The purpose of Introduction to Human Resources Management is to provide a general overview of the concepts and applications of the many parts of Human Resources (HR). This course is for the entry level HR Generalist who wants to explore how the interdependence of the major topics in HR are created and implemented.

This course provides students with concepts, techniques and tools to design, analyze, and improve core operational capabilities, and apply them to a broad range of application domains and industries. It emphasizes the effect of uncertainty in decision-making, as well as the interplay between high-level financial objectives and operational capabilities. Topics covered include production control, risk pooling, quality management, process design, and revenue management. Also included are case studies, guest lectures, and simulation games which demonstrate central concepts.

This text is designed to provide an introduction to the nonprofit sector. It is designed to help readers understand the definition of the sector, its role in society, and the key questions facing it. The book also considers the growing numbers and influence of social enterprises and other “social innovation” organizations.

Provides a basic understanding of legal issues that corporations meet during their existence. Follows one firm throughout its life; from birth to bankruptcy, first as a breakaway from an established high-tech firm, then proceeding through initial funding efforts, establishment of its capital and corporate structure, and through problems in labor, trade secrets, contracts and antitrust, product liability, and resolution of transnational and domestic business disputes. This course provides a basic understanding of legal issues that corporations face during their existence. The course starts by providing the basic building blocks of business law. We then follow a firm through its life cycle from its "breakaway" from an established firm through it going public. The materials covered during 15.647 (the first half of the semester) emphasize the organization and financing of the company. In the second half of the course we examine a broad array of law-sensitive issues relating to intellectual property, product development, M&A transactions, international trade, the duties of directors and officers, business disputes, and bankruptcy and reorganization. The goal of the course is not to impart technical legal skills, but to enhance the judgment which students will bring to their responsibilities as entrepreneurs, managers in established companies, or consultants and advisors. There are two take-home exercises, and no exams.

In The Law of Corporate Finance and Financial Markets, much of the course focuses on M&A and the law-sensitive aspects of financial services and financial markets. The course is designed to be an introduction to business law which covers the fundamentals, including contracts, liability, regulation, employment, and corporations. 15.617 provides an in-depth treatment of the law of finance.

Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. This five-day interactive and experiential workshop focuses on how leaders lead innovations that both promote social responsibility and produce business success. The workshop is organized around three main parts: observation, sense-making, and creating. During the observation phase, students spend a full day inside the Boston office of the design company IDEO and visit some of the most interesting proven innovators in corporate social responsibility such as Ben & Jerry's, KLD, MBDC, Plug Power (fuel cell technology), PwC, chlumberger, or core team members of the UN Global Compact. After returning from their company visits, students describe to one another what they saw and learned. In the final part of the Lab, students conceive and implement innovation projects that serve the needs of a local community. Each team presents its practical accomplishments on the final day of the Lab.

This course explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work / life balance. Materials vary from year to year, but past readings have included work by Robert Bolt, Michael Frayn, Timothy Mo, Wole Soyinka, H. D. Thoreau, and others; films have included Crouching Tiger, Hidden Dragon, Hotel Rwanda, The Descendants, Motorcycle Diaries, Three Kings, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.

Provides students opportunities to meet senior executives of private and public institutions, and to discuss key management issues from the perspective of top management. Students prepare detailed briefings identifying and analyzing important management issues facing these organizations. Seminar concludes with a one-week field trip to New York City.

Many of today’s global challenges require tech-driven solutions — climate change, the growth of the world population, cyber security, the increasing demand for scarce resources, digitalization, the transition from fossil fuels to renewable energy. With this in mind, it is no surprise that one fourth of the CEOs of the world’s 100 largest corporations have an engineering degree.

Solving these global problems requires leaders who, in the first place, are comfortable with technology, models and quantitative analyses — Leaders who see systems instead of isolated problems. However, simply understanding technology is not enough. Successful leaders today must have both the ideas and the know-how to put these ideas into action by working collaboratively with others, winning their hearts and minds.

We need leaders who know how to seize opportunities in a networked world, and can mobilize people and other stakeholders for large-scale change. Leaders who lead fulfilling lives and who are able to move themselves and others from the ‘me’ to the ‘we’. Leaders who are long-term oriented and who deliver economic profit, while also making positive contributions to society and the environment. We call these leaders ‘sustainable leaders’.

Organizations in the 21st century are in need of culturally intelligent managers and leaders. The pressure to build authentic global networks and to cultivate an appreciation and respect for cultural differences and similarities has driven cultural intelligence to the forefront of diversity and inclusion work.

Preparing today's students to be effective leaders in their professional lives requires that they hone their cultural intelligence as it is vital to working inter- and intra-culturally in today's global economy. This unique ability to identify, recognize, and acknowledge the differences and similarities that exist between and among cultural groups and systems will set their leadership skills apart from the masses. And when applied, cultural intelligence can bridge the gap in cultural misunderstanding by creating awareness, knowledge, and patience of cultural norms and behaviors.

The purpose of Leading With Cultural Intelligence by Mia Moua is to outline the important ideas of cultural intelligence and the steps that must be considered and then practiced to become a culturally intelligent leader. The most important aspect covered within this book is that cultural intelligence is both a strategy and a tool towards cultural competency and proficiency. This book outlines the importance of understanding culture and its impact on organizations, the strategic value of cultural intelligence, and the significance of integrating and practicing cultural intelligence in everyday business life. When all these aspects are properly integrated and applied in the leadership and management process, organizations are more innovative and adaptable to respond to cultural changes.

Introduction to "soft" consumer research methods, useful for getting quick customer input into decisions on product design and development, strategic positioning, advertising, and branding. Covers interview techniques, observational methods, Voice of the Customer, focus groups, and analyses suitable for qualitative data. Introduces new information-gathering methods in development at MIT.

Our subject is the ethics of leadership, an examination of the principles appealed to by executive authority when questions arise about its sources and its legitimacy. Most treatments of this subject resort to case-studies in order to illustrate the application of ethical principles to business situations, but our primary emphasis will be upon classic works of imaginative literature, which convey more directly than case-studies the ethical pressures of decision-making. Readings will include works by Shakespeare, Sophocles, Shaw, E.M. Forster, Joseph Conrad, George Orwell, Fyodor Dostoyevsky, and Henrik Ibsen, among others. Topics to be discussed include the sources of authority, the management of consensus, the ideal of vocation, the ethics of deception, the morality of expediency, the requirements of hierarchy, the virtues and vices of loyalty, the relevance of ethical principles in extreme situations.

Quantitative techniques of operations research with emphasis on applications in transportation systems analysis (urban, air, ocean, highway, and pickup and delivery systems) and in the planning and design of logistically oriented urban service systems (e.g., fire and police departments, emergency medical services, and emergency repair services). Unified study of functions of random variables, geometrical probability, multi-server queuing theory, spatial location theory, network analysis and graph theory, and relevant methods of simulation. Computer exercises and discussions of implementation difficulties.

Hybrid/blended course that provides students with the conceptual knowledge and tools to make better use of their time in the management function.

Course Description: Principles of production and operations management applicable to manufacturing and service organizations, including forecasting, product design, facilities layout and location, materials handling, project management, research and development, procurement, inventory control, aggregate planning and scheduling, quality control, and other relevant topics.  

LearningEdge is a free learning resource for management educators and students provided open and available to the world. Developed by MIT Sloan faculty and students, this collection of teaching case studies and management flight simulations focuses on areas in which Sloan's innovative research and teaching are on the cutting edge, including entrepreneurship, leadership and ethics, operations management, strategy, sustainability, and system dynamics.

LearningEdge was formerly MIT Sloan Teaching Innovation Resources (MSTIR).

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.

The goal of this course is to help students learn to communicate strategically within a professional setting. Students are asked to analyze their intended audience, the purpose of their communication, and the context in which they are operating before developing the message. The course focuses specifically on improving students' ability to write, speak, work in a team, and communicate across cultures in their roles as future managers.

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.

Course Outcome
Explain the roles, responsibilities, and accountability of managers in planning, organizing, leading and controlling within an organization.

Competencies
Decision Making: Ability to identify and apply relevant information to set goals, perform job-related tasks, and make business decisions.
Leadership: Ability to motivate, influence, and support others to achieve desired outcomes.

Topics
Management in the workplace
Management functions
Managerial roles