We found 89 results that contain "organization"
Posted on: #iteachmsu
Organizations can successfully manage change—and make sure the changes stick BLG
test the playlist
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Organizational supports
organizational supportsHomework Partners: Assign the student a partner who can help record homework and other seatwork in the proper folders and assignment book.Clean Out Dates: Periodically ask the student to sort through and clean out his or
her desk, book bag, and other special places where written assignments are stored.
her desk, book bag, and other special places where written assignments are stored.
NAVIGATING CONTEXT
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Organizational Supports for ADHD Students
Organizational Supports for ADHD Students
https://docs.google.com/document/d/1wTGnherc8l_HMne5w_9NMBrDZLZ6cMsAZt7TpcEcBJE/edit#heading=h.mddqnveicxtz
https://docs.google.com/document/d/1wTGnherc8l_HMne5w_9NMBrDZLZ6cMsAZt7TpcEcBJE/edit#heading=h.mddqnveicxtz
NAVIGATING CONTEXT
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Organizational Supports for ADHD Students - ADDED
Organizational Supports for ADHD Students - ADDED
Posted on: #iteachmsu
Organizational Supports
Primer text from the College of William & Mary.
https://education.wm.edu/centers/ttac/documents/packets/adhd.pdf
Many students with ADHD have significant difficulties with organization.
https://education.wm.edu/centers/ttac/documents/packets/adhd.pdf
Many students with ADHD have significant difficulties with organization.
ASSESSING LEARNING
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Organizational supports
organizational supportsHomework Partners: Assign the student a partner who can help record homework and other seatwork in the proper folders and assignment book.Clean Out Dates: Periodically ask the student to sort through and clean out his or
her desk, book bag, and other special places where written assignments are stored.
her desk, book bag, and other special places where written assignments are stored.
NAVIGATING CONTEXT
Posted on: #iteachmsu
Organizational Supports for ADHD Students
Giving Directions
Many students with ADHD have trouble following directions. Here are some guidelines that might help address this problem.
Many students with ADHD have trouble following directions. Here are some guidelines that might help address this problem.
PEDAGOGICAL DESIGN
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Web Content Accessibility Guidelines (WCAG) 2.2
Web Content Accessibility Guidelines (WCAG) 2.2 defines how to make Web content more accessible to people with disabilities. Accessibility involves a wide range of disabilities, including visual, auditory, physical, speech, cognitive, language, learning, and neurological disabilities. Although these guidelines cover a wide range of issues, they are not able to address the needs of people with all types, degrees, and combinations of disability. These guidelines also make Web content more usable by older individuals with changing abilities due to aging and often improve usability for users in general.
WCAG 2.2 is developed through the W3C process in cooperation with individuals and organizations around the world, with a goal of providing a shared standard for Web content accessibility that meets the needs of individuals, organizations, and governments internationally. WCAG 2.2 builds on WCAG 2.0 [WCAG20] and WCAG 2.1 [WCAG21], which in turn built on WCAG 1.0 [WAI-WEBCONTENT] and is designed to apply broadly to different Web technologies now and in the future, and to be testable with a combination of automated testing and human evaluation. For an introduction to WCAG, see the Web Content Accessibility Guidelines (WCAG) Overview.
Significant challenges were encountered in defining additional criteria to address cognitive, language, and learning disabilities, including a short timeline for development as well as challenges in reaching consensus on testability, implementability, and international considerations of proposals. Work will carry on in this area in future versions of WCAG. We encourage authors to refer to our supplemental guidance on improving inclusion for people with disabilities, including learning and cognitive disabilities, people with low-vision, and more.
Web accessibility depends not only on accessible content but also on accessible Web browsers and other user agents. Authoring tools also have an important role in Web accessibility. For an overview of how these components of Web development and interaction work together, see:
Essential Components of Web Accessibility
User Agent Accessibility Guidelines (UAAG) Overview
Authoring Tool Accessibility Guidelines (ATAG) Overview
Where this document refers to WCAG 2 it is intended to mean any and all versions of WCAG that start with 2.
WCAG 2.2 is developed through the W3C process in cooperation with individuals and organizations around the world, with a goal of providing a shared standard for Web content accessibility that meets the needs of individuals, organizations, and governments internationally. WCAG 2.2 builds on WCAG 2.0 [WCAG20] and WCAG 2.1 [WCAG21], which in turn built on WCAG 1.0 [WAI-WEBCONTENT] and is designed to apply broadly to different Web technologies now and in the future, and to be testable with a combination of automated testing and human evaluation. For an introduction to WCAG, see the Web Content Accessibility Guidelines (WCAG) Overview.
Significant challenges were encountered in defining additional criteria to address cognitive, language, and learning disabilities, including a short timeline for development as well as challenges in reaching consensus on testability, implementability, and international considerations of proposals. Work will carry on in this area in future versions of WCAG. We encourage authors to refer to our supplemental guidance on improving inclusion for people with disabilities, including learning and cognitive disabilities, people with low-vision, and more.
Web accessibility depends not only on accessible content but also on accessible Web browsers and other user agents. Authoring tools also have an important role in Web accessibility. For an overview of how these components of Web development and interaction work together, see:
Essential Components of Web Accessibility
User Agent Accessibility Guidelines (UAAG) Overview
Authoring Tool Accessibility Guidelines (ATAG) Overview
Where this document refers to WCAG 2 it is intended to mean any and all versions of WCAG that start with 2.
NAVIGATING CONTEXT
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Before spectroscopic analysis (IR, NMR) became commonplace in the organic chemistry lab
Before spectroscopic analysis (IR, NMR) became commonplace in the organic chemistry lab, chemical tests were heavily relied upon to support compound identification. A chemical test is typically a fast reaction performed in a test tube that gives a dramatic visual clue (a color change, precipitate, or gas formation) as evidence for a chemical reaction. For example, addition of an orange chromic acid reagent to some compounds causes the chromium reagent to change to a blue-green color (Figure 6.37a). This is considered a "positive" test result, and in this case indicates the presence of a functional group that can be oxidized (alcohol or aldehyde). A negative test result is retention of the original color of the reagent, in this case the orange color
https://chem.libretexts.org/Bookshelves/Organic_Chemistry/Book%3A_Organic_Chemistry_Lab_Techniques_(Nichols)/06%3A_Miscellaneous_Techniques/6.04%3A_Chemical_Tests/6.4A%3A_Overview_of_Chemical_Tests
https://chem.libretexts.org/Bookshelves/Organic_Chemistry/Book%3A_Organic_Chemistry_Lab_Techniques_(Nichols)/06%3A_Miscellaneous_Techniques/6.04%3A_Chemical_Tests/6.4A%3A_Overview_of_Chemical_Tests
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Navigating Context
Posted on: Justice and belonging
Justice and belonging A management system describes the way in which companies organize themselves i
A management system describes the way in which companies organize themselves in their structures and processes in order to act systematically, ensure smooth processes and achieve planned results Modern management systems usually follow the PDCA cycle of planning, implementation, review and improvement (Plan-Do-Check-Act).
An effective management system is based on and controls structured and optimized processes. Thus, it establishes the systematic and continuous improvement of the organization through clear rules, roles and processes.
Management systems can be used in all areas - depending on where your company operates and what goals are to be achieved. This can be in a specific industry, such as transport and logistics, the automotive industry or healthcare, or even across industries.
Modern management systems according to ISO standards follow the same logic, the so-called High Level Structure, but cover different aspects. The most widely used is the internationally known ISO 9001 standard for a quality management system.
An effective management system is based on and controls structured and optimized processes. Thus, it establishes the systematic and continuous improvement of the organization through clear rules, roles and processes.
Management systems can be used in all areas - depending on where your company operates and what goals are to be achieved. This can be in a specific industry, such as transport and logistics, the automotive industry or healthcare, or even across industries.
Modern management systems according to ISO standards follow the same logic, the so-called High Level Structure, but cover different aspects. The most widely used is the internationally known ISO 9001 standard for a quality management system.
Posted by: Super Admin
Justice and Belonging
Posted on: #iteachmsu
A management system describes the way in which companies organize themselves in their structures and
A management system describes the way in which companies organize themselves in their structures and processes in order to act systematically, ensure smooth processes and achieve planned results Modern management systems usually follow the PDCA cycle of planning, implementation, review and improvement (Plan-Do-Check-Act).
An effective management system is based on and controls structured and optimized processes. Thus, it establishes the systematic and continuous improvement of the organization through clear rules, roles and processes.
Management systems can be used in all areas - depending on where your company operates and what goals are to be achieved. This can be in a specific industry, such as transport and logistics, the automotive industry or healthcare, or even across industries.
Modern management systems according to ISO standards follow the same logic, the so-called High Level Structure, but cover different aspects. The most widely used is the internationally known ISO 9001 standard for a quality management system.
An effective management system is based on and controls structured and optimized processes. Thus, it establishes the systematic and continuous improvement of the organization through clear rules, roles and processes.
Management systems can be used in all areas - depending on where your company operates and what goals are to be achieved. This can be in a specific industry, such as transport and logistics, the automotive industry or healthcare, or even across industries.
Modern management systems according to ISO standards follow the same logic, the so-called High Level Structure, but cover different aspects. The most widely used is the internationally known ISO 9001 standard for a quality management system.
Posted by: Super Admin
Navigating Context
Posted on: #iteachmsu
Organizations can successfully manage change—and make sure the changes stick. BCG explains the impact of the Change Delta
They were wrong. It soon became obvious that employees, less than engaged, were more likely to roll their eyes than roll up their sleeves when the new change requirements were explained to them. "Change fatigue" was ubiquitous. After all, the current effort was just the latest in a long string of change efforts—few of which had succeeded.
Even more worrisome: proof of resistance was everywhere, confidence in the company's senior management was low, and there was little clarity concerning the factors by which employees were measured. Long story short: the changes went nowhere fast. In that respect, the energy company was no different from the myriads of other organizations that fail to do a proper job of delivering transformational changes.
Today, the company's story is quite different. The targeted savings have been achieved—and are being sustained. Many of the company's functions are cost-effective, thanks largely to motivated in-house teams of line managers. The key initiatives are explicitly defined and owned, and managers know which milestones the organization must achieve and when, as well as which course corrections they must make if a milestone is likely to be missed.
Ref
Testing article
Even more worrisome: proof of resistance was everywhere, confidence in the company's senior management was low, and there was little clarity concerning the factors by which employees were measured. Long story short: the changes went nowhere fast. In that respect, the energy company was no different from the myriads of other organizations that fail to do a proper job of delivering transformational changes.
Today, the company's story is quite different. The targeted savings have been achieved—and are being sustained. Many of the company's functions are cost-effective, thanks largely to motivated in-house teams of line managers. The key initiatives are explicitly defined and owned, and managers know which milestones the organization must achieve and when, as well as which course corrections they must make if a milestone is likely to be missed.
Ref
Testing article
Authored by: Chathuri
Pedagogical Design
Posted on: #iteachmsu
Management Theories
Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals. When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently. By understanding management theory, basic assumptions about management styles and goals can be assumed and can save time during daily interactions and meetings within an organization.
Theories can only reach so far, and management theories are no exception. There is no such thing as a one-size-fits-all management theory. What may work for one organization may not be relevant for another. Therefore, when one theory does not fit a particular situation, it is important to explore the option of developing a new theory that would lead in a new, more applicable direction. While some theories can stand the test of time, other theories may grow to be irrelevant and new theories will develop in their place.
We can find many management theories introduced on :
Scientific Management Theory
Administrative Management Theory
Bureaucratic Management Theory
Human Relations Management Theory
X&Y Management Theory
REF: https://courses.lumenlearning.com/wmopen-organizationalbehavior/chapter/management-theory-and-organizational-behavior/
Theories can only reach so far, and management theories are no exception. There is no such thing as a one-size-fits-all management theory. What may work for one organization may not be relevant for another. Therefore, when one theory does not fit a particular situation, it is important to explore the option of developing a new theory that would lead in a new, more applicable direction. While some theories can stand the test of time, other theories may grow to be irrelevant and new theories will develop in their place.
We can find many management theories introduced on :
Scientific Management Theory
Administrative Management Theory
Bureaucratic Management Theory
Human Relations Management Theory
X&Y Management Theory
REF: https://courses.lumenlearning.com/wmopen-organizationalbehavior/chapter/management-theory-and-organizational-behavior/
Authored by: Greg
Navigating Context
Posted on: #iteachmsu
Management Theories
Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals.
When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently.
When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently.
Authored by: Rupali Jagtap
Assessing Learning
Posted on: #iteachmsu
Advanced employee management
Usually, large companies and organizations have a vast army of human resources working under them. In such scenarios where there’s a significant number of human employees to manage, it becomes challenging to supervise and manage the activities of the human resources efficiently. Such companies/organizations need an advanced employee management system that can handle everything related to the company’s human resources.
This project aims to build an employee management system that consolidates all the relevant information on a company’s human resources. It has two major components – Admin and Employee.
This project aims to build an employee management system that consolidates all the relevant information on a company’s human resources. It has two major components – Admin and Employee.
Authored by: Divya Sawant
Assessing Learning
Posted on: #iteachmsu
Evolution of Organizational Behavior
REF: https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/what-is-organizational-behavior
In a nutshell, organizational behavior is the study of how human behavior affects an organization. Organizational behavior aims to learn how an organization operates through the behaviors of its members. Instead of taking a strictly numerical approach to determine an organization’s operations, it takes a more psychological approach. By understanding people, you can better understand an organization
The academic study of organizational behavior can be dated back to Taylor’s scientific theory . However, certain components of organizational behavior can date back even further. In this section we will discuss how organizational behavior developed into a field of its own.
Looking back thousands of years we can find components of organizational behavior. Famous philosophers like Plato and Aristotle discussed key components of today’s organizations including the importance of leadership and clear communication. While these seem like very basic and broad concepts today, at the time they were innovative ideas and helped to lay the foundation for organizational behavior.
If organizational behavior were a simple topic, this course would be short and sweet. We could simply say that organizational behavior is how people and groups act within an organization. But it’s not so simple!
When organizational behavior grew into an academic study with the rise of the Industrial Revolution, it began to complicate what could appear to be simple topics. People began asking a lot of questions and started critiquing how organizations operated. Like many academic ventures, people began to deep dive into how behavior plays a role in organizations and why changes in behavior alter the way organizations operate. Along the way, organizational behavior has grown to incorporate components of management, psychology, leadership, personality traits, motivation, etc.
Organizational behavior has grown into its own niche within a wide variety of other genres. This is exciting because it allows us to really investigate each and every aspect of behavior within an organization! Today, organizational behavior is recognized as an essential component of an organization. Scholars and businesses alike recognize its importance and continue to help it adapt to current issues and new findings.
In a nutshell, organizational behavior is the study of how human behavior affects an organization. Organizational behavior aims to learn how an organization operates through the behaviors of its members. Instead of taking a strictly numerical approach to determine an organization’s operations, it takes a more psychological approach. By understanding people, you can better understand an organization
The academic study of organizational behavior can be dated back to Taylor’s scientific theory . However, certain components of organizational behavior can date back even further. In this section we will discuss how organizational behavior developed into a field of its own.
Looking back thousands of years we can find components of organizational behavior. Famous philosophers like Plato and Aristotle discussed key components of today’s organizations including the importance of leadership and clear communication. While these seem like very basic and broad concepts today, at the time they were innovative ideas and helped to lay the foundation for organizational behavior.
If organizational behavior were a simple topic, this course would be short and sweet. We could simply say that organizational behavior is how people and groups act within an organization. But it’s not so simple!
When organizational behavior grew into an academic study with the rise of the Industrial Revolution, it began to complicate what could appear to be simple topics. People began asking a lot of questions and started critiquing how organizations operated. Like many academic ventures, people began to deep dive into how behavior plays a role in organizations and why changes in behavior alter the way organizations operate. Along the way, organizational behavior has grown to incorporate components of management, psychology, leadership, personality traits, motivation, etc.
Organizational behavior has grown into its own niche within a wide variety of other genres. This is exciting because it allows us to really investigate each and every aspect of behavior within an organization! Today, organizational behavior is recognized as an essential component of an organization. Scholars and businesses alike recognize its importance and continue to help it adapt to current issues and new findings.
Authored by: Sands
Pedagogical Design
Posted on: #iteachmsu
Management Information Systems is of paramount importance to reach effective decisions in an organization. The literature presented in this study explained the significant role of MIS in the decision-making process enhancement in an organization. MIS is deemed to be an integrated user-machine system that provides information to support operations, management, and decision-making functions at various levels of an organization. Organizations are aware that MIS is a special-purpose system useful for management objectives. The study has highlighted that MIS should be accessible in supplying appropriate and high-quality information from its generation to its users. To MIS, to be vital and effective, a carefully conceived, designed, and executed database should exist to communicate the adaptive decisions.
Posted by: Rupali Jagtap
Assessing Learning
Posted on: #iteachmsu
The following organizational supports are particularly useful. Students should be taught to use these tools through teacher modeling and guided practice with feedback before being expected to use them more independently.
Reference vedio : https://link.springer.com/article/10.1007/s10902-018-0026-8
Reference vedio : https://link.springer.com/article/10.1007/s10902-018-0026-8
Posted by: Rimsia Sai
Navigating Context
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Strategic Management is all about the identification and description of the strategies that managers can carry so as to achieve better performance and a competitive advantage for their organization.
Posted by: Chathuri Super admin..
Assessing Learning
Posted on: #iteachmsu
Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals. When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently. By understanding management theory, basic assumptions about management styles and goals can be assumed and can save time during daily interactions and meetings within an organization.
Posted by: Chathuri Hewapathirana
Navigating Context
Posted on: #iteachmsu
Looking back thousands of years we can find components of organizational behavior. Famous philosophers like Plato and Aristotle discussed key components of today’s organizations including the importance of leadership and clear communication. While these seem like very basic and broad concepts today, at the time they were innovative ideas and helped to lay the foundation for organizational behavior.
Posted by: Chathuri Super admin..
Disciplinary Content
Posted on: #iteachmsu
Strategic management can also be defined as a bundle of decisions and acts which a manager undertakes and which decides the result of the firm’s performance. The manager must have a thorough knowledge and analysis of the general and competitive organizational environment so as to take right decisions. They should conduct a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats), i.e., they should make best possible utilization of strengths, minimize the organizational weaknesses, w500+make use of arising opportunities from the business environment and shouldn’t ignore the threats.
Posted by: Chathuri Hewapathirana
Disciplinary Content
Posted on: #iteachmsu
Stage 1: Planning and Requirement Analysis
Requirement analysis is the most important and fundamental stage in SDLC. It is performed by the senior members of the team with inputs from the customer, the sales department, market surveys and domain experts in the industry. This information is then used to plan the basic project approach and to conduct product feasibility study in the economical, operational and technical areas.
Planning for the quality assurance requirements and identification of the risks associated with the project is also done in the planning stage. The outcome of the technical feasibility study is to define the various technical approaches that can be followed to implement the project successfully with minimum risks.
Stage 2: Defining Requirements
Once the requirement analysis is done the next step is to clearly define and document the product requirements and get them approved from the customer or the market analysts. This is done through an SRS (Software Requirement Specification) document which consists of all the product requirements to be designed and developed during the project life cycle.
Stage 3: Designing the Product Architecture
SRS is the reference for product architects to come out with the best architecture for the product to be developed. Based on the requirements specified in SRS, usually more than one design approach for the product architecture is proposed and documented in a DDS - Design Document Specification.
This DDS is reviewed by all the important stakeholders and based on various parameters as risk assessment, product robustness, design modularity, budget and time constraints, the best design approach is selected for the product.
A design approach clearly defines all the architectural modules of the product along with its communication and data flow representation with the external and third party modules (if any). The internal design of all the modules of the proposed architecture should be clearly defined with the minutest of the details in DDS.
Stage 4: Building or Developing the Product
In this stage of SDLC the actual development starts and the product is built. The programming code is generated as per DDS during this stage. If the design is performed in a detailed and organized manner, code generation can be accomplished without much hassle.
Developers must follow the coding guidelines defined by their organization and programming tools like compilers, interpreters, debuggers, etc. are used to generate the code. Different high level programming languages such as C, C++, Pascal, Java and PHP are used for coding. The programming language is chosen with respect to the type of software being developed.
Stage 5: Testing the Product
This stage is usually a subset of all the stages as in the modern SDLC models, the testing activities are mostly involved in all the stages of SDLC. However, this stage refers to the testing only stage of the product where product defects are reported, tracked, fixed and retested, until the product reaches the quality standards defined in the SRS.
Stage 6: Deployment in the Market and Maintenance
Once the product is tested and ready to be deployed it is released formally in the appropriate market. Sometimes product deployment happens in stages as per the business strategy of that organization. The product may first be released in a limited segment and tested in the real business environment (UAT- User acceptance testing).
Then based on the feedback, the product may be released as it is or with suggested enhancements in the targeting market segment. After the product is released in the market, its maintenance is done for the existing customer base.
Requirement analysis is the most important and fundamental stage in SDLC. It is performed by the senior members of the team with inputs from the customer, the sales department, market surveys and domain experts in the industry. This information is then used to plan the basic project approach and to conduct product feasibility study in the economical, operational and technical areas.
Planning for the quality assurance requirements and identification of the risks associated with the project is also done in the planning stage. The outcome of the technical feasibility study is to define the various technical approaches that can be followed to implement the project successfully with minimum risks.
Stage 2: Defining Requirements
Once the requirement analysis is done the next step is to clearly define and document the product requirements and get them approved from the customer or the market analysts. This is done through an SRS (Software Requirement Specification) document which consists of all the product requirements to be designed and developed during the project life cycle.
Stage 3: Designing the Product Architecture
SRS is the reference for product architects to come out with the best architecture for the product to be developed. Based on the requirements specified in SRS, usually more than one design approach for the product architecture is proposed and documented in a DDS - Design Document Specification.
This DDS is reviewed by all the important stakeholders and based on various parameters as risk assessment, product robustness, design modularity, budget and time constraints, the best design approach is selected for the product.
A design approach clearly defines all the architectural modules of the product along with its communication and data flow representation with the external and third party modules (if any). The internal design of all the modules of the proposed architecture should be clearly defined with the minutest of the details in DDS.
Stage 4: Building or Developing the Product
In this stage of SDLC the actual development starts and the product is built. The programming code is generated as per DDS during this stage. If the design is performed in a detailed and organized manner, code generation can be accomplished without much hassle.
Developers must follow the coding guidelines defined by their organization and programming tools like compilers, interpreters, debuggers, etc. are used to generate the code. Different high level programming languages such as C, C++, Pascal, Java and PHP are used for coding. The programming language is chosen with respect to the type of software being developed.
Stage 5: Testing the Product
This stage is usually a subset of all the stages as in the modern SDLC models, the testing activities are mostly involved in all the stages of SDLC. However, this stage refers to the testing only stage of the product where product defects are reported, tracked, fixed and retested, until the product reaches the quality standards defined in the SRS.
Stage 6: Deployment in the Market and Maintenance
Once the product is tested and ready to be deployed it is released formally in the appropriate market. Sometimes product deployment happens in stages as per the business strategy of that organization. The product may first be released in a limited segment and tested in the real business environment (UAT- User acceptance testing).
Then based on the feedback, the product may be released as it is or with suggested enhancements in the targeting market segment. After the product is released in the market, its maintenance is done for the existing customer base.
Posted by: Super Admin
Disciplinary Content
Posted on: #iteachmsu
1st para : Clear rules and advanced planning are keys to success for teachers of students with ADHD.Assignment Notebook: Provide the student with an assignment notebook to help organize homework and seatwork.
2nd para : The following organizational supports are particularly useful. Students should be taught to use these tools through teacher modeling and guided practice with feedback before being expected to use them more independently.
2nd para : The following organizational supports are particularly useful. Students should be taught to use these tools through teacher modeling and guided practice with feedback before being expected to use them more independently.
Posted by: Chathuri Super admin..
Navigating Context
Host: MSU Libraries
Research Data Management: Best Practices for organizing and managing your data
Why is research data management so important? This workshop will help you plan for organizing and managing your data from the outset of your project.
We will look at some basic best practices for:
organizing your data
cleaning/prepping/working with your data
working with multiple data files
storage solutions
long-term archiving and making your data accessible to other researchers
Navigating Context
Host: MSU Libraries
Our Daily Work/Our Daily Lives
Our Daily Work/Our Daily Lives - Fall 2025 Brownbag Series
DAVID MCCARTHY
MSU RESIDENTIAL COLLEGE IN THE ARTS AND HUMANITIES
Good Workers, Government Workers: Public Memory and the Murrah Building Bombing
A monumental twelve-foot-by-fifteen-foot quilt commemorating eighty-nine federal workers murdered in the bombing of the Murrah Federal Building in 1995 was the result of a collaborative, nationwide effort organized by the American Federation of Government Employees (AFGE). Originally intended for the newly rebuilt federal building in Oklahoma City, the quilt was instead added to the collections of the MSU Museum, where it has been stored for twenty-five years. A new exhibit of the quilt opens this October at the MSU Union.
Join online here. The password is odwodl.
Navigating Context