While no businesses succeed based on their architecture or space design, many fail as a result of inattention to the power of spatial relationships. This course demonstrates through live case studies with managers and architects the value of strategic space planning and decision making in relation to business needs. The course presents conceptual frameworks for thinking about architecture, communication and organizations. This course is offered during the Sloan Innovation Period (SIP), which is a one-week period at the MIT Sloan School of Management that occurs midway through each semester.
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.
Management, III. Business OrganizationCommunication, III. Workplace CommunicationManagement, VI. Human Resource Management
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.
The Team Project has the goals of (1) developing teamwork and leadership skills and (2) learning from the analysis of a change initiative in a real-world company using concepts from other core courses. This class has no regular class schedule or weekly readings. Almost everything is oriented around your team and your project, with only a few deadlines. Each team is responsible for analyzing a recent, ongoing, or anticipated initiative at a real company. Examples might be a strategic reorientation, organizational restructuring, introduction of a new technology, or worker participation program. From the course home page: This course is closely integrated with other MBA core classes: readings are assigned through Organizational Processes (15.311) and oral presentations are given in Communication for Managers (15.280).