printer friendly pageOB 205: Managing Groups and Teams
This course introduces you to the science of teams. Particularly, the class focuses on the structures and processes that affect team performance, highlighting common pitfalls associated with working in teams and introducing strategies to maximize team potential. Topics include team composition and diversity, team creativity and decision-making, team leadership and influence, intra-team and inter-team conflict, and team member coordination. You will participate in a number of exercises to illustrate principles of teamwork and to give you practice not only diagnosing team problems but also taking action to improve total team performance.
Terms: Aut
| Units: 1
OB 206: Organizational Behavior
Building on the discipline of social psychology, this course helps you cultivate mindsets and build skills to understand the ways in which organizations and their members affect one another. You will learn frameworks for diagnosing and resolving problems in organizational settings. The course relates theory and research to organizational problems by reviewing basic concepts such as individual motivation and behavior; decision making; interpersonal communication and influence; small group behavior; and dyadic, individual, and inter-group conflict and cooperation.
Terms: Aut
| Units: 2
Instructors:
Kosinski, M. (PI)
;
Martin, A. (PI)
OB 209: Leadership Laboratory
In the Leadership Labs class we ask you to consider the question, "Why would anyone follow YOU?" This is a course in which you consider what kind of leader you want to be, what kind of leader you are, and how to align your leadership behavior with your leadership goals. In this class you will have an opportunity to share in the leadership of your squad and, in doing so, to discover your strengths and challenges as a leader. You will receive feedback about your approach to leadership and you'll have the opportunity to try out new skills and tools. Your squad is made up of you and five of your classmates, who will work together in Leadership Labs every week of the quarter. At your weekly meetings, your squad will engage in a mix of experiential exercises, case role plays and team discussions and negotiations. You and your squadmates will develop individual learning goals to support your personal leadership development. You will also define the learning culture you want to create in your
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In the Leadership Labs class we ask you to consider the question, "Why would anyone follow YOU?" This is a course in which you consider what kind of leader you want to be, what kind of leader you are, and how to align your leadership behavior with your leadership goals. In this class you will have an opportunity to share in the leadership of your squad and, in doing so, to discover your strengths and challenges as a leader. You will receive feedback about your approach to leadership and you'll have the opportunity to try out new skills and tools. Your squad is made up of you and five of your classmates, who will work together in Leadership Labs every week of the quarter. At your weekly meetings, your squad will engage in a mix of experiential exercises, case role plays and team discussions and negotiations. You and your squadmates will develop individual learning goals to support your personal leadership development. You will also define the learning culture you want to create in your squad and how you will uphold this culture throughout the quarter. As the quarter progresses, you will track and discuss productive and unproductive dynamics in the squad. All of these activities are designed to help you think more deeply about how your squad is working together and to allow you to practice and experiment with new ways of leading. You will have the opportunity to solicit a great deal of feedback so you can achieve a deeper understanding of the impact of your behavior on others. And many of the activities your squad will do together will be videotaped for your self-review afterwards. In each Lab session, one squad member will be the Meeting Lead for the session. MBA1 squad members will rotate through the Meeting Lead position. Your squad will have a dedicated MBA2 Leadership Fellow who will be present for these meetings to provide team coaching to the squad as a whole. You will also meet with your Fellow for individual coaching support outside the weekly Labs session. Finally, the quarter culminates with the Executive Challenge, an opportunity for you to further refine your leadership skills by engaging with alumni judges in role plays that test your ability to lead effectively. The alumni will evaluate your performance and provide you feedback.
Terms: Aut
| Units: 2
Instructors:
Carmel-Hurwitz, D. (PI)
;
Dobbs, C. (PI)
;
Keelan, H. (PI)
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more instructors for OB 209 »
Instructors:
Carmel-Hurwitz, D. (PI)
;
Dobbs, C. (PI)
;
Keelan, H. (PI)
;
Most, H. (PI)
;
Voorsanger, M. (PI)
;
Williams Cosey, F. (PI)
;
Miller, D. (SI)
OB 313: Beyond Disruption: Entrepreneurial Leadership Within Existing Organizations
Why do large, successful companies often have such difficulty in disrupting themselves (e.g., Kodak, Blockbuster, Borders)? How do you maintain an entrepreneurial edge within an existing enterprise? How do you sustain core businesses while simultaneously adapting to disruptive threats? In this course, students will build the skills to spot threats and opportunities earlier and capture them faster. The course will take a look at some of the most successful "creators within corporations" and discern why some strategies succeed when others do not. We will explore the framework that some companies have developed to simultaneously compete in their core business while exploring new ones. To do this we will interact with guests from firms like Walmart, Amazon, General Motors, Flex and IBM as well as venture capitalists and entrepreneurs. Our objective is to help students understand in some detail what it takes to help organizations stay ahead of disruptive threats and to avoid problems that often lead companies into decline. (Previously offered as
OB 513)
Terms: Aut
| Units: 3
Instructors:
O'Reilly, C. (PI)
;
Wilkinson, A. (SI)
OB 330: Leadership Fellows I
The Arbuckle Leadership Fellows Program plays an integral role in the GSB leadership curriculum by bringing together a group of talented second years to support the leadership development of the first-year class.
OB330, an 8 unit two-quarter MBA2 elective course (in combination with
OB331), is the academic component of this program and runs the entirety of both Autumn and Winter Quarters. Both quarters must be completed to receive any units of credit. The course is open only to those students who have applied and been accepted into the Leadership Fellows Program. Interested students apply at the start of Winter Quarter of their first year and undergo a competitive application process, after which successful applicants are invited to take part in the program. Informational meetings are held late in Autumn Quarter and during the first week of Winter Quarter and Fellows are selected from the first year class in mid- Winter Quarter. Knowing how to develop others is a crucial leadership c
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The Arbuckle Leadership Fellows Program plays an integral role in the GSB leadership curriculum by bringing together a group of talented second years to support the leadership development of the first-year class.
OB330, an 8 unit two-quarter MBA2 elective course (in combination with
OB331), is the academic component of this program and runs the entirety of both Autumn and Winter Quarters. Both quarters must be completed to receive any units of credit. The course is open only to those students who have applied and been accepted into the Leadership Fellows Program. Interested students apply at the start of Winter Quarter of their first year and undergo a competitive application process, after which successful applicants are invited to take part in the program. Informational meetings are held late in Autumn Quarter and during the first week of Winter Quarter and Fellows are selected from the first year class in mid- Winter Quarter. Knowing how to develop others is a crucial leadership competency. In this class, Fellows develop the advanced leadership skills of leading leaders and developing others through coaching and mentoring. Among the competencies developed in this class are: 1) Team Coaching Skills (e.g. facilitating a group, diagnosing group dynamics, debriefing, coaching without undermining the leader), 2) Individual Coaching Skills (e.g. effective inquiry, asking powerful questions, balancing support and challenge, providing effective feedback, holding others accountable, utilizing, valuing and connecting across differences and power differentials, using oneself in service of another's development) and 3) Personal Development Skills (e.g. self-reflection and self-awareness, leveraging strengths, stretching outside one's comfort zone.) In the Autumn Quarter Fellows are assigned to a squad of six MBA1s in Leadership Labs. Fellows guide their MBA1 squad through the learning process in the Labs and provide both individual and team coaching to their MBA1 squad members. In addition to the work with their MBA 1 squad, Fellows provide in-depth 1:1 coaching to three additional MBA1 students who are not members of their squad. This 1:1 coaching begins after Autumn midterms and continues through the end of Winter Quarter. Fellows classes meet twice a week for 105 minutes. There will be a reading list of conceptual material which will be supplemented during class with lectures discussions and activities. Students will apply concepts through role-playing and experiential exercises during class time as well as in their coaching and mentoring of their MBA1 coachees. Additionally, Fellows will attend weekly Leadership Labs with the first year squad to which they have been assigned and meet 1:1 with MBA1 coachees. Fellows meet regularly with five of their peers in "clinics," standing groups led by Leadership Labs Instructors who are also GSB Leadership Coaches. Fellows meet with their Leadership Coach and clinic approximately every other week during regular class time to discuss specific strategies for working with their first year students. Fellows also periodically meet with their Leadership Coach one-on-one to hone their skills and explore their areas for specific improvement. Note:
OB374, Interpersonal Dynamics, is a PRE-REQUISITE for this course; students who want to be Fellows are advised to assess whether that is a class they want to take in the spring quarter of their first year. Additionally, signing up for 1:1 coaching by a Fellow as an admit strengthens a MBA1 student's application to the Arbuckle Leadership Fellows program.
Terms: Aut
| Units: 4
OB 363: Leadership Perspectives
What does it mean to be a principled leader? What role do values play in an organization, and how do successful leaders apply their values in their daily business lives? This course examines the concept of principled leadership and the various ways that leaders try to institutionalize particular values within the organizations they lead. Equally important, it explores the difficult challenges that leaders sometimes face when trying to apply their principles in a tough, fast-paced business environment, where others may not share the same expectations. Through assigned readings, interactive lectures with visiting executives, and weekly small group discussions, students will learn how practicing leaders implement their principles, while reflecting the realities of different cultural expectations and meeting business demands. The course will provide a forum for students to learn directly from practicing leaders and to think introspectively about their own personal values, leadership styles, and long-term aspirations.
Terms: Aut
| Units: 3
Instructors:
O'Reilly, C. (PI)
;
Peterson, J. (SI)
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. AT
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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
Instructors:
Carmel-Hurwitz, D. (PI)
;
Chin, L. (PI)
;
Corney, A. (PI)
...
more instructors for OB 374 »
Instructors:
Carmel-Hurwitz, D. (PI)
;
Chin, L. (PI)
;
Corney, A. (PI)
;
Dobbs, C. (PI)
;
Frank, G. (PI)
;
Jones, P. (PI)
;
Lam, L. (PI)
;
Most, H. (PI)
;
Sharabi Levine, Y. (PI)
OB 533: Acting with Power
This course combines insights from psychological research and theater practice to explore how power and status play a role in most social and professional interactions. Exercises drawn from actor training will illustrate how power is decoded and performed, while lectures from organizational behavior highlight the most relevant conceptual frameworks and empirical findings. Then, coached by theater professionals, students will prepare and present scenes from actual plays, as well as roleplay situations they have found especially challenging to experiment with new ways of showing up. In the process, this course will allow students to explore their comfort with playing high vs. low power, to consider the associations they have with power, and to question the potential tension between behaving authentically and acting in ways that best serve their group and values.
Terms: Aut
| 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 660: Topics in Organizational Behavior: Individual Processes
This course will focus on psychological processes that occur within individuals that cannot be seen but whose existence can be inferred on the basis of people's behavior. Such processes, referred to as individual processes, include personality, emotions, perception, and learning. This course aims to introduce Ph.D. students to both theoretical and applied background on individual processes, with a special emphasis on person vs situation and nature vs nurture debates, evolutionary perspective, and free will. Additionally, we will discuss psychological assessment and its principles, and review both traditional (e.g., tests and questionnaires) and modern (e.g., digital behavioral footprints) approaches to collecting data and measuring psychological constructs.
Terms: Aut
| Units: 3
Instructors:
Kosinski, M. (PI)
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