Emphasis on the analytical reading of lyric poetry in England and the United States. Syllabus usually includes Shakespeare's sonnets, Donne, Keats, Dickinson, Frost, Eliot, Marianne Moore, Lowell, Rich, and Bishop. This subject is an introduction to poetry as a genre; most of our texts are originally written in English. We read poems from the Renaissance through the 17th and 18th centuries, Romanticism, and Modernism. Focus will be on analytic reading, on literary history, and on the development of the genre and its forms; in writing we attend to techniques of persuasion and of honest evidenced sequential argumentation. Poets to be read will include William Shakespeare, Queen Elizabeth, William Wordsworth, John Keats, T.S. Eliot, Langston Hughes, Sylvia Plath, Elizabeth Bishop, and some contemporary writers.

Survey of Indian civilization from 2500 BC to present-day. Traces major political events as well as economic, social, ecological, and cultural developments. Primary and secondary readings enhance understanding of this unique civilization, and shape and improve understanding in analyzing and interpreting historical data. Examines major thematic debates in Indian history through class discussion.

Medieval and early modern Russia stood at the crossroads of Europe and Asia. In this course we will examine some of the native developments and foreign influences which most affected the course of Russian history. Particular topics include the rise of the Kievan State, the Mongol Yoke, the rise of Muscovy, Ivan the Terrible, Peter the Great, relations with Western Europe. How did foreigners perceive Russia? How did those living in the Russian lands perceive foreigners? What social relations were developing between nobility and peasantry, town and country, women and men? What were the relations of each of these groups to the state? How did state formation come about in Kievan and Muscovite Russia? What were the political, religious, economic, and social factors affecting relations between state and society? In examining these questions we will consider a variety of sources including contemporary accounts (both domestic and foreign), legal and political documents, historical monographs and interpretive essays.

Focusing on the emperors Augustus and Nero, this course investigates the ways in which Roman emperors used art, architecture, coinage and other media to create and project an image of themselves, the ways in which the surviving literary sources from the Roman period reinforced or subverted that image, and the ways in which both phenomena have contributed to post-classical perceptions of Roman emperors. Material studied will include the art, architecture, and coinage of Augustan and Neronian Rome, the works of Suetonius and Tacitus, and modern representations of the emperors such as those found in I, Claudius and Quo Vadis.

This class is a global survey of the great transformation in history known as the "Industrial Revolution." Topics include origins of mechanized production, the factory system, steam propulsion, electrification, mass communications, mass production and automation. Emphasis on the transfer of technology and its many adaptations around the world. Countries treated include Great Britain, France, Germany, the US, Sweden, Russia, Japan, China, and India. Includes brief reflection papers and a final paper.

This course is an introduction to the use of accounting information by managers for decision making, performance evaluation and control. The course should be useful for those who intend to work as management consultants, for LFM (Leaders for Manufacturing) students, and in general, for those who will become senior managers.

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 gives an overview of engineering management and covers topics such as financial principles, management of innovation, technology strategy, and best management practices. The focus of the course is the development of individual skills and team work. This is carried out through an exposure to management tools.

Management of Services: Concepts, Design, and Delivery explores the use of operations tools and perspectives in the service sector, including both for-profit and not-for-profit organizations. The course builds on conceptual frameworks and cases from a wide range of service operations, selected from health care, hospitality, internet services, supply chain, transportation, retailing, food service, entertainment, financial services, humanitarian services, government services, and others.

Explores the difference between service and manufacturing operations, and the degree of distinct management skills and tools required. Analyzes cases selected from a variety of service operations with a particular focus on e-commerce. Guest speakers from specific service industries discuss the essence of managing those operations. This course covers organizational, strategic and operational aspects of managing Supply Networks (SNs) from domestic and international perspectives. Topics include alternative SN structures, strategic alliances, design of delivery systems and the role of third party logistics providers. Many of the activities exchanged among enterprises in a SN are of a service nature, and the final output is often a combination of tangible products and services which the end-customer purchases. A series of concepts, frameworks and analytic tools are provided to better understand the management of service operations. Guest speakers share their experiences in managing SNs and services. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.

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.

This course on global integration brings together matters of global markets and institutions, global strategy, organization, and leadership. Global integration, the process by which an organization with units around the world becomes united, will be presented as a link to entrepreneurship and general management. The seminar is offered only to those enrolled in the MIT Sloan Fellows Program and challenges the participants to draw upon their past managerial experiences, especially those affiliated with multinational companies.

Introduction to the sources of technological innovation, economics of innovation, protection of innovation rights, communication of technical information, capturing benefit from innovation, organizing to manage the innovation process, cooperation in the innovation process, new ventures. 15.351 is a full-term subject with greater detail on technology strategy and on product development and implementation. 15.352 is a half-term subject. Students cannot receive credit for both subjects.

This course discusses the basics every manager needs to organize successful technology-driven innovation in both entrepreneurial and established firms. We start by examining innovation-based strategies as a source of competitive advantage and then examine how to build organizations that excel at identifying, building and commercializing technological innovations. Major topics include how the innovation process works; creating an organizational environment that rewards innovation and entrepreneurship; designing appropriate innovation processes (e.g. stage-gate, portfolio management); organizing to take advantage of internal and external sources of innovation; and structuring entrepreneurial and established organizations for effective innovation. The course examines how entrepreneurs can shape their firms so that they continuously build and commercialize valuable innovations. Many of the examples also focus on how established firms can become more entrepreneurial in their approach to innovation.

An examination of current economic and policy issues in the electric power industry, focusing on nuclear power and its fuel cycle. Introduces techniques for analyzing private and public policy alternatives, including discounted cash flow methods and other techniques in engineering economics. Application to specific problem areas, including nuclear waste management and weapons proliferation. Other topics include deregulation and restructuring in the electric power industry.

This is a course intended to give students a broad overview of the management challenges of the non-profit sector. It is not a detailed management course but rather is aimed at students who will likely relate to non-profits in a variety of ways (on the boards, as volunteers, as fund-raisers, and occasionally as staff).

This course approaches "managing the innovation process" through five levels of analysis: individual, team, network, organizational, and industrial. At each level of analysis, particular attention is given to the conditions under which innovation processes succeed and fail. The weekly readings consist of a mixture of book chapters, journal articles, and cases, and an online forum will be used for further discussion of the required readings outside of class. Tuesday classes will begin with a reflection exercise that entails critical thinking about the topic for the week, followed by an activity and lecture introducing material found both within and outside of the readings. Thursday classes will begin with a case analysis completed in small groups, followed by a discussion based on the issues raised in the case and online forum. The primary goal of the course is to expose students to a variety of perspectives on innovation, while building on past work experiences and preparing for work experiences in the future.

Maneuvering motions of surface and underwater vehicles. Derivation of equations of motion, hydrodynamic coefficients. Memory effects. Linear and nonlinear forms of the equations of motion. Control surfaces modeling and design. Engine, propulsor, and transmission systems modeling and simulation during maneuvering. Stability of motion. Principles of multivariable automatic control. Optimal control, Kalman filtering, loop transfer recovery. Term project: applications chosen from autopilots for surface vehicles; towing in open seas; remotely operated vehicles.

15.763 focuses on decision making for system design, as it arises in manufacturing systems and supply chains. Students are exposed to frameworks and models for structuring the key issues and trade-offs. The class presents and discusses new opportunities, issues and concepts introduced by the internet and e-commerce. It also introduces various models, methods and software tools for logistics network design, capacity planning and flexibility, make-buy, and integration with product development. Industry applications and cases illustrate concepts and challenges. Recommended for operations management concentrators. Second half-term subject.

Concepts and physical pictures behind phenomena that appear in interacting many-body systems. Concentrates on path integrals, meanfield theories and a semiclassical picture of fluctuations around the meanfield state. Some correlation function and finite temperature techniques also covered.