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OB 345: Leadership Coaching

The ability to help others develop is an often over-looked core competency for leaders. This course will give students an opportunity to learn fundamental coaching skills, so they can become coaching leaders who know how to develop others. This course is designed to be very experiential. While conceptual frameworks will be introduced through readings, lectures, demonstrations and discussions, the only real way to learn coaching skills is to both practice coaching, and to be coached. Every class session will provide opportunities to do both: coach and be coached. Because the in-class coaching practice will not be role plays but will actually be real coaching sessions between students, this course will demand a high level of engagement and participation from each student.
Terms: Spr | Units: 3

OB 374: Interpersonal Dynamics

PRE-QUALIFICATION IS REQUIRED BY THE DEADLINE (APPROXIMATELY FIVE WEEKS BEFORE THE QUARTER BEGINS). The focus of this course is to increase one's competencies in building more effective relationships. Learning is primarily through interactions with other T-group members. This course is very involving, and, at times, can be quite emotional. However, this course is not a substitute for therapy. If you are in therapy, please talk this over with your therapist and get their advice before enrolling in this course. T-groups meet during part of class-time as well as in the evening. T-groups for all sections will meet for 3 hours in the evening. For 1-day/week sections groups will meet the same evening as class. For 2-day/week sections, please see course details. The class has a weekend retreat toward the end of the quarter (check section details for specific dates). It is very important to note that when you decide to take this course, you make an explicit contract to be actively involved. ATTENDANCE: Because of the highly interactive nature of this course, it is very important that all students attend all sessions. Missing class, class T-group, evening T-group, or any portion of the weekend for an unexcused absence will negatively influence your grade and may result in your grade being dropped one grade level (for each absence). Attendance to the first class is required for all sections and failure to attend the first class will result in an automatic drop. Some sections of the 2-day/week version of the course also require attendance at the second or third class to remain enrolled. See individual instructor for details. Students who are waitlisted must attend the first meeting of each section they are waitlisted for in order to secure a place in the course should space open up. It is the student's responsibility to notify respective OB 374 faculty of your attendance and wish to fulfill your waitlist requirement. PRE-QUALIFICATION: Students must pre-qualify before taking the class through an assignment on Canvas (due approximately five weeks prior to the quarter). Go to https://canvas.stanford.edu/enroll/H8WJ8X, then select "Enroll in Course". In addition to the Pre-Qualification assignment, you will also be asked to complete a Demographic Survey for each section in which you are enrolled or waitlisted. The survey(s) will be sent to you by email prior to the start of the quarter.
Terms: Aut, Win, Spr | Units: 5

OB 388: Leadership in the Entertainment Industry

The entertainment industry is of enormous importance - both from a business and cultural standpoint and has influence on virtually every spare of our society. It is characterized by tremendous opportunities and great uncertainties. The industry is continually changing as a result of emergent technology, new business models, and expanding markets. This dynamic industry creates opportunities for entrepreneurial students interested in leaving an artistic and/or creative imprint on the world. This course is designed to help prepare students for careers in the media industries, and to explore leadership within them. The industry is truly an intersection of art and commerce, and the major portion of the course will involve bringing to the class leaders who represent key areas of the entertainment industry, on both the business and creative sides. As with any business, the entertainment industry is driven by the vision of its leaders. These leaders make financial and artistic decisions daily, and manage staff and productions with the goal of producing entertainment product meant to be seen as widely as possible, and meant to make a profit. It is hoped that through interaction with these speakers, students will see the potential of strong leadership and how it works to advance entertainment companies and the films and television programming they produce. Topics to be examined include project development, production, marketing and distribution; emerging technologies and platforms, and their impact on the industry; the roles of studio, network and gaming executives, directors, producers, television showrunners, writers, actors, agents, talent managers, and others; and the intersection of Silicon Valley and Hollywood. The class will also cover the social changes occurring in the industry, such as the rise of #MeToo, and the importance of leaders creating workplaces and entertainment product that is inclusive and ethical. The theory behind this course is that by listening to, and questioning the class speakers, coupled with class research papers, students will emerge with a deeper understanding of the entertainment industry. The class is also intended to give students a view of first-rate leadership in general, and to present what it takes to be a successful, inspiring, and forward-thinking leader in entertainment.
Terms: Spr | Units: 3

OB 502: Global Leadership

In order to be effective in the emerging global economy, managers need to be able to interact effectively across cultures. This course will provide you with critical knowledge and skills that will enable you to become an effective global leader. After successfully completing this course, you will have enhanced cultural intelligence which will help you work more effectively across cultures. In particular, you will have an enhanced knowledge of: The multiple ways in which national cultures vary and factors that explain this variation. How culture affects basic psychological processes, including cognition, emotion, and motivation. How culture affects the communication process, including nonverbal and verbal communication. How culture affects leadership and followership. How culture affects the process of negotiating, and how to create win-win agreements across cultures. Ethical challenges that leaders face when doing business across cultures, and ways to deal with ethical conflicts across cultures. How culture affects the process of teamwork, and ways to build an effective global business team. The nature of human resource management practices across different cultural contexts, and the tension between standardizing HRM practices versus adapting HRM practices to the local context in multinational companies. Problems that expatriates may experience on their assignments, and ways to maximize the potential that expatriates will successfully adapt to the local context. This course will use a combination of lectures, group discussion, videos, and numerous case analyses.
Terms: Spr | Units: 2

OB 528: Racial Bias and Structural Inequality

How do we address racial bias and inequities? What role do institutions play in creating, maintaining, and magnifying those inequities? What role do we play? In this elective, we examine racial bias and inequality in our criminal justice system and in our neighborhoods, schools, and workplaces. In every domain, we focus our attention on the tools and interventions that can be used to mitigate bias and decrease racial disparities. The format will be highly interactive, including guest speakers and student group presentations. Grading will be based on course preparation, active participation, two reaction papers, and a final paper. Attendance is mandatory. Because each day constitutes 20% of the course, even one unexcused absence can have a substantial impact on course grade. Enrollment is limited.
Terms: Spr | Units: 2

OB 581: Negotiations

This course is designed to improve students' skills in all phases of a negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, and team negotiations. When playing a role in a simulated conflict, you will be free to try out tactics that might feel uncomfortable in a real one. You will get feedback from your classmates about how you come across. You will have an opportunity to reflect on your experience in your negotiation paper. In sum, you can use this course to expand your repertoire of conflict management and negotiation skills, to hone your skills, and to become more adept in choosing when to apply each skill. This course represents a shorter, more intense version of OB 381-Conflict Management and Negotiations. Students should not take both courses, as there is considerable overlap in course content. Attendance and participation in the negotiation exercises is mandatory.
Terms: Aut, Win, Spr | Units: 2

OB 621: Organizations and Sustainability

This course reviews social science research on the role of organizations in environmental sustainability. Modern human activity is known to be dramatically changing the earth's ecosystem with far-reaching consequences: altering the climate, reducing biodiversity, challenging our ability to provide sufficient food and water, increasing mass migrations, harming our oceans, threatening human health, and potentially leading to increasing violence and chances of war. Our ability to limit and adapt to these changes will depend on the behavior of organizations: corporations, not for profits, governments, non-governmental organizations, political advocacy and social movement organizations. The course organizes the various literatures of "organization theory" that pertain to sustainability, giving the students an intellectual structure on which to build their own understanding. The course is intended for PhD students planning to pursue a career as researchers in academia or industry. It is offered jointly at the Stanford Graduate School of Business and the Stanford Doerr School of Sustainability.
Terms: Spr | Units: 3

OB 654: Organizational Behavior Pro Seminar

This pro-seminar is primarily for OB PhD students who are developing dissertation ideas. The pro-seminar covers the main research areas of OB faculty and aims to help students develop their theoretical ideas for their dissertation research. OB PhD students are required to take the pro-seminar in all years prior to the approval of their dissertation proposal.
Terms: Win, Spr | Units: 1 | Repeatable 6 times (up to 6 units total)

OB 662: Topics in Organizational Behavior: Intergroup Processes

The primary objective of this course is to provide an overview and organizing framework of the micro-organizational behavior literature. This entails reading many foundational pieces that will cover the classic areas of research in the field. We will also read more cutting-edge papers that reanalyze and reframe many of the classic variables of micro-OB, trying to alter the dominant perspective, bring in new theory, and integrate conflicting approaches.
Terms: Spr | Units: 3

OB 678: The Design and Process of Experimental Research

This year-long course takes a hands-on approach to learning about experimental research. It will cover the entire process of experimental research from idea and hypothesis generation to study design, analysis, and publication. The topical content will be customized to the specific interests of the enrolled students, but generally will be concerned with questions about behavioral phenomena in organizational contexts.
Terms: Aut, Win, Spr | Units: 1 | Repeatable 15 times (up to 15 units total)

OB 680: Introduction to the Behavioral Theory of the Firm and its Contemporary Applications

The course will focus on the Behavioral Theory of the Firm and the contemporary research areas it influences, especially research on organization design. The course will introduce students to an active research area whose scholars have largely been inspired by the late Jim March. We will study the basic elements of behavioral approaches to organizations and consider how new contributions can be made in this area. The course will also give students opportunities to familiarize themselves with agent-based modelling, which has been one of the preferred methods of behavioral theorists. Students will be able to discuss papers based on such models, but also develop simple models to formalize theoretical arguments.
Terms: Spr | Units: 3

OB 691: PhD Directed Reading (ACCT 691, FINANCE 691, GSBGEN 691, HRMGT 691, MGTECON 691, MKTG 691, OIT 691, POLECON 691, STRAMGT 691)

This course is offered for students requiring specialized training in an area not covered by existing courses. To register, a student must obtain permission from the faculty member who is willing to supervise the reading.
Terms: Aut, Win, Spr, Sum | Units: 1-15 | Repeatable for credit

OB 692: PhD Dissertation Research (ACCT 692, FINANCE 692, GSBGEN 692, HRMGT 692, MGTECON 692, MKTG 692, OIT 692, POLECON 692, STRAMGT 692)

This course is elected as soon as a student is ready to begin research for the dissertation, usually shortly after admission to candidacy. To register, a student must obtain permission from the faculty member who is willing to supervise the research.
Terms: Aut, Win, Spr, Sum | Units: 1-15 | Repeatable for credit
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