Les ressources pédagogiques numériques créées dans les universités sont actuellement peu mutualisées. Les raisons que nous avançons sont leur manque de visibilité, la fragilité inhérente aux documents numériques, l absence historique de gestion de ce type d objets par les bibliothèques et les questions de propriété intellectuelle. Nous présentons le projet ARPEM, mis en place par Grenoble Universités pour répondre à cette problématique. Les premiers mois de fonctionnement nous permettent de présenter un rapport d étape et les évolutions prévisibles du projet.
Second course in a two-course sequence. Introduces and applies technical skills around beginning and managing a small business, including spreadsheets and the use of charts and graphs. Includes reflection and discussion of the application of concepts to a real-world example. Requires teamwork and collaboration to be exercised in completing a group project. Covers application of financial, legal, and administrative procedures in running a business.
Upon successful completion of this course, students will be able to:
Represent business models in spreadsheets including preparation of charts and graphs. Apply key business activities and the primary concepts and terms associated with these activities. Manage a business interacting with the external environment (through a simulation) and describe how this interaction impacts both business and the external environment. Implement the financial, legal, and administrative procedures involved in starting new business ventures. Identify ethical issues facing businesses. Effectively collaborate with team members and communicate professionally.
The key decision-making role of managers in modern organizations. Includes the study of organizations, management styles, and selected administrative problems. An overview of the processes involved in managing a business, including business planning, organizing, controlling, staffing and leading. Covers various theories of management with emphasis on managing a business in the local, national or international marketplace.
This course explores the basics of human resource management including selection and hiring, performance appraisal, compensation, staff planning and job analysis. This course also addresses current HR issues such as job search in a difficult economy, discrimination and harassment, workplace violence and on-the-job drug abuse.
1. Upon completion of the course, students will have working knowledge of the role and human resources in the management of a business organization.
2. Students will understand the basic functions of human resource management and how the HR department interacts with the organization and with the individual employee.
This course focuses on the entrepreneurial phases associated with start-up and management of small business. This course will teach future entrepreneurs and managers to recognize opportunities and to use effective entrepreneurial and small business management practices.
1. List and discuss the characteristics of successful entrepreneurs.
2. Analyze new business opportunities that exist in the marketplace.
3. Evaluate the feasibility of pursuing an opportunity that youâ€™ve recognized.
4. Develop a business plan that includes both conceptual and technical components.
5. Identify and discuss obstacles to entrepreneurial success.
6. Identify the resources and financing necessary to start an entrepreneurial venture.
7. Discuss organizational characteristics and best management practices for start-up companies.
The course helps you identify information-bearing events, assess and improve process efficiency, learn to model and analyze business processes, recognize probabilistic components of business processes, and understand the interactions between human behavior and process design. Hands-on, case-based course work allows you to practice some of the principles addressed. You will demonstrate the ability to utilize business computer applications.
Conceptualize business operations as processes.
1. Model simple business processes in terms of the actors and activity sequences involved, the data flowing through those sequences and the dependencies between data and business activities.
2. Recognize probabilistic components of business processes and assign distributions to these components.
3. Characterize business processes in terms of their key operations characteristics; e.g.,productivity, efficiency, service quality, sustainability, time and costs associated with waiting, material volume and service/product customization.
4. Formulate improvements to observed processes and estimate the effects of these improvements with the help of simulation.
5. Identify the role of information systems in business processes; e.g., recognize and specify where information technology can be applied; recognize the role of Enterprise Resource Planning (ERP) systems.
6. Recognize the interdependence of business processes within and across organizational boundaries.
Fest 2011 in Half Moon Bay. This conference was help in December 2011 and hosted by the Institute of Knowledge Management in Education. There were participants form K-12, Higher Ed, educational non-profits, foundations and start-up companies. The keynote speaker was Dr. Sugata Mitra.
The book presents a coherent theory of building information, focusing on its representation and management in the digital era. It addresses issues such as the information explosion and the structure of analogue building representations to propose a parsimonious approach to the deployment and utilization of symbolic digital technologies like BIM. It also considers the matching representation of AECO processes in terms of tasks, so as to connect to information processing and support both information management and decision taking.
This resource is a video abstract of a research paper created by Research Square on behalf of its authors. It provides a synopsis that's easy to understand, and can be used to introduce the topics it covers to students, researchers, and the general public. The video's transcript is also provided in full, with a portion provided below for preview:
"Strategic organizational learning is the heart of any productive activity – it’s the trending form of labor. A new article in Design Management Review illustrates how, over the long run, superior performance relies on superior learning. Specifically, knowledge assets embedded in routines, and effective organizational learning undergird dynamic capabilities, and these in turn help top performers to keep a competitive edge. Today, the leader’s new work is therefore to build knowledge-creative enterprises – enterprises that are extremely good at organizational learning and that buzz with positive energy and innovation. The five-stage consulting cycle for co-creating value (Discover-Design-Develop-Deliver-Decide Impact) presented in the article’s case study, can help. Ultimately, making an organization truly knowledge-creative can be done in many ways, but all of them require rigor resourcefulness, and a positive learning culture. Learn how your organization can learn too. Tkaczyk B. 2015..."
The rest of the transcript, along with a link to the research itself, is available on the resource itself.
This is the complete course for Business Applications. The content consists of lectures, templates and instructions to create a stratgeic business plan.
This course provides an introduction to applied concepts in Calculus that are relevant to the managerial, life, and social sciences. Students should have a firm grasp of the concept of functions to succeed in this course. Topics covered include derivatives of basic functions and how they can be used to optimize quantities such as profit and revenues, as well as integrals of basic functions and how they can be used to describe the total change in a quantity over time.
Students in an introductory Management Information Systems (MIS) course often ask what a career in MIS looks like. Lacking a clear vision, they make their own assumptions. Often they assume the career involves programming with little human interaction. That MIS is a technical field could not be further from the truth. MIS job descriptions typically require candidates to be able to collaborate, communicate, analyze needs and gather requirements. They also list the need for excellent written and communication skills. In other words, MIS workers are constantly interacting with other people both inside and outside the organization. They are coming up with creative solutions to business problems.
This course is designed to help students get a feel for what a career in MIS would be like. Our students report that they learn more about information systems from their internships than from their IS courses. Consequently, we designed a course that looks very much like an internship—an introduction to the field followed by a substantial project.
A presentation covering the development of an evaluation framework for transforming teaching materials into OERs.
Delivered at the OER 10 Conference
This project includes three teaching modules in the area of child welfare management: Child Welfare Staff Relations, Social Advocacy in Child Welfare, and Program Development in Child Welfare. Each module includes a statement of purpose, learning objectives, reference readings, an outline for the presentation, and resources for teaching. (35 pages)California State University, Long Beach, (1994). Child Welfare Management Modules
Case seminar text that can be used to discuss the epidemiological transition as well as to give the students a possibility to share their own experiences of working for a UN or government agency. By placing the scenario in Vietnam the students will have to read up on a country that has made great strides towards a healthier population while at the same time having to combat great disparities.
How do individuals and families interface with larger systems, and how do therapists intervene collaboratively? How do larger systems structure the lives of individuals and families? Relationally-trained practitioners are attempting to answer these questions through collaborative and interdisciplinary, team-focused projects in mental health, education, the law, and business, among other fields. Similarly, scholars and researchers are developing specific culturally responsive models: outreach family therapy, collaborative health care, multi-systemic school interventions, social-justice-oriented and spiritual approaches, organizational coaching, and consulting, among others. This course explores these developments and aims at developing a clinical and consulting knowledge that contributes to families, organizations, and communities within a collaborative and social-justice-oriented vision.
The introduction of Business Communication for Success, the textbook used throughout this course, notes that Ň[E]ffective communication takes preparation, practice, and persistence. There are many ways to learn communication skills; the school of experience, or Ôhard knocks,Ő is one of them. But in the business environment, a ÔknockŐ (or lesson learned) may come at the expense of your credibility through a blown presentation to a client.Ó Effective communication skills are a prerequisite for succeeding in business. Communication tools and activities connect people within and beyond the organization in order to establish the businessŐs place in the corporate community and the social community, and as a result, that communication needs to be consistent, effective, and customized for the business to prosper. Business Communication for Success provides theories and practical information that represent the heart of this course, while additional resources are included to expand or pose alternatives to the approaches chosen in the textbook. You will receive maximum benefits from this course if you complete the readings first and then use the additional resources to fill in the blanks and/or reconsider the topics in the textbook.
This course introduces managers and other professionals working in the nonprofit sector to Value Based Management. The course attempts to establish a common framework for how nonprofit's and non-governmental organizations can apply Value Based Management in such areas as Strategic Planning, Resource Development, Leadership, and Performance Measurement. Course Level: Intermediate - A good understanding of business concepts is useful for fully understanding this course. A review of other Short Courses is also recommended since this course covers topics that may be covered in greater deal in another short course. Recommended for 2.0 hours of CPE. Course Method: Inter-active self study with audio clips, self-grading exam, and certificate of completion.
This Book Will Be Helpful to:
This book is aimed primarily at those who are responsible for implementing accessibility at an organizational level. These people tend to be managers, but may also be accessibility specialists, whose role it is to oversee the implementation of accessibility strategies and awareness throughout an organization.
Web developers may also wish to read this book to expand their understanding of the organizational aspects of implementing accessibility, extending their role as an IT accessibility specialist, often being the person who leads the implementation of accessibility culture in an organization.
While managers and web developers are the primary audience for this book, anyone who has an interest in the aspects of implementing accessibility culture in an organization will find this book informative.