. This course provides students with the conceptual tools necessary to understand and work effectively in today's interconnected world by developing strategic perspectives that link this changing environment, the state of the global industry, and the capabilities and position of the firm. The goal of this subject is to provide the foundations for taking effective action in the multi-layered world of international business. The first section of the course provides frameworks for identifying and taking advantage of the opportunities presented in a dynamic global environment at the level of the coun

Subjects

global landscape | global landscape | the world is flat | the world is flat | competitive advantage | competitive advantage | global strategy | global strategy | local strength | local strength | global advantage | global advantage | value creation | value creation | frameworks for global strategic analysis | frameworks for global strategic analysis | MIT Sloan Courseware | MIT Sloan Courseware | expansion | expansion | emerging markets | emerging markets | local companies | local companies | multinationals | multinationals | innovation | innovation | dealing with differences | dealing with differences | global management | global management

License

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Strategic view of performance Strategic view of performance

Description

Strategic management and planning are no longer the preserve of senior executives. This free course, Strategic view of performance, looks at three different approaches to strategy before analysing the direction that strategic management may take now that it has become an accumulation of small tactical decisions rather than a top-down process. If you are interested in how a business 'ticks', this course could provide some of the answers. First published on Fri, 08 Jul 2011 as Strategic view of performance. To find out more visit The Open University's Openlearn website. Creative-Commons 2011 Strategic management and planning are no longer the preserve of senior executives. This free course, Strategic view of performance, looks at three different approaches to strategy before analysing the direction that strategic management may take now that it has become an accumulation of small tactical decisions rather than a top-down process. If you are interested in how a business 'ticks', this course could provide some of the answers. First published on Fri, 08 Jul 2011 as Strategic view of performance. To find out more visit The Open University's Openlearn website. Creative-Commons 2011

Subjects

Human Resources | Human Resources | strategy | strategy | glaciers | glaciers | Human immunodeficiency virus (HIV) | Human immunodeficiency virus (HIV) | planning | planning | business | business | B700_3 | B700_3

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

Description

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

Subjects

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

License

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

Description

Introduction of engineering management. Financial principles, management of innovation, engineering project planning and control, human factors, career planning, patents, and technical strategy. Case study method of instruction emphasizes participation in class discussion. Juniors, seniors, or graduate students. Engineering School-Wide Elective subject. Introduction of engineering management. Financial principles, management of innovation, engineering project planning and control, human factors, career planning, patents, and technical strategy. Case study method of instruction emphasizes participation in class discussion. Juniors, seniors, or graduate students. Engineering School-Wide Elective subject.

Subjects

engineering management | engineering management | financial principles | financial principles | innovation management | innovation management | engineering project planning | engineering project planning | human factors | human factors | career planning | career planning | patents | patents | technical strategy | technical strategy

License

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

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17.473 The Politics of Nuclear Proliferation: Nuclear History, Strategy, and Statecraft (MIT) 17.473 The Politics of Nuclear Proliferation: Nuclear History, Strategy, and Statecraft (MIT)

Description

This course provides an introduction to the politics and theories surrounding the proliferation of nuclear weapons. It introduces the basics of nuclear weapons, nuclear strategy, and deterrence theory. It also examines the historical record during the Cold War as well as the proliferation of nuclear weapons to regional powers and the resulting deterrence consequences. This course provides an introduction to the politics and theories surrounding the proliferation of nuclear weapons. It introduces the basics of nuclear weapons, nuclear strategy, and deterrence theory. It also examines the historical record during the Cold War as well as the proliferation of nuclear weapons to regional powers and the resulting deterrence consequences.

Subjects

nuclear proliferation | nuclear proliferation | strategy | strategy | statecraft | statecraft | world politics | world politics | global community | global community | nuclear weapons | nuclear weapons | foreign policy | foreign policy | international relations | international relations | rogue states | rogue states | non-state | non-state | deterrence | deterrence | containment | containment | atomic age | atomic age | bomb scare | bomb scare | Second World War | Second World War | Manhattan Project | Manhattan Project | Hiroshima | Hiroshima | nuclear power | nuclear power | nuclear age | nuclear age | nonproliferation | nonproliferation | early Cold War | early Cold War | the Berlin Crisis | the Berlin Crisis | the Cuban Missile Crisis | the Cuban Missile Crisis | Detente | Detente | nuclear arms control | nuclear arms control | nuclear balance | nuclear balance | Euromissile Crisis | Euromissile Crisis | Nuclear Suppliers Group | Nuclear Suppliers Group | parity | parity | Dr. Strangelove | Dr. Strangelove | terrorism | terrorism | global zero | global zero | U.S. policy | U.S. policy | national security | national security | nucelar dynamics | nucelar dynamics

License

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