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.

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.

Our objective in this course is to introduce you to concepts and techniques related to the design, planning, control, and improvement of manufacturing and service operations. The course begins with a holistic view of operations, where we stress the coordination of product development, process management, and supply chain management. As the course progresses, we will investigate various aspects of each of these three tiers of operations in detail. We will cover topics in the areas of process analysis, materials management, production scheduling, quality improvement, and product design. To pursue the course objective most effectively, you will have to: 1. Study the assigned reading materials. 2. Prepare and discuss cases, readings, and exercises in class. 3. Prepare written analyses of cases.

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.

Subject enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis on the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Subject centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Restricted to first-year Sloan master's students.

Examines theory and research on the relationship of organizations to each other and to their economic, political, and social environments. Classic and contemporary approaches to complex social systems, the dynamics of inertia and change, the role of legitimacy, and the production of change as an intended or unintended consequence. Considers the relative roles of voluntarism and determinism in the pursuit of organizational agendas and in the shaping of organizational environments, for example, with respect to changing employment relationships and environmentalism. Primarily for doctoral students. The goal of this doctoral course is to familiarize students with major conceptual frameworks, debates, and developments in contemporary organization theory. This is an inter-disciplinary domain of inquiry drawing primarily from sociology, and secondarily from economics, psychology, anthropology, and political science. The course focuses on inter-organizational processes, and also addresses the economic, institutional and cultural contexts that organizations must face. This is an introduction to a vast and multifaceted domain of inquiry. Due to time limitations, this course will touch lightly on many important topics, and neglect others entirely; its design resembles more a map than an encyclopedia. Also, given the focus on theoretical matters, methodological issues will move to the background. Empirical material will be used to illustrate how knowledge is produced from a particular standpoint and trying to answer particular questions, leaving the bulk of the discussion on quantitative and qualitative procedures to seminars such as 15.347, 15.348, and the like.

The course is structured around a core of fundamental concepts concerning how we view organizations, and the application of these concepts to basic domains of action crucial for contemporary businesses: sensemaking, learning, knowing, and change. We view organizations as enacted systems, wherein humans are continually shaping the structures that influence their action in turn. In other words, we create the systems that then create us.

Introductory examination of the US law of intellectual property, with emphasis on patents and copyrights, and a brief look at trademarks and trade secrets. Comparisons made with regard to what can and cannot be protected, what rights the owner does and does not obtain, and how these rights come into being. Issues relating particularly to new information technologies highlighted. Assignments include case and statutory readings, written preparatory exercises, and student case presentations.

This course takes a broad-based look at poker theory and applications of poker analytics to investment management and trading.

This course provides understanding of the theory and processes of negotiation as practiced in a variety of settings. It is designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. With an emphasis on simulations, exercises, role playing and cases, students are given an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks.

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems, and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future competitiveness? How do we align business strategy and plans with IT strategy and IT plans? How can we engage executives in learning and leading IT-related change? How do we implement new systems, change work behavior, manage projects? How should we organize and govern IT in an organization.

Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. Practical Leadership is an interactive seminar where students receive repeated coaching and real-time feedback on their own leadership capabilities from their peers and the instructor. The course is structured around a set of readings. However, the key component is each student's own self-assessment. These self-assessments are done by the students in the first week of the semester. The areas for improvement that the students identify are then targeted in the weekly role plays that are customized for each student in the class. The goal of the class is for each student to increase his or her own leadership abilities through an ongoing cycle of practice, feedback and reflection.

This course serves as a description and critical assessment of the major issues and stages of developing a pharmaceutical or biopharmaceutical. Topics covered include drug discovery, preclinical development, clinical investigation, manufacturing and regulatory issues considered for small and large molecules, and economic and financial considerations of the drug development process. A multidisciplinary perspective is provided by the faculty, who represent clinical, life, and management sciences. Various industry guests also participate.

This course is organized around the well-established planning, organizing, leading, and controlling framework (or, simply, P-O-L-C). Three underlying themes carry throughout: strategic thinking, entrepreneurial thinking, and active management.

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.

The University of North Georgia Press and Affordable Learning Georgia bring you Principles of Managerial Accounting. Well-written and straightforward, Principles of Managerial Accounting is a needed contribution to open source pedagogy in the business education world. Written in order to directly meet the needs of her students, this textbook developed from Dr. Jonick’s years of teaching and commitment to effective pedagogy.

This course will walk you through the nuts and bolts of project management. From understanding the project life cycle to setting priorities and expectations to controlling expenses and reporting results, project management touches several resources within organizations. You will examine roles and environments and various techniques of planning, evaluation, and control. An overview of the tools used in contemporary project management will also be discussed throughout the course.

Builds upon relevant economic theories and methodologies to analyze the changes in organization and markets enabled by Information Technology, especially the Internet. Typical perspectives examined include industrial organization and competitive behavior, price theory, information economics, intangible asset valuation, consumer behavior, search and choice, auctions and mechanism design, transactions cost economics and incomplete contracts theory, and design of empirical studies. Extensive reading and discussion of research literature aimed at exploring the application of these theories to business issues and challenges raised by the Internet and related technologies. Business organizations and markets use a bewildering variety of structures to coordinate the productive activities of their stakeholders. Dramatic changes in information technology and the nature of economic competition are forcing firms to come up with new ways of organizing work. This course uses economic theory to investigate the roles of information and technology in the existing diversity of organizations and markets and in enabling the creating of new organizational forms.