Courses and Programs for Academic Year 2015Expand all

Courses
Course #

Description: 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 decision-making, group behavior, and organizational behavior. Instruction and practice in communication includes report writing, team projects, and oral and visual presentation. 12 units may be applied to the General Institute Laboratory Requirement. Shares lectures with 15.310.

Professor(s) who recently taught this course:

  • Paul Osterman
  • Andrew Yap
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Description: Explores leadership from the military perspective taught by professors of military science from the Army, Navy and Air Force. Survey of basic principles for successfully managing and leading people, particularly in public service and the military. Develops skills in topics such as oral and written communication techniques, planning, team building, motivation, ethics, decision-making, and managing change. Relies heavily on interactive experiential classes with case studies, student presentations, role plays, and discussion. Also appropriate for non-management science majors.

Professor(s) who recently taught this course:

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Description: Surveys social psychology and organization theory as interpreted in the context of the managerial environment. Covers a number of diverse topics, including motivation and reward systems, social influence, groups and teams, leadership, power, organizational design and culture, and networks and communication patterns. Similar in content to 15.311; shares lectures with 15.301. Preference to non-Course 15 students.

Professor(s) who recently taught this course:

  • Paul Osterman
  • Andrew Yap
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Description: Enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasizes the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Major team project to analyze an actual organizational change, with oral and written reports. Restricted to first-year Sloan master's students.

Professor(s) who recently taught this course:

  • Evan Apfelbaum
  • Katherine Kellogg
  • Ray Reagans
  • Andrew Yap
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Description: An intensive one-week introduction to leadership, teams, and learning communities. Introduction of concepts and use of a variety of experiential exercises to develop individual and team skills and develop supportive relationships within the Fellows class. Restricted to first-year Leaders for Global Operations students.

Professor(s) who recently taught this course:

  • John Carroll
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Description: Course spans the entire two-year Leaders for Global Operations (LGO) program, with a focus on leadership that blends theory and practice. During their first summer in the program, students reflect on exemplary leaders' stories in cases, the arts, journalism, philosophy, and social science, and evaluate their own previous leadership experience. During the succeeding four semesters, they apply the lessons they have learned in class to their off-campus internship and other activities at Sloan, and intensively review that experience as they reach the end of the program. Classes take the form of moderated discussion, with the expectation that students will participate fully in each session; students also submit short, written deliverables throughout the program.

Professor(s) who recently taught this course:

  • Leigh Hafrey
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Description: Focuses on effective organizational design in both traditional and innovative organizations, with special emphasis on innovative organizational forms that can provide strategic advantage. Topics include when to use functional, divisional, or matrix organizations; how IT creates new organizational possibilities; examples of innovative organizational possibilities, such as democratic decision-making, crowd-based organizations, internal resource markets, and other forms of collective intelligence. Team projects include inventing new possibilities for real organizations.

Professor(s) who recently taught this course:

  • Thomas Malone
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Description: Designed to provide a practical understanding of the skills of improvisation and their application to leadership. Examines the essential elements of successful leadership, including creativity, emotional intelligence, adaptability, and the capacity to develop effective influence strategies and build strong teams. Cultivates students' ability to respond to the unexpected with confidence and agility. Each class offers a highly experiential learning laboratory where students practice a wide variety of improvised business scenarios, interactive exercises, and simulations.

Professor(s) who recently taught this course:

  • Daena Giardella
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Description: Analyzes through lectures, discussions, and class exercises, the human processes underlying organizational behavior. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.

Professor(s) who recently taught this course:

  • John Van Maanen
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Description: Strengthens leadership capacities through feedback, reflection, and practice. Students use readings, role plays, experiential exercises, self-reflection, and reviews of their own videos, as well as focused coaching and feedback, to optimize their own leadership capabilities. Focuses on individual leadership growth. Culminates with submission of a written summary of students reflections and experiences around leadership from throughout the term.

Professor(s) who recently taught this course:

  • Pat Bentley
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Description: Continuation of subject 15.325 on the identification and analysis of important management issues. Students prepare briefings and meet with senior government and international leaders during field trips in selected international areas. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.

Professor(s) who recently taught this course:

  • Stephen Sacca
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Description: Covers classic and contemporary theories and research related to individuals, groups, and organizations. Designed primarily for doctoral students in the Sloan School of Management who wish to familiarize themselves with research by psychologists, sociologists, and management scholars in the area commonly known as micro organizational behavior. Topics may include motivation, decision making, negotiation, power, influence, group dynamics, and leadership.

Professor(s) who recently taught this course:

  • Jared Curhan
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Description: Provides an introduction to research in "organizations and environments," an interdisciplinary domain of inquiry drawing primarily from sociology, and secondarily from economics, psychology, and political science. Seeks to understand organizational processes and outcomes in the surrounding economic, cultural, and institutional context in which they are situated. Also provides an introduction to the main groups that together form the Behavioral Policy Sciences (BPS) area of MIT/Sloan, including economic sociology, organization studies, work and employment, strategic management, global management, and technology, innovation, and entrepreneurship. Consists of four modules taught by faculty from each of the four BPS groups, as well as integrative sessions taught by the main instructor. Preference to first-year doctoral students in BPS.

Professor(s) who recently taught this course:

  • Aleksandra Kacperczyk
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Description: Training in the design and practice of qualitative research. Organized around illustrative texts, class exercises, and student projects. Topics include the process of gaining access to and participating in the social worlds of others; techniques of observation, fieldnote-taking, researcher self-monitoring and reflection; methods of inductive analysis of qualitative data including conceptual coding, grounded theory, and narrative analysis. Discussion of research ethics, the politics of fieldwork, modes of validating researcher accounts, and styles of writing up qualitative field research.

Professor(s) who recently taught this course:

  • Susan Silbey
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Description: Preparation for an organizational change project. Emphasis on applying tools of organizational, operational, and systems analysis in order to effect change. Includes a focus on the challenges and opportunities presented by issues of leadership and organizational behavior. Each student leads a change project in his or her own organization, focusing on fixing a broken or ineffective process. Examples of possible initiatives include a strategic reorientation, organizational restructuring, introduction of a new technology, a worker participation program, etc. Restricted to Executive MBA students.

Professor(s) who recently taught this course:

  • Nelson Repenning
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Description: Helps students discover and develop new and effective ways of managing and working together across national borders; also helps accelerate development of the context awareness and integrative management skills needed to lead in a globalized world. Involves intensive team engagement with a firm where students integrate their understanding of the relevant global and national economic and institutional contexts, industry dynamics, the firm's strategic position and capabilities, and its management organization and processes to provide the management sponsor with insight and effective recommendations. Includes a week-long site visit for research. Restricted to Executive MBA students.

Professor(s) who recently taught this course:

  • M. Lehrich
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Description: Promotes awareness of and ways to meet the challenges managers face today (and tomorrow). Acquaints students with some of the psychological and sociological dynamics that regularly operate in organizational settings - the less visible "forces" that influence employee and managerial behavior - and how these dynamics shape the way managers respond to a changing world. Restricted to Executive MBA students.

Professor(s) who recently taught this course:

  • Hal Gregersen
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Description: Designed to enhance students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasizes the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Restricted to Executive MBA students.

Professor(s) who recently taught this course:

  • Roberto Fernandez
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Description: Group study of current topics related to management not otherwise included in curriculum. Coursework may continue into the following term.

Professor(s) who recently taught this course:

  • Deborah Ancona
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Description: Group study of current topics related to management not otherwise included in curriculum. Coursework may continue into the following term.

Professor(s) who recently taught this course:

  • Daena Giardella
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Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

  • Leigh Hafrey
  • Stephen Sacca
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Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

  • Pat Bentley
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Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

  • Otto Scharmer
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Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

  • Vahram Erdekian
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Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

  • Deborah Ancona
  • Thomas Malone
  • Wanda Orlikowski
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Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

  • Deborah Ancona
  • Stephen Sacca
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Programs