Three hours of lecture per week. The relationship between information and information systems, technology, practices, and artifacts on how people organize their work, interact, and understand experience. Individual, group, organizational, and societal issues in information production and use, information systems design and management, and information and communication technologies. Social science research methods for understanding information issues.
Two hours of lecture per week. Law is one of a number of policies that mediates the tension between free flow and restrictions on the flow of information. This course introduces students to copyright and other forms of legal protection for databases, licensing of information, consumer protection, liability for insecure systems and defective information, privacy, and national and international information policy.
This course focuses on managing people in information-intensive firms and industries, such as information technology industries. Students who seek careers in these industries will soon be asked to manage people, teams, departments, and units. They need to learn how to manage. However, managing is sometimes very different in these settings: Employees are highly educated; work is more fluid; teamwork and collaboration are essential; and external situations and strategies change rapidly. For these reasons several management principles born in a traditional manufacturing era no longer apply. In particular, the old style of “command and control” needs to give way to more distributed ways of work, with significant consequences for how managers need to manage. Of course, some universal management principles apply no matter what circumstance. While we will cover these universal management principles in this course, we will pay particular attention to management issues that are highly relevant in information-intensive settings. Topics to be covered will likely include: managing knowledge workers; managing teams (incl. virtual ones); collaborating across disparate units, giving and receiving feedback; managing the innovation process (incl. in eco-systems); managing through networks; and managing when using communication tools (e.g., tele-presence). The course will rely heavily on cases as a pedagogical form.
This course is intended to provide the core skills needed for the identification of opportunities that can lead to successful, entrepreneurial high technology ventures, regardless of the individual's "home" skill set, whether technical or managerial. We examine in depth the approaches most likely to succeed for entrepreneurial companies as a function of markets and technologies. Emphasis is placed on the special requirements for creating and executing strategy in a setting of rapid technological change and limited resources. This course is open to both MBA and Engineering students (who enroll through the College of Engineering),and is particularly suited for those who anticipate founding or operating technology companies.
This project attempts to enhance feeds by making them queryable based on attributes such as categories and location.