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GSBGEN 113N: The Economic Survival of the Performing Arts

Even the most artistically accomplished and well-managed performing arts organizations--symphony orchestras, operas, dance companies, and many theaters--tend to live on the edge financially. In fact, most performing arts groups are organized as nonprofit organizations, because they cannot make enough money to cover costs and survive as profit-seeking businesses. In this seminar we will explore the reasons for the tension between artistic excellence and economic security,drawing on the experience of performing arts organizations in the United States and in countries(whose governments have adopted quite different policies toward the arts). Using economic concepts and analysis that we develop in the seminar, you will first examine the fundamental reasons for the economic challenges faced by performing arts organizations. In later sessions, we will consider and evaluate alternative solutions to these challenges in the United States and other countries. The seminar may include meetings with managers and/or trustees of arts organizations.nnnBy the end of the seminar, you will be able to assess the economic condition of an arts organization, evaluate alternative strategies for its survival, and understand the consequences of alternative government policies toward the arts.nnnDuring the early part of the course, you will prepare two short papers on topics or questions that I will suggest. Later, you will prepare a longer paper applying concepts learned to one of the performing arts or a particular arts organization that interests you. You will submit that paper in stages, as you learn about concepts and issues that are relevant to your analysis. There will also be a final exam.
Terms: Aut | Units: 3 | UG Reqs: WAY-SI

GSBGEN 208: Leading with Values

With leadership comes responsibility. This course explores the numerous ethical issues faced by managers and organizations and provides both analytical frameworks and the latest findings on human behavior to inform ethical decisions and strategies. The readings present challenging and controversial case studies, provide insights from experimental psychology and economics, and discuss relevant philosophical concepts and arguments. Through class exercises, rigorous discussion, and personal reflection, you will clarify your own ethical stance, think through ethical dilemmas, and practice articulating recommendations compellingly. You will also discover the diversity of ethical viewpoints and find out how to avoid the social and cognitive pitfalls that can make ethical leadership challenging.
Terms: Aut | Units: 2

GSBGEN 299: The Core Curriculum in the Workplace

GSB students are eligible to report on work experience that is relevant to their core studies under the direction of the Senior Associate Dean responsible for the MBA Program. Registration for this work must be approved by the Assistant Dean of the MBA Program and is limited to students who present a project which, in judgment of the Advisor, may be undertaken to enhance the material learned in the first year core required courses. It is expected that this research be carried on by the student with a large degree of independence and the expected result is a written report, typically due at the end of the quarter in which the course is taken. Specific assignment details and deadline information will be communicated to enrolled students. Units earned for this course do not meet the requirements needed for graduation.
Terms: Aut, Win, Spr, Sum | Units: 1 | Repeatable 8 times (up to 8 units total)

GSBGEN 312: I'm Just a Bill

This is a course about the American legislative process. You will learn how the United States Congress and President enact a law by role-playing as Members of the U.S. House of Representatives and Senate, or as senior advisors to the President. You will engage in legislative debate, offering amendments, voting, and extensive policy and legislative negotiation, with the goal of enacting new laws. The simulated legislative agenda involves four policy topics: economic growth and income distribution, climate change, regulation of "Big Tech," and an international issue. As a class, you will try to enact a new law in each of these four areas. This class is for beginners. You will: -Learn a bit about four policy issues (likely climate change, economics, regulation of "Big Tech," and an international issue); -Learn both the formal and informal rules of legislating-how a bill really becomes a law; and -Develop and practice your "soft skills," including persuasion, negotiation, leadership, strategy, and organizational analysis.
Terms: Aut | Units: 4

GSBGEN 315: Strategic Communication

Business leaders have marketing strategies, expansion strategies, finance strategies, even exit strategies. Successful leaders, however, also have communication strategies. This course will explore how individuals and organizations can develop and execute effective communication strategies for a variety of business settings. This course introduces the essentials of communication strategy and persuasion: audience analysis, communicator credibility, message construction and delivery. Deliverables will include written documents and oral presentations and you will present both individually and in a team. You will receive feedback to improve your communication effectiveness. This practical course helps students develop confidence in their speaking and writing through weekly presentations and assignments, lectures and discussions, guest speakers, simulated activities, and videotaped feedback. An important feature of this course is that there are two faculty members working in concert to ensure that students get rigorous and individualized coaching and feedback. In this course you will learn to: - Create communication strategies at an individual and organizational level - Develop clearly organized and effective presentations and documents - Diagnose and expand your personal writing and oral delivery style - Adapt your delivery style to different material and audiences - Enhance oral delivery through effective visual aids Students at all levels of comfort and expertise with public speaking and business writing will benefit from this course.
Terms: Aut, Win, Spr | Units: 4

GSBGEN 352: Winning Writing

This once-a-week full-quarter workshop will offer techniques and practical in-class exercises for writing better -- better memos, emails, cold-call letters, speeches, feedback for colleagues, news releases, responses to questions from the media and from interviewers, and opinion pieces. Glenn Kramon, an editor who has helped New York Times reporters win 10 Pulitzer Prizes, will teach the course along with accomplished journalists with expertise in powerful, persuasive writing for business. They will provide not only helpful tips but constructive feedback on students' work. They will also share thoughts on how best to work with the news media.
Terms: Aut, Spr | Units: 3

GSBGEN 363: Fiscal Policy

This is a class about American economic policy, with an emphasis on the U.S. federal budget: government spending, taxes, deficits, and debt. We will examine decisions faced by elected officials and their advisors in the real world. These decisions are made at the messy intersection of economic theory, numbers and accounting, other policy considerations, the Constitution & the law, politics and communications, and the real-world challenges of practical governance. This class is for beginners and assumes you have no prior knowledge of policy or politics.
Terms: Aut | Units: 4

GSBGEN 367: Problem Solving for Social Change

Stanford graduates will play important roles in solving many of today's and tomorrow's major societal problems-in areas such as education, health, energy, and domestic and global poverty-that call for actions by nonprofit, business, and hybrid organizations as well as governments. This course teaches skills and bodies of knowledge relevant to these roles, covering topics such as designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing behavior; and pay-for-success programs. The large majority of the course will be devoted to students' working in teams to apply these concepts and tools to an actual problem, with teams choosing whatever problem interests them.
Terms: Aut | Units: 3

GSBGEN 390: Individual Research

Need approval from sponsoring faculty member and GSB Registrar. There is a limit on the number of units in courses of independent study that may be applied toward degree requirements.
Terms: Aut, Win, Spr | Units: 1-4 | Repeatable 4 times (up to 10 units total)
Instructors: ; Aaker, J. (PI); Abbey, D. (PI); Abrahams, M. (PI); Admati, A. (PI); Aka, A. (PI); Akbarpour, M. (PI); Allende Santa Cruz, C. (PI); Alper, B. (PI); Andrews, C. (PI); Antoni, F. (PI); Armstrong, C. (PI); Athey, S. (PI); Atwell, J. (PI); Bannick, M. (PI); Barnett, W. (PI); Bayati, M. (PI); Begenau, J. (PI); Belo-Osagie, H. (PI); Bendor, J. (PI); Benkard, L. (PI); Berg, J. (PI); Berk, J. (PI); Beyer, A. (PI); Bimpikis, K. (PI); Blattner, L. (PI); Brady, S. (PI); Brenninkmeijer, T. (PI); Brest, P. (PI); Buchak, G. (PI); Bulow, J. (PI); Burgelman, R. (PI); Callander, S. (PI); Camara, M. (PI); Carmel-Hurwitz, D. (PI); Carroll, G. (PI); Casey, K. (PI); Chess, R. (PI); Chin, L. (PI); Choi, J. (PI); Ciesinski, S. (PI); Clement, J. (PI); Coppola, A. (PI); Corney, A. (PI); Coulson, S. (PI); Davis, S. (PI); DeMarzo, P. (PI); Demarest, D. (PI); Di Tella, S. (PI); Diamond, R. (PI); Ding, Y. (PI); Dobbs, C. (PI); Dodson, D. (PI); Donkor, K. (PI); Duffie, D. (PI); Eberhardt, J. (PI); Ellis, J. (PI); Epstein, J. (PI); Feinberg, Y. (PI); Flanagan, R. (PI); Flynn, F. (PI); Foarta, D. (PI); Foroughi, J. (PI); Foster, G. (PI); Francis, P. (PI); Frank, G. (PI); Frankel, R. (PI); Galen, D. (PI); Garfinkel, J. (PI); Gelfand, M. (PI); Gipper, B. (PI); Glickman, M. (PI); Goldberg, A. (PI); Grenadier, S. (PI); Grousbeck, H. (PI); Gruenfeld, D. (PI); Gur, Y. (PI); Guttentag, B. (PI); Halevy, N. (PI); Hall, A. (PI); Harmon, M. (PI); Harstad, B. (PI); Hartmann, W. (PI); Hebert, B. (PI); Hennessey, K. (PI); Hu, Y. (PI); Huang, S. (PI); Iancu, D. (PI); Imbens, G. (PI); Jha, S. (PI); Jones, C. (PI); Jones, P. (PI); Joss, R. (PI); Karaduman, O. (PI); Kasznik, R. (PI); Keelan, H. (PI); Kelly, P. (PI); Kepler, J. (PI); Kessler, D. (PI); Kim, J. (PI); Kim, Y. (PI); Kluger, A. (PI); Konrad, R. (PI); Kosinski, M. (PI); Kramon, G. (PI); Krishnamurthy, A. (PI); Krubert, C. (PI); Kupor, S. (PI); LaBlanc, G. (PI); Lam, L. (PI); Lattin, J. (PI); Lee, G. (PI); Lee, H. (PI); Lei, L. (PI); Lester, R. (PI); Levav, J. (PI); Levin, J. (PI); Lisbonne, B. (PI); Lowery, B. (PI); Lustig, H. (PI); Maggiori, M. (PI); Mahowald, C. (PI); Mak, K. (PI); Malhotra, N. (PI); Mandelbaum, F. (PI); Marinovic, I. (PI); Martin, A. (PI); Martin, G. (PI); McGonigal, K. (PI); McLennan, S. (PI); McNichols, M. (PI); Melnikoff, D. (PI); Mendelson, H. (PI); Miller, D. (PI); Miton, H. (PI); Monin, B. (PI); Most, H. (PI); Nair, H. (PI); Nakache, P. (PI); Narayanan, S. (PI); Noh, S. (PI); O'Reilly, C. (PI); Osborne, G. (PI); Ostrovsky, M. (PI); Oyer, P. (PI); Parker, G. (PI); Patel, H. (PI); Pfeffer, J. (PI); Pfleiderer, P. (PI); Piotroski, J. (PI); Plambeck, E. (PI); Rao, H. (PI); Rauh, J. (PI); Reichelstein, S. (PI); Reiss, P. (PI); Rice, C. (PI); Risk, G. (PI); Robles Garcia, C. (PI); Rogers, M. (PI); Saban, D. (PI); Sahni, N. (PI); Saloner, G. (PI); Sannikov, Y. (PI); Schifrin, D. (PI); Schulman, K. (PI); Seru, A. (PI); Sharabi Levine, Y. (PI); Shaw, K. (PI); Shiv, B. (PI); Shotts, K. (PI); Siegel, R. (PI); Siegelman, R. (PI); Singer, S. (PI); Singh, H. (PI); Skrzypacz, A. (PI); Smith, K. (PI); Somaini, P. (PI); Sorensen, J. (PI); Soule, S. (PI); Spiess, J. (PI); Sterling, A. (PI); Strebulaev, I. (PI); Suarez Serrato, J. (PI); Sugaya, T. (PI); Tonetti, C. (PI); Tormala, Z. (PI); Urstein, R. (PI); Vasserman, S. (PI); Vig, V. (PI); Voorsanger, M. (PI); Wager, S. (PI); Wallace, C. (PI); Wang, Y. (PI); Weaver, G. (PI); Wein, L. (PI); Weintraub, G. (PI); Wheeler, S. (PI); Williams Cosey, F. (PI); Wilson, R. (PI); Xu, C. (PI); Xu, J. (PI); Xu, K. (PI); Yurukoglu, A. (PI); Zenios, S. (PI); Zhong, W. (PI); Ziebelman, P. (PI); Zwiebel, J. (PI); deHaan, E. (PI); Alvarez, G. (GP); Alvarez, K. (GP); Bagalso, R. (GP); Baxter, L. (GP); Davis, S. (GP); Dubon, M. (GP); Flores, K. (GP); Flores-Solano, J. (GP); Garcia, C. (GP); Kankolongo Ngoba, N. (GP); Lion-Transler, C. (GP); Long, M. (GP); Lumagui, S. (GP); Mattish, P. (GP); Molina, M. (GP); Oseguera, J. (GP); Rodriguez, T. (GP); Shaker, S. (GP); Smeton, K. (GP); Sonora, P. (GP); Yan, J. (GP); Zweig, S. (GP)

GSBGEN 515: Essentials of Strategic Communication

Successful leaders understand the power of authentic, memorable communication. This course uses the lens of oral communication and presentations, to introduce the essential elements of the strategic communication strategies that make authentic, memorable communication work. Focusing on oral communication and presentation, we introduce the essentials of communication strategy and persuasion: audience analysis, message construction, communicator credibility, and delivery. Deliverables include written documents, focusing on individual and team presentations, with students receiving continuous feedback to improve their communication effectiveness, and to sharpen their authentic leadership voice. This highly interactive, practical course, is focused on feedback to help students at all levels of communication mastery develop confidence in their speaking and writing. Course includes presentations, assignments, lectures, discussions, simulated activities, in-class feedback, and filmed feedback. In this course you will learn to:-Recognize strategically effective communication-Implement the principles of strategic communication across different platforms-Develop clearly organized and effective presentations and documents-Diagnose and expand, your personal authentic communication style.
Terms: Aut, Win, Spr | Units: 2

GSBGEN 531: Global Trip Leadership Skills

This course is open only to leaders of GSB Global Study Trips. It is experiential and designed to highlight and support opportunities for developing leadership skills through trip design and execution. Lectures will include best practices from past trips that can inform and speed trip design. Role plays, cases, and exercises will be used to demonstrate and try out skills needed to successfully lead a group of peers as they develop into a learning community that explores an academic topic in locations around the world. Topics covered in the class include creating a high performing team, setting and managing expectations among various stakeholders, creating trip culture, holding peers accountable, managing crises on the ground, and more. In addition to the weekly class, meetings with teammates and coaches and advisors are considered a part of the course time commitment.
Terms: Aut | Units: 2
Instructors: ; Chin, L. (PI); Garcia, C. (GP)

GSBGEN 542: Engineering a Remarkable Life

The skills and attitudes learned as a graduate business student can (with a bit of coaching) be applied to managing one's life. This course will help students think through the 'brand' they want to have, how to modify a personal 'operating system,' how to set achievable goals, and how to: 1) Summarize one's non financial assets/liabilities, 2) Manage a professional career (or careers), 3) Extend themselves into service, political or educational opportunities, 4) Deal with difficult bosses, unresponsive people, job transitions, 5) Turn around an enterprise, 6) Build durable relationships (professional and personal), 7) Overcome challenges (personal and professional), 8) Manage litigation, conflicts, reversals, 9) Negotiate win-win outcomes, 10) Set MAD goals, establish habits, 11) Add value beyond business goods and services, 12) Help aging parents, siblings, 13) Plan for retirement (money, geography, location, activities), 14) Set up traditions, travel, continuing education, etc. 15) Deal with wealth, gifts to children/others/charity, 16) Manage a non-profit (and any number of other challenges our grads face). The course will involve readings, faculty-led discussions, short papers, in-class exercises and role plays. In addition, GSB alums at various stages of life will return to campus to share their journeys and challenges. The final product will be a confidential 'Life Plan.' The course will be offered on a Pass-Fail basis.
Terms: Aut, Spr | Units: 2

GSBGEN 550: Leadership Demystified

This seminar will explore the nature and role of leadership in organizations. We will examine such questions as (1) What is leadership? (2) Why is it important? (3) What is it that leaders actually do? (4) How do they do it? (5) How are leaders developed? (6) Why do leaders succeed or fail? (7) What about your potential for leadership and your strategy for developing it? Our primary objective in this seminar is to achieve a deeper understanding of the nature and role of leadership in organizations. Our approach will be to examine a small sample of the literature, together with the amazing story of Ernest Shackleton and his Endurance crew, and then to probe several key questions through lively class discussion. The discussion, informed by the readings and also by our collective experiences, will seek to develop some general principles and observations about leadership - particularly about how you might better develop yourself as a leader.
Terms: Aut, Win | Units: 2

GSBGEN 564: The Entertainment Industry - An Intersection of Art and Commerce

In this seminar we will explore the intersection of art and commerce in the entertainment industry. We will look at creating films and television programing that are artistically meaningful and/or have the potential for commercial success. The class will also look in depth at the rapidly changing business of entertainment. Films are increasingly used as a tool for social change, and we will examine this power. The entertainment industry is one of enormous importance - both from a business and cultural standpoint, and has influence on virtually every sphere of our society. Sometimes the industry can seem baffling, mercurial, and characterized more by madness than method. But despite its uncertainties, Hollywood does have its own rules, rhythms, methods and strategies - and examining and evaluating them will be a key part of this seminar. This is a time when many existing formulas are being reconsidered, retooled, or jettisoned, and new technologies and expanding markets are having a profound impact on the industry and tracking and analyzing this will be a key part of the course. I will also bring some of my professional experiences into the classroom (including directing, writing, and producing for film and television, etc.), and discuss these experiences through the intersection of the business and creative sides of the industry. We will discuss the entertainment industry's future, and address varied and effective paths for creating entertainment product with artistic and/or commercial merit. Students taking the course will be asked to be part of an in-class group exercise, and also complete a final group project where they will present their work in class.
Terms: Aut | Units: 2

GSBGEN 565: Political Communication: How Leaders Become Leaders

This year -- 2023 -- will be a fascinating backdrop for national as well as state and local politics. Implications of the recent pandemic, its dramatic economic impacts and an uneven but recovering economy, Inflation fears, a war in Ukraine, and the looming presidential year elections in 2024 in the U.S. will continue to complicate the political landscape Politics, perhaps like no other arena, provides a rich and dramatic laboratory for studying the art and science of influential communication. Whether it is a local school bond election or a Congressional race, a Presidential debate or a State of the Union Address, the demanding communications of politics provide insights into our own strengths and gaps as communicators and leaders. Political campaigns, by their very nature, are highly visible, oriented toward very specific objectives, and increasingly leverage a variety of new media platforms. They are often emotionally charged, and rife with conflict and drama. The principles of political communications transcend politics, and are useful guides for leaders in business, the non-profit community, as well as government. How candidates, elected officials, and leaders in all kinds of organizations communicate vision, values, and experience, as well as how they perform in very fluid environments, not the least of which may be during a crisis, has a great deal to do with their career success. In its 15th year, this highly interactive course allows students to explore both theory and practice behind effective positioning and presentation. Students will analyze and evaluate both successful and unsuccessful communications strategies of political campaigns and candidates. History is a great learning tool, something emphasized throughout the class. As such students will explore historic examples of US Presidential debates, from Nixon/Kennedy to the present, as well other political events from the near and distant past. Popular culture, the effect of social media, disinformation will also be topics of discussion. Students will experience discussion of political events as they happen -- with each class drawing lessons from political developments around the nation and the world. Students will also hone their own strategic communications skills in activities requiring both written and spoken communication. This is not a course in political science, American government, or in public speaking. However, the engaged student will gain insights into those areas as well. The course is taught by David Demarest, former Vice President of Public Affairs for Stanford University. Demarest has broad communications experience across the public and private sector in financial services, education, and government. Typically, Prof. Demarest shares many of his experiences -- some successful, some less so -- through storytelling, and while those stories may be entertaining, they also provide real-life examples of communications challenges and strategies, After serving as Assistant U.S. Trade Representative, and Assistant Secretary of Labor in the Reagan Administration, in 1988 he served as Communications Director for Vice President George H. W. Bush's successful presidential campaign. He then became a member of the White House senior staff as White House Communications Director. After leaving government in 1993, he spent the next decade leading communications for two Fortune 50 companies, before coming to Stanford in 2005 to head the university's public affairs efforts.
Terms: Aut, Win | Units: 2

GSBGEN 675: Microeconomic Theory

This course provides an introduction to microeconomic theory designed to meet the needs of students in the GSB non-Economics PhD programs. The course will cover the standard economic models of individual decision-making, models of consumer behavior and producer behavior under perfect competition, the Arrow-Debreu general equilibrium model, and some basic issues in welfare measurement. This class assumes a basic knowledge of undergraduate intermediate microeconomics, comfort with multivariable calculus and linear algebra and some exposure to real analysis.
Terms: Aut | Units: 3
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