Courses tagged with "Journalism" (136)
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.
The focus of this course is on financial theory and empirical evidence for making investment decisions. Topics include: portfolio theory; equilibrium models of security prices (including the capital asset pricing model and the arbitrage pricing theory); the empirical behavior of security prices; market efficiency; performance evaluation; and behavioral finance.
This course examines the opportunities and risks firms face in today's global world. The course provides conceptual tools for analyzing how governments and a variety of social and economic institutions influence competition among firms embedded in different national settings. Public policies and institutions that shape competitive outcomes are examined through cases and analytic readings on different companies and industries operating in both developed and emerging markets. In addition to traditional case/class discussions, this course will include some presentations by various guest speakers. The hope is that greater exposure to/interaction with these real-world practitioners will "bring to life" some of the issues discussed in the readings/cases. Whenever possible, informal dinners and/or coffees will be organized for small groups of students interested in meeting with our guest speakers.
Financial Management studies corporate finance and capital markets, emphasizing the financial aspects of managerial decisions. It touches on all areas of finance, including the valuation of real and financial assets, risk management and financial derivatives, the trade-off between risk and expected return, and corporate financing and dividend policy. The course draws heavily on empirical research to help guide managerial decisions.
Negotiation and Conflict Management presents negotiation theory – strategies and styles – within an employment context. 15.667 meets only eleven times, with a different topic each week, which is why students should commit to attending all classes. In addition to the theory and exercises presented in class, students practice negotiating with role-playing simulations that cover a range of topics. Students also learn how to negotiate in difficult situations, which include abrasiveness, racism, sexism, whistle-blowing, and emergencies. The course covers conflict management as a first party and as a third party: third-party skills include helping others deal directly with their conflicts, mediation, investigation, arbitration, and helping the system change as a result of a dispute.
Learning and grading in 15.667 is based on: readings, simulations and class discussions, four self-assessments, your analysis of the negotiations of others, writing each week in your journal, and writing three Little Papers.
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.
Many books and thousands of papers cover the field of system dynamics. With all of these resources available, it can be difficult to know where to begin. The System Dynamics in Education Project at MIT put together these resources to help people sort through the vast library of books and papers on system dynamics. This course site includes a collection of papers and computer exercises entitled “Road Maps,” as well as a collection of assignments and solutions that were initially part of a guided study to system dynamics. Note that while the level of the course indicated in the upper right corner of the screen is "Undergraduate / Graduate," the material is suitable for people ranging from K-12 students to chief executives of corporations.
15.317 Organizational Leadership and Change focuses on practical experience that blends theory and practice. Students reflect on prior leadership experiences and then apply lessons learned to further develop their leadership capabilities. The course requires active participation in all leadership classes and/or activities as well as short deliverables throughout the program.
In this class you will be creating a leadership development tool for students like yourselves in the leadership program at Sloan. This tool might be a coaching guide for second-year pilots, a leadership workbook for MBA students to use during their summer employment, a leadership assessment for club presidents or a workshop on networking. You will be free to choose the tool that you want to develop, but by the end of the class there must be a product that can be used at Sloan. In addition, the tools must link in some way to the leadership model used at Sloan.
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 course provides concepts and frameworks for understanding the potential impact of information technology (IT) on business strategy and performance. We will examine how some firms make IT a strategic asset while other firms struggle to realize value from IT investments. The course focuses on the implications of increased digitization for defining business strategies and operating models, and explores the roles of both general managers and IT executives in using IT to achieve operational excellence and business agility. Topics include business operating models, IT investment and prioritization, business strategy and IT alignment, the design and governance of digitized processes, and the role of the IT unit. Draws heavily on research and case studies from MIT Sloan Center for Information Systems Research. Restricted to graduate students.
The purpose of 15.840 is to:
- Introduce key marketing ideas and phenomena.
- Develop students' skills in marketing analysis and planning.
- Provide a forum (both written and oral) for presenting and defending recommendations and critically examining and discussing those of others. An emphasis is placed on theory and practice that draws on market research, competitive analysis, and marketing science.