Courses tagged with "Information environments" (172)

This course is an intensive one-week introduction to leadership, teams, and learning communities. The class meets daily for five days. The class serves as an introduction of concepts and uses a variety of experiential exercises to develop individual and team skills, as well as supportive relationships within the Leaders for Manufacturing class. As part of the focus on leadership, it discusses the idea of the "Universe Within", the images, thoughts, and experiences that are internal to all leaders.

The purpose of this class is to advance your understanding of how to use financial information to value and analyze firms. We will apply your economics/accounting/finance skills to problems from today's business news to help us understand what is contained in financial reports, why firms report certain information, and how to be a sophisticated user of this information.

This course explores successful approaches to delivering healthcare in challenging settings. We analyze organizations to find why some fall short while others grow in size and contribute to the health of the people they serve, and explore promising business models and social enterprise innovations.

Carrier systems involve the design, operation and management of transportation networks, assets, personnel, freight and passengers. In this course, we will present models and tools for analyzing, optimizing, planning, managing and controlling carrier systems.

Communicating With Data has a distinctive structure and content, combining fundamental quantitative techniques of using data to make informed management decisions with illustrations of how real decision makers, even highly trained professionals, fall prey to errors and biases in their understanding. We present the fundamental concepts underlying the quantitative techniques as a way of thinking, not just a way of calculating, in order to enhance decision-making skills. Rather than survey all of the techniques of management science, we stress those fundamental concepts and tools that we believe are most important for the practical analysis of management decisions, presenting the material as much as possible in the context of realistic business situations from a variety of settings. Exercises and examples drawn from marketing, finance, operations management, strategy, and other management functions.

In this course, students develop and polish communication strategies and methods through discussion, examples, and practice with an emphasizes on writing and speaking skills necessary for effective leaders. The course includes several oral and written assignments which are integrated with other subjects, and with career development activities, when possible.

This course is part of the MBA core and is restricted to first-year Sloan graduate students. Find out more about the Sloan MBA core on OCW.

Your success as an academic will depend heavily on your ability to communicate to fellow researchers in your discipline, to colleagues in your department and university, to undergraduate and graduate students, and perhaps even to the public at large. Communicating well in an academic setting depends not only on following the basic rules that govern all good communication (for example, tailoring the message to meet the needs of a specific audience), but also on adhering to the particular norms of academic genres.

The purpose of this course, then, is threefold. First, the course will acquaint you with guidelines that will help you create well-crafted academic communication. Second, it will give you the opportunity to practice your communication skills and to receive extensive feedback from your colleagues and from me. You will write and/or revise an article manuscript or conference paper, present a conference paper or job talk, write a manuscript peer review, and engage in various other communication exercises. The article and talk, which are the major assignments of the course, will be based on material from your own doctoral studies. Third, the course will provide an opportunity for you to learn about professional norms for a range of activities that surround the academic enterprise, including, for example, the scholarly publication process and the job search process.

This course aims to develop negotiation skills by active participation in a variety of negotiation settings, and a series of integrative bargaining cases between two and more than two parties over multiple issues. Ethical dilemmas in negotiation are discussed at various times throughout the course.

This course immerses students in the process of building and testing their own digital and board games in order to better understand how we learn from games. We explore the design and use of games in the classroom in addition to research and development issues associated with computer–based (desktop and handheld) and non–computer–based media. In developing their own games, students examine what and how people learn from them (including field testing of products), as well as how games can be implemented in educational settings.

Cross Cultural Leadership is a collaborative research seminar that examines what constitutes "effective" leadership across cultures. It is collaborative because the students are expected to provide some of the content. The weekly readings target particular aspects of cultural differentiation. Working within those topics, students are asked to describe aspects of leadership in particular cultures based on their research and/or personal experiences. The goal of the course is to help prepare students for business assignments outside of their native countries.

Course deliverables include: active participation in the class, contribution of class content on a weekly basis and an end of course paper that explores some aspect of leadership across cultures.

Data that has relevance for managerial decisions is accumulating at an incredible rate due to a host of technological advances. Electronic data capture has become inexpensive and ubiquitous as a by-product of innovations such as the internet, e-commerce, electronic banking, point-of-sale devices, bar-code readers, and intelligent machines. Such data is often stored in data warehouses and data marts specifically intended for management decision support. Data mining is a rapidly growing field that is concerned with developing techniques to assist managers to make intelligent use of these repositories. A number of successful applications have been reported in areas such as credit rating, fraud detection, database marketing, customer relationship management, and stock market investments. The field of data mining has evolved from the disciplines of statistics and artificial intelligence.

This course will examine methods that have emerged from both fields and proven to be of value in recognizing patterns and making predictions from an applications perspective. We will survey applications and provide an opportunity for hands-on experimentation with algorithms for data mining using easy-to- use software and cases.

This course is designed to introduce first-year Sloan MBA students to the fundamental techniques of using data. In particular, the course focuses on various ways of modeling, or thinking structurally about decision problems in order to make informed management decisions.

This subject is about building, running, and growing an organization. Subject has four central themes:

• How to think analytically about designing organizational systems
• How leaders, especially founders, play a critical role in shaping an organization's culture
• What really needs to be done to build a successful organization for the long-term and
• What one can do to improve the likelihood of personal success.

Not a survey of entrepreneurship or leadership; subject addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Through a series of cases, lectures, readings and exercises students develop competencies in organizational design, human resources management, leadership and organizational behavior in the context of a new, small firm.

This course emphasizes dynamic models of growth and development. Topics covered include: migration, modernization, and technological change; static and dynamic models of political economy; the dynamics of income distribution and institutional change; firm structure in developing countries; development, transparency, and functioning of financial markets; privatization; and banks and credit market institutions in emerging markets.

At MIT, this course was team taught by Prof. Robert Townsend, who taught for the first half of the semester, and Prof. Abhijit Banerjee, who taught during the second half. On OCW we are only including materials associated with sessions one through 13, which comprise the first half of the class.

Topics include productivity effects of health, private and social returns to education, education quality, education policy and market equilibrium, gender discrimination, public finance, decision making within families, firms and contracts, technology, labor and migration, land, and the markets for credit and savings.

This class surveys developmental entrepreneurship via case examples of both successful and failed businesses and generally grapples with deploying and diffusing products and services through entrepreneurial action. By drawing on live and historical cases, especially from South Asia, Africa, Latin America as well as Eastern Europe, China, and other developing regions, we seek to cover the broad spectrum of challenges and opportunities facing developmental entrepreneurs. Finally, we explore a range of established and emerging business models as well as new business opportunities enabled by developmental technologies developed in MIT labs and beyond.

This course is designed to lay the foundations of good empirical research in the social sciences. It does not deal with specific techniques per se, but rather with the assumptions and the logic underlying social research. Students become acquainted with a variety of approaches to research design, and are helped to develop their own research projects and to evaluate the products of empirical research.

A large proportion of contemporary research on organizations, strategy and management relies on quantitative research methods. This course is designed to provide an introduction to some of the most commonly used quantitative techniques, including logit/probit models, count models, event history models, and pooled cross-section techniques.

This course focuses on the origins, functions, and implications of downtown management organizations (DMOs), such as business improvement districts, in a variety of national contexts including the United States, Canada, South Africa, and the United Kingdom. It critically examines how a range of urban theories provide a rationale for the establishment and design of DMOs; the evolution and transnational transfer of DMO policy; and the spatial and political externalities associated with the local proliferation of DMOs. Particular emphasis is given to the role of DMOs in securing public space.

The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.