To build a high-growth, sustainable firm, an entrepreneur must know how to locate and recruit talented people and how to manage and retain them. Subject focuses on building, running, and growing an organization. Students examine three central themes: how to think analytically about designing organizational systems; how leaders, especially founders, play a critical role in shaping an organization's culture; and how to build a successful organization for the long-term. Through a series of cases, lectures, and readings, students address the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Students develop competencies in organizational design, human resources management, and organizational behavior in the context of a new, small firm. This subject is about building, running, and growing an organization. Subject has four central themes: How to think analytically about designing organizational systems How leaders, especially founders, play a critical role in shaping an organization's culture What really needs to be done to build a successful organization for the long-term and What one can do to improve the likelihood of personal success. Not a survey of entrepreneurship or leadership; subject addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Through a series of cases, lectures, readings and exercises students develop competencies in organizational design, human resources management, leadership and organizational behavior in the context of a new, small firm.

This class surveys developmental entrepreneurship via case examples of both successful and failed businesses and generally grapples with deploying and diffusing products and services through entrepreneurial action. By drawing on live and historical cases, especially from South Asia, Africa, Latin America as well as Eastern Europe, China, and other developing regions, we seek to cover the broad spectrum of challenges and opportunities facing developmental entrepreneurs. Finally, we explore a range of established and emerging business models as well as new business opportunities enabled by developmental technologies developed in MIT labs and beyond.

This Book Will Be Helpful to:

Managers-
This book is aimed primarily at those who are responsible for implementing accessibility at an organizational level. These people tend to be managers, but may also be accessibility specialists, whose role it is to oversee the implementation of accessibility strategies and awareness throughout an organization.

Web Developers-
Web developers may also wish to read this book to expand their understanding of the organizational aspects of implementing accessibility, extending their role as an IT accessibility specialist, often being the person who leads the implementation of accessibility culture in an organization.

Everyone Else-
While managers and web developers are the primary audience for this book, anyone who has an interest in the aspects of implementing accessibility culture in an organization will find this book informative.

Digital Anthropology is a Spring 2003 applied social science and media arts seminar, surveying the blossoming arena of digital-artifact enabled experimental sociology/anthropology.ĺĘWe will emphasize onĺĘboth (a) Technology Testbeds -- systematically deploying research lab prototypes and corporate pre-production products in a sample human organizational population and carefully observing the social consequences, and (b) Sociometrics -- using digital artifacts to better observe and measure the complex social reality of interesting human systems.

Introduces the process of social research, emphasizing the conceptualization of research choices to ensure validity, relevance, and discovery. Includes research design and techniques of data collection as well as issues in the understanding, analysis, and interpretation of data. This course is designed to lay the foundations of good empirical research in the social sciences. It does not deal with specific techniques per se, but rather with the assumptions and the logic underlying social research. Students become acquainted with a variety of approaches to research design, and are helped to develop their own research projects and to evaluate the products of empirical research.

A large proportion of contemporary research on organizations, strategy, innovation and management relies on quantitative research methods. Subject examines the research process as the goal is to help students understand the relationship between theory, data and statistical methods. It is designed to provide an introduction to some of the most commonly used quantitative techniques, including logit/probit models, count models, event history models, and pooled cross-section techniques.

The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.

15.010 is the Sloan School's core subject in microeconomics, with sections for non-Sloan students labeled 15.011. Our objective is to give you a working knowledge of the analytical tools that bear most directly on the economic decisions firms must regularly make. We will emphasize market structure and industrial performance, including the strategic interaction of firms. We will examine the behavior of individual markets--and the producers and consumers that sell and buy in those markets--in some detail, focusing on cost analysis, the determinants of market demand, pricing strategy, market power, and the implications of government regulatory policies. We will also examine the implications of economics on other business practices, such as incentive plans, auctions, and transfer pricing.

Opportunity for individual or group study of advanced topics in Engineering Systems Division not otherwise included in the curriculum at MIT.: This course introduces the theory and the practice of engineering ethics using a multi-disciplinary and cross-cultural approach. Theory includes ethics and philosophy of engineering. Historical cases are taken primarily from the scholarly literatures on engineering ethics, and hypothetical cases are written by students. Each student will write a story by selecting an ancestor or mythic hero as a substitute for a character in a historical case. Students will compare these cases and recommend action.

The primary objective is to teach students to do rigorous, explicit, customer-based marketing analysis which is most appropriate for new ventures. Explicit analysis of customers and potential customers, using available data, together with explicit and sensible additional assumptions about customer needs and behavior. Additional course objectives are to teach students about: (a) ways to implement marketing strategies when resources are very limited, and (b) common deficiencies in marketing by entrepreneurial organizations. From course home page: Course Description Educational Objective This course clarifies key marketing concepts, methods, and strategic issues relevant for start-up and early-stage entrepreneurs. At this course, there are two major questions: Marketing Question: What and how am I selling to whom? New Venture Question: How do I best leverage my limited marketing recourses? Specifically, this course is designed to give students a broad and deep understanding of such topics as: What are major strategic constraints and issues confronted by entrepreneurs today? How can one identify and evaluate marketing opportunities? How do entrepreneurs achieve competitive advantages given limited marketing resources? What major marketing/sales tools are most useful in an entrepreneurial setting? Because there is no universal marketing solution applicable to all entrepreneurial ventures, this course is designed to help students develop a flexible way of thinking about marketing problems in general. Career Focus This course is aimed at students who plan to start a new venture or take a job as a marketing professional in an early-stage business.

Continuation of Finance Theory I, concentrating on corporate financial management. Topics: Capital investment decisions, security issues, dividend policy, optimal capital structure, hedging and risk management, futures markets and real options analysis. The objective of this course is to learn the financial tools needed to make good business decisions. The course presents the basic insights of corporate finance theory, but emphasizes the application of theory to real business decisions. Each session involves class discussion, some centered on lectures and others around business cases.

Studies basic concepts of financial and managerial accounting. Viewpoint is that of the users of accounting information (especially managers) rather than the preparer (the accountant).

Introduction to investments and corporate finance. Topics include: project and company valuation, risk and return in capital markets, the pricing of stocks and bonds, corporate financing and dividend policy, the cost of capital, and financial options. Subject provides a broad overview of both theory and practice. Restricted to Management of Technology students. Financial Management studies corporate finance and capital markets, emphasizing the financial aspects of managerial decisions. It touches on all areas of finance, including the valuation of real and financial assets, risk management and financial derivatives, the trade-off between risk and expected return, and corporate financing and dividend policy. The course draws heavily on empirical research to help guide managerial decisions.

An intensive introduction to the preparation and interpretation of financial information for investors (external users) and managers (internal users) and to the use of financial instruments to support system and project creation. Adopts a decision-maker perspective on accounting and finance. This is an intensive introduction to the preparation and interpretation of financial information for investors (external users) and managers (internal users) and to the use of financial instruments to support system and project creation. The course adopts a decision-maker perspective on accounting and finance with the goal of helping students develop a framework for understanding financial, managerial, and tax reports.

Fundamentals of Business (2016) is an openly licensed (CC BY NC SA 3.0) textbook designed for use in Virginia Tech’s Pamplin College of Business introductory level business course, MGT1104 Foundations of Business.
This work is a project of University Libraries and the Pamplin College of Business, Virginia Tech.

A new version of this book was released in August 2018. See http://hdl.handle.net/10919/84848 for more details.

If you are an instructor reviewing, adopting, or adapting this textbook, please help us understand a little more about your use by filling out this form http://bit.ly/business-interest

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Fundamentals of Business, Second Edition (2018) is an 372-page open education resource intended to serve as a no-cost, faculty customizable primary text for one-semester undergraduate introductory business courses. It covers the following topics in business: Teamwork; economics; ethics; entrepreneurship; business ownership, management, and leadership; organizational structures and operations management; human resources and motivating employees; managing in labor union contexts; marketing and pricing strategy; hospitality and tourism, accounting and finance, and personal finances. The textbook was designed for use in Virginia Tech’s Pamplin College of Business introductory level business course, MGT1104 Foundations of Business and is shared under a Creative Commons Non-Commercial ShareAlike 4.0 license.

2018 version formats include: PDF, Accessible "screen reader friendly" PDF, ePub, Mobi, XML/Pressbooks (editable), and open document format.
The Pressbooks online version (HTML) is available at: https://doi.org/10.21061/fundamentals-of-business
The 2016 version of this book includes editable MSWord files.

If you are an instructor reviewing, adopting, or adapting this textbook, please help us understand your use by filling out this form http://bit.ly/business-interest

Instructor resource sharing portal: https://www.oercommons.org/groups/fundamentals-of-business-user-group/1379

This book grew out of a decade of co-teaching a course entitled ‘Infrastructure Management’ at Carnegie Mellon University. Our teaching philosophy was to prepare students for work in the field of infrastructure management. We believe that infrastructure management is a professional endeavor and an attractive professional career. The book is co-authored by two accomplished engineers - each representing professional practice, academic research and theoretical evaluation. Their collective strengths are presented throughout the text and serve to support both the practice of infrastructure management and a role for infrastructure management inquiry and search. Importantly, both co-authors have academic research interests (and a number of research publications) on various topics of infrastructure management. That said, the primary audience for this book is expected to be professionals intending to practice infrastructure management, and only secondarily individuals who intend to pursue a career of research in the area.

This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play games both within the firm and outside it - with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance your ability to think strategically in complex, interactive environments. Knowledge of game theory will give you an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality.

An old saying holds that ‰ŰĎthere are many more good ideas in the world than good ideas implemented.‰Ű This is a case-based introduction to the fundamentals of effective implementation. Developed with the needs and interests of planners--but also with broad potential application--in mind, this course is a fast-paced, case-driven introduction to developing strategy for organizations and projects, managing operations, recruiting and developing talent, taking calculated risks, measuring results (performance), and leading adaptive change, for example where new mental models and habits are required but also challenging to promote. Our cases are set in the U.S. and the developing world and in multiple work sectors (urban redevelopment, transportation, workforce development, housing, etc.). We will draw on public, private, and nonprofit implementation concepts and experience.

In this article, published on Entrepreneur.com, Dr. Rachel Cubas-Wilkinson explores why the fundamental characteristics of an inclusive organization must be implemented at both leadership and managerial levels — and how to ensure they are. Read on to learn more about: What does an inclusive culture look like?The critical role of leadership in an inclusive cultureTop-down vs. bottom-up inclusionCreating an environment of psychological safetyThe rise of company culture as a differentiator