The profound technological, economic, political and ethical changes brought about by computing and information technology (IT) will affect every one of us. In this course we talk about digital technologies in relation to computing and IT. A fundamental idea is that a digital technology is any technology based on representing data as sequences of numbers. Computers use digital technologies so, in this course, the term ‘digital world’ refers to the influence of computers, in a wide variety of forms, on the world.

An introduction to music theory, introduces you to the basic concepts of western music notation and music theory that you need to know before you embark on the Open University course A224 Inside music. It covers ground similar to that found in the syllabus of the Associated Board Theory Grades 1–3 (ABRSM, 2018).

Sound files have been provided for all the music notation examples as it is important for you to be able to listen to the sounds represented by the notation.

Electronics is fundamental to modern life. Using a variety of teaching material, including videos, self-assessment questions (SAQs) and interactive activities, this free course will show you how electronic devices and systems pervade everything we do, and explain some of the fundamental ideas underlying their operation.

Dette kursus er for dig, hvis du er ny som leder eller overvejer om ledelse er noget for dig.

Du lærer om opgaven som leder, konkrete handlinger du bør fortage dig som leder, samt hvordan din rolle i organisationen og overfor kollegaer ændrer sig.

En ting er sikkert om ledelse: du kan ikke tage ledelse ud af din rolle, når du først er trådt ind i den.

Har du læst bogen “De fem dysfunktioner i et team”? Patrick Lencioni har kortlagt og vist korrelationen mellem de fem former for adfærd, der kan skade samarbejde, engagement og resultater.

På dette kursus lære du at vende Patrick Lencionis fem dysfunktion til fem adfærdsformer, der skaber sammenhæng og samarbejde – på engelsk: The Five Behaviors of a Cohesive Team.

Du lærer om, hvordan du som afdelings-, team- eller projektleder skaber:

1. Tillid
2. Konflikter
3. Commitment
4. Ansvar
5. Resultater

Det væsentlige er ikke, om du har ledelsesretten, men om du kan tage ledelsesopgaven på dig.

Det er ikke en forudsætning at du har læst bogen, men den kan købes sammen med eller separat fra kurset hos ELKAN.

This specialization covers topics ranging from basic computing principles to the mathematical foundations required for computer science. You will learn fundamental concepts of how computers work, which can be applied to any software or computer system. You will also gain the practical skillset needed to write interactive, graphical programs at an introductory level. The numerical mathematics component will provide you with numerical and computational tools that are essential for the problem solving and modeling stages of computer science.

The contemporary social studies curriculum has its roots in the Progressive education movement of the early twentieth century. With its emphasis on the nature of the individual learner and on the process of learning itself, the movement challenged the assumptions of subject-centered curricula. Until this time, the social studies curriculum was composed of discrete subject areas, with a primary emphasis on history. To a slightly lesser degree, geography and civics were also featured, completing the triumvirate.

Never has there been a time when an understanding of science has been more important to the well-being of individuals and to the nation than the present. While physics can be a fascinating subject, some of the concepts it presents aren’t always the easiest for students to understand or for teachers to convey to their classes. That’s where the web can come to the rescue. Here you’ll find a list of some great videos that both clearly demonstrate the major ideas of physics for beginners, as well as provide insights in more complex topics for those who are more familiar with the subject matter, like students in engineering.

We all belong to many groups; you’re a member of your sociology class, and you’re a member of your family; you may belong to a political party, sports team, or the crowd watching a sporting event; you’re a citizen of your country, and you’re a part of a generation. You may have a somewhat different role in each group and feel differently in each.

Groups vary in their sizes and formalities, as well as in the levels of attachment between group members, among other things. Within a large group, smaller groups may exist, and each group may behave differently.

At a rock concert, for example, some may enjoy singing along, others prefer to sit and observe, while still others may join in a mosh pit or try crowd surfing. Why do we feel and act differently in different types of social situations? Why might people of a single group exhibit different behaviors in the same situation? Why might people acting similarly not feel connected to others exhibiting the same behavior? These are some of the many questions sociologists ask as they study people and societies.

According to the study conducted by leadership consulting firm Bain & Company, companies like Apple, Google, and Netflix are 40 percent more productive than the average company. Some may think that this is a product of the hiring pool; big companies generally attract a more talented group of recruits. With unique benefits and prowess in the industry, this must be the case. Wrong. Google and Apple have found a way to answer the most fundamental question in management: How do you balance productivity while maintaining employee satisfaction and commitment?

Companies such as Google have approximately the same percentage of “star players” as other companies, but instead of spreading out the talent, they group them dynamically to achieve more throughout the day. This grouping focuses on grouping key players in the most business-critical roles, and is the key to success for the overall company. You’ve heard the saying “You’re only as strong as your weakest link,” and in the case of Apple, there were no weak links, making their productivity extremely high overall. To make matters more complicated, the fast-paced workplace and technology changes, including the diversity of employees and the global marketplace, takes a considerable toll on employee expectations, as do the overall stresses of the business performance. Apple is just one example of a company that figured out one of the pieces to this puzzle, but it is illustrative of what is happening in the workplace all around the globe.

Contemporary managers are witnessing changes in technologies, markets, competition, workforce demographics, employee expectations, and ethical standards. At the heart of these changes is the issue of how to manage people effectively. To attain corporate objectives, each manager must discover how to develop and maintain a workforce that can meet today’s needs while getting ready for tomorrow’s challenges.
Questions such as these point to the issue of effective management. That is, what can managers do to improve both organizational and employee performance? Effective management requires an in-depth knowledge of financial management, marketing research and consumer behavior, accounting and control practices, manufacturing and production techniques, and quantitative methods. In addition, however, effective management requires “people skills.” That is, a good manager must be able to motivate his employees, to lead skillfully, to make appropriate and timely decisions, to communicate effectively, to organize work, to deal with organizational politics, and to work to develop both employees and the organization as a whole. These issues constitute the subject of this course. We shall examine principles of the behavioral sciences that can help managers improve both their own skills and abilities and those of their subordinates in order to enhance organizational performance and effectiveness.