Focus on the key role that information technology plays in enabling organizational change and integration, especially in manufacturing. Topics include: trends in core technologies, including computer hardware, software, communications, and networks; the development and evolution of the internet and web; business models for electronic commerce; reinventing business processes and supply chain management; evaluating and managing the use of advanced information technologies in manufacturing; and new technology-enabled forms of working and organizing. In virtually every industry and every firm, information technology is driving change, creating opportunities and challenges. Leaders who don't understand at least the fundamentals of information systems will be at a strategic disadvantage. This course provides broad coverage of technology concepts and trends underlying current and future developments in information technology, and fundamental principles for the effective use of computer-based information systems. There will be a special emphasis on manufacturing. Information Systems topics that will be covered include networks and distributed computing, including the World Wide Web, hardware and operating systems, software development tools and processes, relational databases, security and cryptography, enterprise applications, B2B, the semantic web and electronic commerce. Sloan LFM students with an interest in Information Systems are encouraged to register for this course.

This seminar examines efforts in developing and advanced nations and regions to create, finance, and regulate infrastructure and energy technologies from a variety of methodological and disciplinary perspectives. It is conducted with intensive in-class discussions and debates.

This seminar will explore the difficulties of getting agreement on global definitions of sustainability; in particularly building international support for efforts to combat climate change created by greenhouse gas emissions as well as other international resource management efforts. We will focus on possible changes in the way global environmental agreements are formulated and implemented, especially on ways of shifting from the current "pollution controlâ€ approach to combating climate change to a more comprehensive strategy for taking advantage of sustainable development opportunities.

This course focuses on national environmental and energy policy-making; environmental ethics; the techniques of environmental analysis; and strategies for collaborative environmental decision-making. The primary objective of the course is to help students formulate a personal theory of environmental planning practice. The course is taught comparatively, with constant references to examples from around the world. It is required of all Graduate / Professional students pursuing an environmental policy and planning specialization in the Department of Urban Studies and Planning at MIT. This course is the first subject in the Environmental Policy and Planning sequence. It reviews philosophical debates including growth vs. deep ecology, "command-and-controlâ€ vs. market-oriented approaches to regulation, and the importance of expertise vs. indigenous knowledge. Emphasis is placed on environmental planning techniques and strategies. Related topics "include the management of sustainability, the politics of ecosystem management, environmental governance and the changing role of civil society, ecological economics, integrated "assessment (combining environmental impact assessment (EIA) and risk assessment), joint fact finding in science-intensive policy disputes, environmental justice in poor communities of "color, and environmental dispute resolution. "Environmental Problem-Solving "(Susskind et al., 2017, Anthem Press), a video-enhanced eBook, provides students with full access to all the "assigned readings, faculty commentary on the readings, and examples of the best student performance on course assignments in previous years.

The power, global reach, and flexibility of multi-national corporations increased dramatically during the 1980's and 1990's as a revolution in communications technology and the increasing adoption of free trade agreements between countries allowed companies to shift production easily from one part of the globe to another. Many companies could now pressure labor unions by negotiating favorable contracts wherever labor costs and local tax laws suited them. However, the increasingly interwoven global economy, along with the technology that facilitated it, also gave rise to international labor organizing. As David Abdulah, education director of the Oilfield Workers Trade Union of Trinidad and Tobago, relates, union organizing and activism has become global, as workers in different countries develop networks across borders to keep up with and combat the unfair labor practices of the multi-nationals.

This is the government website for the SEC - US Securities and Exchange Commission.  The original documents for securities laws can be accessed from this page.  These laws include:
Securities Act of 1933Securities Exchange Act of 1934Trust Indenture Act of 1939Investment Company Act of 1940Investment Advisers Act of 1940Sarbanes-Oxley Act of 2002Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010Jumpstart Our Business Startups Act of 2012
This is helpful for business law classes that include business ethics.  The Sarbones-Oxley Act is a great resource when studying Enron and other related ethical scandals of that time.  The full text can be used for close reading and digital scavenger hunts.

In this lesson, students think about how groups like trauma units have dynamic team leadership cultures. They will think about how these organizations incorporate new people, bring them up to speed quickly, and at the same time, maintain reliability and never commit an error. In this lesson, they will read about this kind of culture and analyze how this could work for their own organizations/clubs. They will think about how to imagine leadership and team organization as a system and not as a hierarchy.
NBEA STANDARD(S):

Management, III. Business OrganizationCommunication, III. Workplace CommunicationManagement, VI. Human Resource Management

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.

Our student leaders cherish the moments to connect annually with members each year at our Fall Leadership Lab and Fall Leadership Conference. We look forward the opportunity next year to return in-person at our 2021 events; however, our state officers have spent an extensive amount of time to develop these on-demand online program experiences to current members and prospective members in our middle level and high school classes throughout the state. Visit https://dpi.wi.gov/fbla/2020-fall-leadership-experience to access workshop materials (student handouts and teacher lesson plans) along with other workshop videos. Questions or feedback about these materials may be sent by email to Brooke Allemann, State President at president@wifbla.org.

With depression looming as a continual threat to the U.S. economy in the late 19th century, Americans debated how the government should respond to hard times--a question still unanswered today. Manufacturers--then as now--usually took the position that government should not interfere with the workings of the "free market." When J. H. Walker, a shoe manufacturer from Worcester, Massachusetts, testified in 1878 before a congressional committee investigating "the causes of the general depression in labor and business," he argued simply that the government should do nothing at all for the vast army of unemployed. "Leave them alone; that is the remedy," he declared.

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.

This document shows the Pathways Mukwonago Area School District has developed for Business and Marketing Education for the 2018-2019 school year.

Phil Loaiza, IT Director for MBA Research, talks about how to create courses with LAP instructional modules in the Canvas-based MBA Learning Center. Access the MBA Learning Center here: https://mba.instructure.com/

Teacher Kim Guest demonstrates how to add move files from the MBA Learning Center to a secure site such as Google Classroom or Schoology. To access the MBA Learning Center, visit https://mba.instructure.com.

Think of the program like a College of Business, just in a high school. The program requires 6 classes: Principles of Business, Business Economics, Principles of Marketing, Principles of Finance, Principles of Management, and Business Strategies. There are also 2 option classes: Wealth Management and Leadership. All classes are project-based and offer real-world hands-on experience for students. Ideally students take the classes in order, but that can be challenging. We do allow students to take classes out of order based on their interest level.

I love the program and it has challenged my teaching. Students take a lot more ownership and control of their learning in these classes as it is taught differently than traditional classes. It increases community engagement with our program as well.

We have 4 of the 6 classes transcripted with our local technical college and the Business Economics class can count as the Social Studies Economic graduation requirement.

The Malaysia Sustainable Cities Practicum is an intensive field-based course that brings 15 Graduate / Professional students to Malaysia to learn about and analyze sustainable city development in five cities in Malaysia. The students in the Practicum will help determine the extent to which these efforts have been successful. They will identify specific projects or policy-making efforts that the following year’s cohort of International Visiting Scholars can examine more closely. " Lead Faculty Professor Larry Susskind Teaching Assistants Jessica Gordon Yasmin Zaerpoor Administrative Staff Takeo Kuwabara Selmah Goldberg

Large factories such as the Lowell textile mills, with their thousands of employees and imposing structures, were the exception in the United States' early industrial development. More commonly, small manufactories sprang up throughout the northeastern United States wherever a fast moving stream was available to provide water power. N. B. Gordon was the general manager as well as the chief mechanic and mill agent at the Union Cotton and Woolen Manufactory, a small textile company in the southeastern Massachusetts town of Mansfield. His work diary chronicled the everyday difficulties he faced in keeping the mill operating, including such problems as broken machines and too little water to power the mill. Highly independent employees caused him headaches, too.

Core subject for students majoring in management science. Surveys individual and social psychology and organization theory interpreted in the context of the managerial environment. Laboratory 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. Twelve units may be applied to the General Institute Laboratory Requirement.

President Calvin Coolidge captured the spirit of the 1920s when he announced in a speech before the Society of American Newspaper Editors that "the chief business of the American people is business." Coolidge's aphorism revealed the centrality of commerce to the nation and its culture in the 1920s, even while it concealed some of the wrenching cultural changes required to accommodate a commercial civilization. An even more forceful publicist for the view that business and spirituality were compatible was Bruce Barton. The son of a Congregational minister, Barton cofounded one of the nation's largest and best-known advertising agencies. Barton's greatest fame, however, came from the best-selling book that he published in 1925, The Man Nobody Knows, in which he crafted a new vision of Christ and Christianity that was not simply compatible with, but organically connected to, the business-oriented 1920s. Barton's aggressive efforts to merge business and Christianity may seem comical in the late 20th century, but his exertions were sincerely felt by him and sincerely received by many Americans. The Jaqua Way, a business publication, offered on its first page the hymn, "A Man's Thanksgiving," in the which author thanked the "God of business men" for "my customers and for the power to serve them faithfully."

Introduces tools from strategy and economics to look systematically at marketing strategy. Topics include how to find profit opportunities, how to create competitive advantage, and how to challenge competitive advantage. Taught as a mix of cases and lectures. The course is aimed at helping you look at the entire marketing mix in light of the strategy of the firm. It will be most helpful to students pursuing careers in which they need to look at the firm as a whole. Examples include consultants, investment analysts, entrepreneurs, and product managers. Objectives 1. Identify, evaluate, and develop marketing strategies. 2. Evaluate a firm's opportunities. 3. Anticipate competitive dynamics. 4. Evaluate the sustainability of competitive advantages.