Courses tagged with "Nutrition" (468)

As markets or production bases, China and India are becoming important and integral players in the global economy. Foreign direct investment (FDI), portfolio investments and outsourcing businesses have increased dramatically in these two economies. Despite the rising importance of these two economies on the world stage, our knowledge and analysis of these two countries in an integrated manner has remained poor. The two are often lumped together by business analysts as "emerging markets," despite the substantial differences in their political systems, reform policies and business organizations. Academics, in contrast, have tended to treat the two countries separately, preferring to specialize in issues and questions specific to one or the other country.

The purpose of this course is to analyze these two countries within a coherent analytical framework. Our learning model is inductive, and heavily based on class discussions and participation. The group projects should aim at integrating analysis, knowledge and understanding of these two countries. We will also experiment with other forms of group projects, such as creating and working on business plans and those projects that integrate research from field trips with more traditional research, such as library research. There is no prerequisite but 15.012 (Applied Macro- and International Economics) and 15.223 (Global Markets, National Policies and the Competitive Advantage of Firms) are highly recommended.

This course is about both the design and execution of human resource management strategies. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage. It adopts the perspective of a general manager and addresses human resource topics (including reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, equal employment opportunity laws, work-force diversity, and union-management relationships) from a strategic perspective.

1.464 examines the long term effects of information technology on business strategy in the real estate and construction industry. Considerations include: supply chain, allocation of risk, impact on contract obligations and security, trends toward consolidation, and the convergence of information transparency and personal effectiveness. Resources are drawn from the world of dot.com entrepreneurship and "old economy" responses.

15.010 is the Sloan School's core subject in microeconomics, with sections for non-Sloan students labeled 15.011. Our objective is to give you a working knowledge of the analytical tools that bear most directly on the economic decisions firms must regularly make. We will emphasize market structure and industrial performance, including the strategic interaction of firms. We will examine the behavior of individual markets -- and the producers and consumers that sell and buy in those markets -- in some detail, focusing on cost analysis, the determinants of market demand, pricing strategy, market power, and the implications of government regulatory policies. We will also examine the implications of economics on other business practices, such as incentive plans, auctions, and transfer pricing.

One objective of 15.066J is to introduce modeling, optimization and simulation, as it applies to the study and analysis of manufacturing systems for decision support. The introduction of optimization models and algorithms provide a framework to think about a wide range of issues that arise in manufacturing systems. The second objective is to expose students to a wide range of applications for these methods and models, and to integrate this material with their introduction to operations management.

This is a course in industrial organization, the study of firms in markets. Industrial organization focuses on firm behavior in imperfectly competitive markets, which appear to be far more common than the perfectly competitive markets that were the focus of your basic microeconomics course. This field analyzes the acquisition and use of market power by firms, strategic interactions among firms, and the role of government competition policy. We will approach this subject from both theoretical and applied perspectives.

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 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.

The purpose of this course is to provide you with a basic understanding of the principles of microeconomics.  At its core, the study of economics deals with the choices and decisions that have to be made in order to manage scarce resources available to us. Microeconomics is the branch of economics that pertains to decisions made at the individual level, i.e. by individual consumers or individual firms, after evaluating resources, costs, and tradeoffs.  When we talk about “the economy,” then, we are referring to the marketplace or system in which these choices interact with one another.  In this course, we will learn how and why these decisions are made and how they affect one another in the economy. Each of the following units has been designed as a building block, where the concepts you learn in one unit will enable you to understand the material you discover in the next.  By the end of this course, you will have a strong grasp on the major issues that face microeconomists, including consumer and p…

This introductory course teaches the fundamentals of microeconomics. Topics include consumer theory, producer theory, the behavior of firms, market equilibrium, monopoly, and the role of the government in the economy. 14.01 is a Humanities, Arts, and Social Sciences (HASS) elective and is offered both terms.

This course is a core subject in MIT's undergraduate Energy Studies Minor. This Institute-wide program complements the deep expertise obtained in any major with a broad understanding of the interlinked realms of science, technology, and social sciences as they relate to energy and associated environmental challenges.

This course will guide students through the process of forming economic hypotheses, gathering the appropriate data, analyzing them, and effectively communicating their results.

This class introduces scientific, economic, and ecological issues underlying the threat of global climate change, and the institutions engaged in negotiating an international response. It also develops an integrated approach to analysis of climate change processes, and assessment of proposed policy measures, drawing on research and model development within the MIT Joint Program on the Science and Policy of Global Change.

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.

Game Theory, also known as Multiperson Decision Theory, is the analysis of situations in which the payoff of a decision maker depends not only on his own actions but also on those of others. Game Theory has applications in several fields, such as economics, politics, law, biology, and computer science. In this course, I will introduce the basic tools of game theoretic analysis. In the process, I will outline some of the many applications of Game Theory, primarily in economics.

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 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.

Welcome to PRDV103: Interviewing Skills.  This course is the third in a series of four courses included in the Job Search Skills Program that also includes Job Search Skills, Resume Writing, and Professional Etiquette.  The Interviewing Skills course is intended to help you showcase your personality, strengths, interests, and abilities to potential employers.  At this stage of your career exploration, you will have researched and targeted appropriate jobs and have marketed yourself to these employers with an attention-getting resume.  If you have not already done so and feel you would benefit from more information about how to conduct a successful job search, or how to formulate a resume that gets you that interview, please explore the other exciting courses in this track.

Though accounting may seem like a dense and complex subject, this course is designed to present the accounting cycle in an accessible and logical manner.  This course will provide you with a solid understanding of basic accounting principles and will introduce you to financial statement analysis.  Please note that this course is the first of two courses on the principles of accounting and that each of these two courses is divided into 10 units.  Each unit should take approximately three hours to complete and should be completed sequentially for the most logical progression of information.  As you work through these units, you will encounter a range of examples and problem sets geared towards providing you with practical applications of the lessons you learn.  By the end of this course, you will able to create accurate and appropriate financial statements to convey a company’s financial health. This course begins with an introduction to financial accounting and the various ways in which financial stat…

Networks are ubiquitous in our modern society. The World Wide Web that links us to and enables information flows with the rest of the world is the most visible example. It is, however, only one of many networks within which we are situated. Our social life is organized around networks of friends and colleagues. These networks determine our information, influence our opinions, and shape our political attitudes. They also link us, often through important but weak ties, to everybody else in the United States and in the world. Economic and financial markets also look much more like networks than anonymous marketplaces. Firms interact with the same suppliers and customers and use Web-like supply chains. Financial linkages, both among banks and between consumers, companies and banks, also form a network over which funds flow and risks are shared. Systemic risk in financial markets often results from the counterparty risks created within this financial network. Food chains, interacting biological systems and the spread and containment of epidemics are some of the other natural and social phenomena that exhibit a marked networked structure.

This course will introduce the tools for the study of networks. It will show how certain common principles permeate the functioning of these diverse networks and how the same issues related to robustness, fragility, and interlinkages arise in several different types of networks.

This course is designed to provide you with a competitive advantage in negotiation. You will learn and practice the technical skills and analytic frameworks that are necessary to negotiate successfully with peers from other top business schools, and you will learn methods for developing the powerful social capital you will need to rise in the executive ranks of any organization.

In this course, you will learn to successfully face the challenge of negotiating materially rewarding deals while also building your social capital. You will work with training materials on leadership and relationship building that have been used with over 200 principals and partners in international professional service firms (40% were non-US nationals), and a social capital assessment tool used by these executives to receive feedback from senior partners and over 2000 clients. In addition, you will have the opportunity to participate in a lunchtime workshop on "Leadership and Emotional Intelligence" led by an executive coach, Charles Wolfe of Charles J Wolfe Associates.

Overall, this course is designed to enhance your ability to negotiate within the context of an ongoing relationship. As a manager, consultant, or professional service provider you will negotiate with your counterparts, team members, clients, and subordinates on an ongoing basis. Further, in today's less hierarchical organizations, you will be forced to negotiate with others to get your work done. Every time a project falls behind, critical new information is uncovered, or the competitive landscape of your industry changes, you will need to renegotiate tasks, plans, goals, or fees with your key stakeholders.

In sum, we will focus both on the analytic tools necessary to become a highly successful negotiator and on the relationship building skills necessary to negotiate deals that will enhance your social capital, your ability to lead others, and your book of loyal clients.