Legal Aspects of Corporate Management and Finance is an up-to-date textbook that covers key legal issues relating to corporate management and finance. The text is organized to permit instructors to tailor the materials to their particular approach. The authors take special care to engage students by relating law to everyday events with their clear, concise and readable style.

Job and skill description for a Lodging Manager, also known as Front Desk Manager, Front Office Manager, Hotel Manager, or Resort Manager.

What they do:
Plan, direct, or coordinate activities of an organization or department that provides lodging and other accommodations.

On the job, you would:
Answer inquiries pertaining to hotel policies and services, and resolve occupants' complaints.
Participate in financial activities, such as the setting of room rates, the establishment of budgets, and the allocation of funds to departments.
Confer and cooperate with other managers to ensure coordination of hotel activities.

Campaign for affordable textbooks. Web site contains a large catalogue of open textbooks.

Management BUS 131. Management principles including communications, motivation and group dynamics are the focus of the course. In this course students will explore problem solving strategies for effective planning, cost control and overall organization in a management environment.

This online course syllabus contains all relevant information about this course: its objectives and outcomes, important dates, the grading criteria, the texts and other materials of instruction, and of weekly topics, outcomes, assignments, grading policy, expectations, communication methods, tips for success and due dates. Consider this syllabus as a road map for the course. Course content by Nasreen Latif, course added to OER Commons by Victoria Vidal.

Communication is the heart of business. Short emails, complex reports, private chats, impassioned pitches, formal presentations, and team meetings move information and ideas around an organization, define strategy, and drive decisions. Business communication is concise, direct, clear, and compelling.

This course is designed to provide the student with the range of communication issues a manager will face in the future.  Enduring issues on how to write and speak effectively and devise a successful communications strategy as well as how to make the best use of telecommunications technology will be explored.  Through readings, case studies and application, the student will study such areas as handling feedback, managing meetings, communicating change, communicating with diverse populations and external audiences.  Special focus on how to use communications to achieve organizational goals, how to adapt their communications to the specific needs of their audiences, and how to prepare for intercultural communications challenges. 

Assignments to accompany a course using Saylor Principles of Management textbook (https://saylordotorg.github.io/text_principles-of-management-v1.1).

Course Description
Introduces business management theory, including the basic functions of planning, organizing, directing, leading, and controlling as well as factors contributing to change in current management approaches. Recommended: BA 101, WR 121, and BA 131 or CAS 133. Prerequisites: WR 115, RD 115, and MTH 20 or equivalent placement test scores. Audit available.

Intended Outcomes
Upon successful completion of Management Fundamentals, the student will be able to:

Understand the overall role and importance of the management function.
Understanding the management process.
Communicate effectively using standard business terminology.

This course will begin with an introduction that will help further the distinction between leadership and management, and then you will be introduced to major theories and models of leadership and of leadership development from a variety of perspectives. Next, you will be introduced to the process of decision-making in a variety of leadership settings. You will then study the processes of leading independently, or without direct authority. The final unit will focus on managing groups and teams. You may not be a leader after concluding this course, but you certainly will have a better understanding of the qualities of leadership. Perhaps you will discover there is a leader right at your fingertips.

SI 626 - Information practice demands knowledge of all aspects of management and service delivery. This course introduces selected theories, principles and techniques of contemporary management science, and organizational behavior and their application to libraries and information services. Students develop skills in planning, organizing, personnel management, financial management, leading, marketing, stakeholder management, and coordinating functions in libraries and information services. Students also have the opportunity to think critically about, and reflect upon, contemporary management practice in information organizations.Information professionals find that no matter whether they choose a career as a single entrepreneur, solo librarian, archivist, or whether they join a large organization, they become managers -- of themselves, of clients or staff, and sometimes of substantial systems and services.

It is often remarked that groups are everywhere, whether in our social lives, our work lives, or even our families. In each of these situations, sets of individuals decide to work collectively to achieve particular goals.

However, although groups are everywhere and we participate in them constantly, we do not understand them very well. Many of us can tell stories of groups that seemed perfect for a given task, but which failed. And we all have reasons (or excuses) that explain such failures.

But our experiences in groups suffer precisely because we are with them.

The study of groups as a phenomenon that is unique and different from other social phenomena is very active, reflecting both the importance it has and how much we still don't know about groups.

Course Description:
Managing a Massage Practice will explore business structures, legal, and tax documentation requirements for a massage therapy practice. Students will formulate a marketing plan including advertising, market analysis, and professional goals.

Learning Outcomes:
A student will be able to: 
1. Identify the elements of effective job search and a resume, cover letter, mission statement, business cards, and brochures.
2. Create effective marketing material.
3. Create methods of time management, client scheduling, and maintenance of the work environment.
4. Understand the basic aspects of legal contracts, employment agreements and the appropriate use of medical release and consent forms, and professional insurance needs.
5. Understand client/financial accounting and bookkeeping methods for a massage therapy business.
6. Identify strategies for effective communication with other professionals regarding client care and referrals including the process used to identify the scope of practice of allied health professions.
7. Demonstrate knowledge of ADA and HIPPA requirements and their implication for massage therapy and bodywork practice.

Mastering Strategic Management is designed to enhance student engagement in three innovative ways. The first is through visual adaptations of the key content in the book. It is well documented that many of today’s students are visual learners. To meet students’ wants and needs (and thereby create a much better teaching experience for professors), Mastering Strategic Management contains multiple graphic concept pages in ever section of every chapter of the book. Think of graphic concept pages as almost like info-graphics for key concepts in each

This book introduces concepts related to nursing leadership and management, prioritization strategies, delegation and supervision, legal implications of nursing practice, ethical nursing practice, collaboration within the interprofessional team, health care economics, quality and evidence-based practice, advocacy, preparation for the RN role, and the avoidance of burnout with self-care. Several online, interactive learning activities are included in each chapter that encourage application of content to patient-care situations. Additionally, the Appendix includes a “suite of patients” with suggested prompts for classroom discussion to assist students in applying concepts from the book to real patient-care situations.

Whilst this specifically covers the issue of privacy / moral rights / ethical rights with medical OERs, this guide is applicable for all learning and teaching subjects.

This nonprofit organization development program consists of 13 modules and can help you accomplish a great deal for your nonprofit -- and for you. This program can be implemented by service organizations to promptly provide a nonprofit and management development program in their locale -- this program can be adopted "as is" or modified.

The course presents an overview of the history and structure of modern operating systems, analyzing in detail each of the major components of an operating system, and exploring more advanced topics in the field, such as security concerns. Upon successful completion of this course, the student will be able to: explain what an operating system does and how it is used; identify the various components of a computer system and how they interact with an operating system; describe the differences between a 32-bit and 64-bit operating system; explain the different types of operating systems and the major ones in use today; discuss the importance and use of threads and processes in an operating system; describe concurrency; explain the difference between a thread and a process; discuss context switching and how it is used in an operating system; describe synchronization; explain a race condition; discuss interprocess communication; describe how semaphores can be used in an operating system; discuss three of the classic synchronization problems; explain the alternatives to semaphores; discuss CPU scheduling and its relevance to operating systems; explain the general goals of CPU scheduling; describe the differences between pre-emptive and non-preemptive scheduling; discuss four CPU scheduling algorithms; explain what deadlock is in relation to operating systems; discuss deadlock prevention, avoidance, and their differences; describe deadlock detection and recovery; explain the memory hierarchy; discuss how the operating system interacts with memory; describe how virtual memory works; discuss three algorithms for dynamic memory allocation; explain methods of memory access; describe paging and page replacement algorithms; describe a file system and its purpose; discuss various file allocation methods; explain disk allocation and associated algorithms; discuss types of security threats; describe the various types of malware; explain basic security techniques; explain basic networking principles; discuss protocols and how they are used; explain reference models, particularly TCP/IP and OSI. (Computer Science 401)

In this course, you will learn the fundamentals of operations management as they apply to both production and service-based operations. Successful completion of this course will empower you to implement the concepts you have learned in your place of business. Even if you do not plan to work in operations, every department of every company has processes that must be completed; someone savvy with operations management will be able to improve just about any process.

Organisational Change is a key subject matter that is widely discussed and strategised in Corporate World. The same has been a subject that has been studied in-depth by management students alike. This content provides a foundational insight into the basic concepts of Organisational Change, its consitituents, and other key terminologies, that can help learners to grasp its importance. This lecture notes can be used as a supportive or initial reading by the learner before proceeding to more advanced level of understanding the concept.