Courses tagged with "Journalism" (136)
The 15.821 and 15.822 Sequence
Marketing research may be divided into methods that emphasize understanding "the customer" and methods that emphasize understanding "the market." This course (15.821) deals with the customer and emphasizes qualitative methods (interviews, focus groups, Voice of the Customer, composing questions for a survey). The companion course (15.822) deals with the market and emphasizes quantitative methods (sampling, survey execution, quantitative data interpretation, conjoint analysis, factor analysis).
The methods covered in 15.821 are often used in the "front-end" of market research project, whose second-stage is a quantitative survey. The quality of information gathered in the second-stage is greatly enhanced in this way.
15.821 is designed for the nonspecialist, e.g., someone planning a career in general management, product or project management, R&D, advertising, or entrepreneurship. 15.822 teaches analytical techniques that are standard in consulting or marketing research, and is ideally suited for students planning careers in those fields.
Our subject is the ethics of leadership, an examination of the principles appealed to by executive authority when questions arise about its sources and its legitimacy. Most treatments of this subject resort to case-studies in order to illustrate the application of ethical principles to business situations, but our primary emphasis will be upon classic works of imaginative literature, which convey more directly than case-studies the ethical pressures of decision-making. Readings will include works by Shakespeare, Sophocles, Shaw, E.M. Forster, Joseph Conrad, George Orwell, Fyodor Dostoyevsky, and Henrik Ibsen, among others. Topics to be discussed include the sources of authority, the management of consensus, the ideal of vocation, the ethics of deception, the morality of expediency, the requirements of hierarchy, the virtues and vices of loyalty, the relevance of ethical principles in extreme situations.
15.015 Macro and International Economics focuses on the policy and economic environment of firms. This subject divided in three parts. The first part of the course is a study of the closed economy and how monetary and fiscal policy interacts with employment, GNP, inflation, and interest rates. Next, the course provides an examination of national economic strategies for development and growth and recent financial and currency crises in emerging markets. Finally, the course addresses the problems faced by transition economies and the role of institutions both as the engine of growth, and as the constraints for policy.
This course examines management accounting and related analytical methodologies for decision making and control in profit-directed organizations. It also defines product costing, budgetary control systems, and performance evaluation systems for planning, coordinating, and monitoring the performance of a business. This course defines principles of measurement and develops framework for assessing behavioral dimensions of control systems; impact of different managerial styles on motivation and performance in an organization.
The goal of this course is to help students learn to communicate strategically within a professional setting. Students are asked to analyze their intended audience, the purpose of their communication, and the context in which they are operating before developing the message. The course focuses specifically on improving students’ ability to write, speak, work in a team, and communicate across cultures in their roles as future managers.
15.768 Management of Services: Concepts, Design, and Delivery explores the use of operations tools and perspectives in the service sector, including both for-profit and not-for-profit organizations. The course builds on conceptual frameworks and cases from a wide range of service operations, selected from health care, hospitality, internet services, supply chain, transportation, retailing, food service, entertainment, financial services, humanitarian services, government services, and others.
This course covers organizational, strategic and operational aspects of managing Supply Networks (SNs) from domestic and international perspectives. Topics include alternative SN structures, strategic alliances, design of delivery systems and the role of third party logistics providers. Many of the activities exchanged among enterprises in a SN are of a service nature, and the final output is often a combination of tangible products and services which the end-customer purchases. A series of concepts, frameworks and analytic tools are provided to better understand the management of service operations. Guest speakers share their experiences in managing SNs and services. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.
This course introduces you to behavioral science theories, methods, and tools and provides opportunities to use and apply them to problems you will encounter in your work and career. The course material will begin with an overview of work and organizations in modern industrial society, and then examine individual behavior, move to behavior in groups or teams, and finally discuss organizations as a whole. It is expected that at the end of the course you will: (a) know something about managerial psychology, (b) know how to learn more, (c) understand the behavioral research process, and (d) develop skills in presenting your ideas in oral and written reports.
Surveys social psychology and organization theory interpreted in the context of the managerial environment. Shares lectures with 15.301, with a separate recitation required. 15.301 is intended primarily for non-Sloan students, both graduate and undergraduate. Deals with a number of diverse subjects, including motivation and reward systems for engineers and scientists in industry; the aging of technical groups; the management of R&D matrix organizations; and the architecture of R&D laboratories and its effect on communication patterns in the organization.
15.301 is a core subject for students majoring in management science. A laboratory is a required element of the course for these students. It involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning organizational behavior. Instruction and practice in communication include report writing, team decision-making, and oral and visual presentation.
This is a course intended to give students a broad overview of the management challenges of the non-profit sector. It is not a detailed management course but rather is aimed at students who will likely relate to non-profits in a variety of ways (on the boards, as volunteers, as fund-raisers, and occasionally as staff).
This course on global integration brings together matters of global markets and institutions, global strategy, organization, and leadership. Global integration, the process by which an organization with units around the world becomes united, will be presented as a link to entrepreneurship and general management. The seminar is offered only to those enrolled in the MIT Sloan Fellows Program and challenges the participants to draw upon their past managerial experiences, especially those affiliated with multinational companies.
This course discusses the basics every manager needs to organize successful technology-driven innovation in both entrepreneurial and established firms. We start by examining innovation-based strategies as a source of competitive advantage and then examine how to build organizations that excel at identifying, building and commercializing technological innovations. Major topics include how the innovation process works; creating an organizational environment that rewards innovation and entrepreneurship; designing appropriate innovation processes (e.g. stage-gate, portfolio management); organizing to take advantage of internal and external sources of innovation; and structuring entrepreneurial and established organizations for effective innovation. The course examines how entrepreneurs can shape their firms so that they continuously build and commercialize valuable innovations. Many of the examples also focus on how established firms can become more entrepreneurial in their approach to innovation.
Important emerging trends in innovation are identified, and their implications for innovation management are explored. Major topics to be discussed include the trend to open information ("open source") rather than protected intellectual property; the distribution of innovation over many independent but collaborating actors; and toolkits that empower users to innovate for themselves.
The course focuses on skills managers need to adapt to current sweeping changes in the nature of work and the workforce, in business organizations and their roles in society, and in the institutions that interact with work, particularly the labor market, community and family-centered groups. This year's teaching will be the basis for a workshop session at the Sloan School's 50th Anniversary Convocation.
The course will involve a mix of on-campus and off-campus students taking the course via distance learning, and professionals from a variety of organizations who will participate in specific modules of interest to them. One session will be linked to colleagues at Cambridge University in England where a parallel course is being offered.
Managerial issues addressed are associated with managing changes and innovations occurring in the nature of work and organizations and the role of the corporation in society. Topics covered include the changing social contract at work, integrating work and family, managing diversity, managing strategic labor-management partnerships, and managing relations between the firm and its multiple stakeholders. Subject is open to distance learning as well as on-campus students and to industry participants.
15.763J focuses on decision making for system design, as it arises in manufacturing systems and supply chains. Students are exposed to frameworks and models for structuring the key issues and trade-offs. The class presents and discusses new opportunities, issues and concepts introduced by the internet and e-commerce. It also introduces various models, methods and software tools for logistics network design, capacity planning and flexibility, make-buy, and integration with product development. Industry applications and cases illustrate concepts and challenges. The class is recommended for anyone concentrating in Operations Management, and is a second half-term subject.
This course is an introduction to marketing: the study or practice of providing goods or services that satisfy human desires. To illustrate and discuss marketing concepts, we will read articles from scientific journals, chapters from marketing textbooks, newspaper clippings, and selections from popular literature. We will also use case studies to illustrate marketing principles and to apply marketing concepts to the real world. These case studies will involve a wide variety of products, including flowers, computer software, power tools, watches, and even contact lenses for chickens (seriously).
This course helps students develop skills in marketing analysis and planning, and introduces key marketing ideas and phenomena, such as how to deliver benefits to customers and marketing analytics. It presents a framework for marketing analysis and enhances problem solving and decision-making abilities in these areas. Material relevant to understanding, managing, and integrating marketing concepts in managerial situations, from entrepreneurial ventures to large multinational firms, and to consulting are presented.
The course is aimed at helping students look at the entire marketing mix in light of the strategy of the firm. It is most helpful to students pursuing careers in which they need to look at the firm as a whole. Examples include consultants, investment analysts, entrepreneurs, and product managers.
Objectives
- Identify, evaluate, and develop marketing strategies.
- Evaluate a firm’s opportunities.
- Anticipate competitive dynamics.
- Evaluate the sustainability of competitive advantages.
