Crypto mindset course syllabus
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Crypto mindset course syllabus
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We all spend much of our lives in organizations. Most of us are born in organizations, educated in organizations, and work in organizations. Organizations emerge because individuals can't or don't want to accomplish their goals alone.
Management is the art and science of helping individuals achieve their goals together. Managers in an organization determine where their organization is going and how it gets there. More formally, managers formulate strategies and implement those strategies. This course provides a framework for understanding the opportunities and challenges involved in formulating and implementing strategies by taking a "system" view of organizations,which means that we examine multiple aspects of how managers address their environments, strategy, structure, culture, tasks, people, and outputs, and how managerial decisions made in these various domains interrelate.
The course will help you to understand and analyze how managers can formulate and implement strategies effectively.
It will be particularly valuable if you are interested in management consulting, investment analysis, or entrepreneurship - but it will help you to better understand and be a more effective contributor to any organizations you join, whether they are large, established firms or startups.
This course must be taken for a grade. Most successful firms go global in some way; why do they go global, and how do they navigate across international borders? This is the question at the core of multinational management.
In this course, you will learn about topics such as how firms choose where and how to invest abroad, how shifts in the political economy landscape affect firm strategy, and how firms respond to restrictions on the movement of both physical and human capital across borders. The class utilizes economics and global strategy frameworks to provide students with an understanding of how to formulate multinational firm strategy. Fulfills the Global Economy, Business, and Society requirement.
This course has a mandatory attendance policy. Emerging firms are a critical element of economic growth, and a key source of gains in innovation and social welfare. This course is designed to depart from the U. We will discuss the challenges faced by founders in different global contexts, the components of a robust institutional ecosystem, and the ways in which creative solutions may flourish in response to local problems.
Along the way, students will gain a virtual view into global startup communities, and personalized insights from firm founders operating around the world - from Bogota to Nairobi to Jakarta. The course will be structured in three primary parts. The first and longest section will discuss the Key Challenges for emerging firm growth across the globe, such as access to talent and resources, political risk, and legal institutions.
The second section will highlight particularly active areas of Context-Driven Innovation that are thriving in various regions, such as financial technology, mobile health products, and clean energy.
The final section will train Regional Spotlights on different geographic areas in turn, so that we may focus on the challenges and opportunities specific to various parts of the world. By the end of the class, you should have basic familiarity with what would be required to launch a business in multiple industry areas services, hardware, retail, food, software as well as producing a final project that highlights what you have learned.
Please contact the instructor for course content for each study. This course focuses on the creation of competitive advantage in the multinational firm. It examines the nature of global competition by exploring the characteristics of global versus non-global industries and firms. We also explore different types of international strategy and structure and examine the specific challenges of managing in multiple countries and markets.
Finally, we consider the strategic allocation of resources along the value chain and the role of strategic alliances as a crucial element of an effective global strategy. Managing Globalization and Anti-Globalization provides students with a solid foundation in the economic history of globalization and anti-globalization, the institutions that manage the global economy, and the current challenges these institutions are facing.
Students in this class will develop their own worldview about the powerful forces shaping today's international political economy and build a solid foundation for understanding the future of organizational strategy. The first half of the course focuses on the historical trajectory of globalization and learning about the institutions that seek to manage it. The second half of the course explores how institutions manage present-day global governance challenges ranging from global migration, the rise of populist anti-globalization movements, the collapse of communism, and global inequality, to disruptive technologies such as bitcoin.
Format: Lectures and discussion structured to encourage maximum student participation. Requirements: midterm and final exam, a final course paper of pages and short reaction papers dealing with the readings for the week.
Supplemental activities include map quizzes, small group projects, and current events analysis. The share of executives, board members, and investment managers who consider climate risk, racial justice and other ESG issues as well as stakeholder's opinions of the firm to be matieral to their business decisions has risen dramatically.
If this business case for engagement with stakeholders on ESG issues can be demonstrated to mainstream investors, pools of capital can be mobilized to harness grand societal challenges. However, executives, board members, and investment managers are actually growing less confident in the ESG data available to guide capital allocations and strategic decisions.
This course provides students the latest tools to assess and map stakeholdr opinions as well as integrate them into financial valuation. It also offers behavioral skills critical for stakeholder engagement including trust building, strategic communications and shaping organizational culture. In short, it prepares students to engage in Corporate Diplomacy i.
This is an advanced course in competitive strategy. The course will apply the tools of industrial organization economics and game theory to examine the strategic decisions that managers make.
We will examine those decisions concerning pricing, capacity investment, advertising, new product introductions, and research and development. Emphasis will be placed on the strategic interaction among rival sellers. In particular we will look at the various methods of entry deterrence and strategic commitment.
The course will attempt to integrate traditional economic models with case study materials. In addition to prerequisites, some knowledge of microeconomics is suggested. The course will be discussion oriented and based largely on case materials and mini-lectures.
This is a course on creating a business to attack a social problem and thereby accomplish both social impact and financial sustainability. For this course, social entrepreneurship is defined as entrepreneurship used to profitably confront social problems.
This definition therefore views social entrepreneurship as a distinct alternative to public sector initiatives. The basic thesis is that many social problems, if looked at through an entrepreneurial lens, create opportunity for someone to launch a venture that generates profits by alleviating that social problem.
This sets in motion a virtuous cycle - the entrepreneur is incented to generate more profits and in so doing, the more the profits made, the more the problem is alleviated. Even if it is not possible to eventually create a profit-making enterprise, the process of striving to do so can lead to a resource-lean not-for-profit entity.
Creating a profitable social entrepreneurship venture is by no means a simple challenge. Cross-listed with MGMT The objective of this course is to study the process of entrepreneurship through the acquisition of existing operating businesses.
We will study this process through a series of lectures, assigned readings, case studies, and a final project which will follow the acquisition process. Freshmen require instructor's permission. Other Information: Lectures, case discussions, and student presentations. Class participation, homework and final project.
You are expected to attend all course sessions. Failure to attend will result in being automatically dropped from the course with no further right to admission. The course is designed to meet the needs of future managers, entrepreneurs, consultants and investors who must analyze and develop business strategies in technology-based industries.
The emphasis is on learning conceptual models and frameworks to help navigate the complexity and dynamism in such industries. This is not a course in new product development or in using information technology to improve business processes and offerings.
We will take a perspective of both established and emerging firms competing through technological innovations, and study the key strategic drivers of value creation and appropriation in the context of business ecosystems.
There is definitely an overlap in content with other courses in intermediate microeconomics, or managerial economics. Nevertheless, the treatment is sufficiently distinctive to make it complementary to those other treatments for a student who is particularly interested in economic change, or is otherwise interested in acquiring a broader view of economics.
Students need to have taken a first college course in economics. Multivariate calculus is generally useful in economic theory at this level, but does not carry significant weight in this course. Similarly, an understanding of basic linear algebra enhances the value of the linear programming analysis of the firm, but is not a prerequisite.
The course is reserved for Wharton juniors and seniors. This course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. The focus is on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position.
Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm's competitive advantage.
In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module will be conducted as a multi-session, computer-based simulation in which students will have the opportunity to apply the concepts and tools from module 1 to make strategic decisions.
The goal of the course is for students to develop an analytical tool kit for understanding strategic issues and to enrich their appreciation for the thought processes essential to incisive strategic analysis.
This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation for the requirements posed by the need to integrate all functions into a coherent whole.
Students will develop skills in structuring and solving complex business problems. In addition to prerequisites, enrollment is limited to seniors and juniors that have completed introductory courses in finance, marketing, and accounting.
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness.
This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness.
Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1 Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2 Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3 Propose ways to make relationships across difference in organizations more effective 4 Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5 Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
Other Information: Class attendance is required. No more than 2 absences will be allowed to receive a passing grade in the course. Absences due to late enrollment will be counted towards the two max. No student will be allowed to enroll after the first day of class without instructor permission. This course examines how the kind of firms in which most Wharton students will spend the next stage of their careers came to be as they are today.
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INFO Application Modeling and Design. Practices social-technical software engineering methods and tools to solve real-world problems. Explores innovative design and programming techniques to build significant business applications quickly. Studies the process of systematically combining UX techniques, business processes, and complex data models to assemble applications that are user-friendly and meet business requirements. Employs the object-oriented paradigm, visual user interface design principles, and programming languages such as Java, as well as productivity tools, to put together complicated, powerful business applications with ease. Explores the art of how to systematically write software programs to solve any business problem, through practicing simple and smart ways of making software programming enjoyable. Application Engineering and Development.
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Also, so called Hardware-in-the-Loop HiL testing is an important part of the course. The idea of HiL is to upload the functional model of the investigated system to real-time board and test it in combination with physical parts. Finally, the results are used for system model validation. Results of this course: 1. To know — reservoir development stages, classification of reserves calculation, technical requirements for confident reservoir development, physics of oil and gas displacement, problems of oil field drilling and development, flow assurance complication during lift and methods of its prevention , concepts of reservoir management — digital field, theory of hydrodynamic modeling.
CSC 581 – Fall 2018 – Class Information and Syllabus
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To view Fletcher course evaluations, please note that you must have a valid Tufts University username and password. Course evaluations are for personal, academic use only and should not be shared outside of the institution. To view evaluations, click here to be taken to a password protected Box document. Only those with Tufts credentials may access the document. Please note that syllabi may change each semester and the below examples simply show what will be covered in the class, the amount of homework generally assigned each week, and the various assessments and projects assigned. Students will gain access to the official syllabus for their course at the start of each semester, when the asynchronous content becomes available in the online campus. Course overview videos are of the course developer. Please note that the professor teaching your course and hosting the live sessions may not be the course developer in most cases, they will not be.
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