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.

We function in our personal and professional lives based on knowledge and intuitions. Our intuition that we know a lot is very powerful. But sometimes intuitions are accurate and sometimes they are not; without research, it is hard to tell.
This course combines a few different goals: develop a critical eye for making inferences from data; be able to carry out simple data analysis; learn about managerial psychology; develop interesting new questions about managerial psychology and test these questions.

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.

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.

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.

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).

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

Short Description:
Mastering Strategic Management is designed to enhance student engagement in innovative ways.

Long Description:
Teaching strategic management classes can be a very difficult challenge for professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Many students have very little experience with major organizational choices. This undermines many students’ engagement in the course.

Our book is designed to enhance student engagement. A good product in any industry matches what customers want and need, and the textbook industry is no exception.

Word Count: 116956

ISBN: 978-1-998755-26-4

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

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)

This course will examine optimization through a business analytics lens. Students will learn the theoretical aspects of linear programming, basic Julia programming, and proficiency with linear and nonlinear solvers. Theoretical components of the course are made approachable and require no formal background in linear algebra or calculus.
The primary focus of the course is optimization modeling. As a six-week subject, it covers about half of the material of the MIT OpenCourseWare version, 15.053 Spring 2013. The topics of the 2013 subject were optimization modeling, algorithms, and theory.
As part of the Open Learning Library (OLL), this course is free to use. You have the option to sign up and enroll if you want to track your progress, or you can view and use all the materials without enrolling. Resources on OLL allow learners to learn at their own pace while receiving immediate feedback through interactive content and exercises.

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.

This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management; furthermore, the unique chapter on Social Media and Communication contextualizes the importance and implications of various platforms and communications methods.

This course will cover five major OB areas including managing individuals, managing groups, power and politics, conflict management, and organizational change. Before delving into more rigorous content, it is important to understand what an organization is and the history of organizational behavior as a discipline. In taking this into consideration, this course will begin with a look at the basics of an organization.

Principles of Accounting is designed to meet the scope and sequence requirements of a two-semester accounting course that covers the fundamentals of financial and managerial accounting. Due to the comprehensive nature of the material, we are offering the book in two volumes. This book is specifically designed to appeal to both accounting and non-accounting majors, exposing students to the core concepts of accounting in familiar ways to build a strong foundation that can be applied across business fields. Each chapter opens with a relatable real-life scenario for today’s college student. Thoughtfully designed examples are presented throughout each chapter, allowing students to build on emerging accounting knowledge. Concepts are further reinforced through applicable connections to more detailed business processes. Students are immersed in the “why” as well as the “how” aspects of accounting in order to reinforce concepts and promote comprehension over rote memorization.

Principles of Accounting is designed to meet the scope and sequence requirements of a two-semester accounting course that covers the fundamentals of financial and managerial accounting. Due to the comprehensive nature of the material, we are offering the book in two volumes. This book is specifically designed to appeal to both accounting and non-accounting majors, exposing students to the core concepts of accounting in familiar ways to build a strong foundation that can be applied across business fields. Each chapter opens with a relatable real-life scenario for today’s college student. Thoughtfully designed examples are presented throughout each chapter, allowing students to build on emerging accounting knowledge. Concepts are further reinforced through applicable connections to more detailed business processes. Students are immersed in the “why” as well as the “how” aspects of accounting in order to reinforce concepts and promote comprehension over rote memorization.

Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.

This course will illustrate the ways in which the practice of management evolves as firms grow in size. Historically, middle managers have served as so-called ŇgatekeepersÓ who collect, analyze, and pass information up and down the management chain within an organization. But two recent developments at the turn of the 21st century Đ namely, low-cost data manipulation in computers and the emergence of widespread, real-time communication (in the forms of inexpensive, long-distance global calling, email, text messaging, and social media) Đ have reduced the need for these middle-manager gatekeepers, and companies have eliminated thousands of such positions. The goal? To speed the flow of information and decision-making and reduce the number of layers that separate the customer from the leadership of an organization.

This textbook teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

This book's modular format easily maps to a POLC course organization (Planning, Organizing, Leading, and Controlling, attributed to Henri Fayol (1949, General and industrial management. London. Pitman Publishing company), and suits the needs of most undergraduate or graduate course in Principles of Management.