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1 - 10 of 27 results for: GSBGEN

GSBGEN 202: Critical Analytical Thinking

The Critical Analytical Thinking (CAT) course provides a setting for students to further develop and hone the skills needed to analyze complex issues and make forceful and well-grounded arguments. In 16-18 person sections, you will analyze, write about, and debate a set of topics that encompass the types of problems managers must confront. In doing this CAT will enhance your ability to identify critical questions when exploring challenging business issues. The emphasis will be on developing reasoned positions and making sound and compelling arguments that support those positions.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 208: Ethics in Management

With leadership comes responsibility. This course explores the numerous ethical duties faced by managers and organizations. It combines analytical frameworks with the latest findings on human behavior to inform a wide range of ethical decisions and strategies. Readings include case studies, insights from experimental psychology and economics, and excerpts from or about major works of moral philosophy. Through online and in-class exercises, discussions, and personal reflection, you will reveal and assess your ethical intuitions, compare them with more explicit modes of ethical thought, and learn how to use ethics in business settings. A diverse set of ethical viewpoints will be considered with an emphasis on not only their implications for ethical behavior but also on the social and cognitive pitfalls that undermine the ability of business leaders to fulfill their ethical duties.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 381: Strategic Philanthropy

Appropriate for any student driven to effect positive social change from either the for-profit or nonprofit sector, Strategic Philanthropy ( GSBGEN 381/ EDUC 377C) will challenge students to expand their own strategic thinking about philanthropic aspiration and action. In recent decades, philanthropy has become an industry in itself - amounting to nearly $300 billion in the year 2011. Additionally, the last decade has seen unprecedented innovation in both philanthropy and social change. This course explores the key operational and strategic distinctions between traditional philanthropic entities, such as community foundations, private foundations, and corporate foundations; and innovative models, including funding intermediaries, open-source platforms, technology-driven philanthropies, and venture philanthropy partnerships. Course work will include readings and case discussions that encourage students to analyze both domestic and global philanthropic strategies as they relate to foundation mission, grant making, evaluation, financial management, infrastructure, knowledge management, policy change, and board governance. Guest speakers will consist of high profile philanthropists, foundation presidents, social entrepreneurs and Silicon Valley business leaders creating new philanthropic models. The course will culminate in an individual project in which students will complete a business plan for a $10 million private foundation.
Units: 3 | Grading: GSB Letter Graded

GSBGEN 390: Individual Research

Need approval from sponsoring faculty member and GSB Registrar.
Units: 1-4 | Repeatable for credit | Grading: GSB Pass/Fail
Instructors: Aaker, J. (PI) ; Abbey, D. (PI) ; Admati, A. (PI) ; Athey, S. (PI) ; Bannick, M. (PI) ; Barnett, W. (PI) ; Barth, M. (PI) ; Bayati, M. (PI) ; Bendor, J. (PI) ; Benkard, L. (PI) ; Berk, J. (PI) ; Bernstein, S. (PI) ; Beyer, A. (PI) ; Bimpikis, K. (PI) ; Binsbergen, J. (PI) ; Blankespoor, E. (PI) ; Bowen, R. (PI) ; Bowman, K. (PI) ; Brady, D. (PI) ; Breon-Drish, B. (PI) ; Brest, P. (PI) ; Bulow, J. (PI) ; Burgelman, R. (PI) ; Callander, S. (PI) ; Carroll, G. (PI) ; Casey, K. (PI) ; Chess, R. (PI) ; Ciesinski, S. (PI) ; De Simone, L. (PI) ; DeMarzo, P. (PI) ; Di Tella, S. (PI) ; Dodson, D. (PI) ; Duffie, D. (PI) ; Ellis, J. (PI) ; Enthoven, A. (PI) ; Feinberg, Y. (PI) ; Ferguson, J. (PI) ; Finan, F. (PI) ; Flynn, F. (PI) ; Foster, G. (PI) ; Gardete, P. (PI) ; Gerardo Lietz, N. (PI) ; Goldberg, A. (PI) ; Greer, L. (PI) ; Grenadier, S. (PI) ; Gruenfeld, D. (PI) ; Guttentag, B. (PI) ; Halevy, N. (PI) ; Hannan, M. (PI) ; Hartmann, W. (PI) ; Hasan, S. (PI) ; Heath, C. (PI) ; Holloway, C. (PI) ; Huang, S. (PI) ; Hurley, J. (PI) ; Iancu, D. (PI) ; Imbens, G. (PI) ; Ishii, J. (PI) ; Jha, S. (PI) ; Johnson, F. (PI) ; Jones, C. (PI) ; Kasznik, R. (PI) ; Kessler, D. (PI) ; Khan, U. (PI) ; Korteweg, A. (PI) ; Koudijs, P. (PI) ; Kramer, R. (PI) ; Krehbiel, K. (PI) ; Kreps, D. (PI) ; Lambert, N. (PI) ; Larcker, D. (PI) ; Lattin, J. (PI) ; Laurin, K. (PI) ; Lazear, E. (PI) ; Lee, C. (PI) ; Lee, H. (PI) ; Leslie, M. (PI) ; Levav, J. (PI) ; Levine, P. (PI) ; Linbeck, L. (PI) ; Lowery, B. (PI) ; Malhotra, N. (PI) ; March, J. (PI) ; Marinovic, I. (PI) ; Marks, M. (PI) ; McDonald, J. (PI) ; McNichols, M. (PI) ; McQuade, T. (PI) ; Meehan, B. (PI) ; Mendelson, H. (PI) ; Miller, D. (PI) ; Monin, B. (PI) ; Nair, H. (PI) ; Narayanan, S. (PI) ; Neale, M. (PI) ; O'Reilly, C. (PI) ; Oyer, P. (PI) ; Parker, G. (PI) ; Patell, J. (PI) ; Perez-Gonzalez, F. (PI) ; Pfeffer, J. (PI) ; Pfleiderer, P. (PI) ; Piotroski, J. (PI) ; Plambeck, E. (PI) ; Powers, J. (PI) ; Rajan, M. (PI) ; Rao, H. (PI) ; Rauh, J. (PI) ; Reguant-Rido, M. (PI) ; Reichelstein, S. (PI) ; Reicher, D. (PI) ; Reiss, P. (PI) ; Rice, C. (PI) ; Sahni, N. (PI) ; Scholes, M. (PI) ; Schramm, J. (PI) ; Seiler, S. (PI) ; Shaw, K. (PI) ; Shiv, B. (PI) ; Shotts, K. (PI) ; Siegel, R. (PI) ; Siegelman, R. (PI) ; Simonson, I. (PI) ; Singleton, K. (PI) ; Skrzypacz, A. (PI) ; Sorensen, J. (PI) ; Soule, S. (PI) ; Strebulaev, I. (PI) ; Sugaya, T. (PI) ; Thurber, M. (PI) ; Tiedens, L. (PI) ; Tonetti, C. (PI) ; Tormala, Z. (PI) ; Wein, L. (PI) ; Whang, S. (PI) ; Wheeler, S. (PI) ; Zenios, S. (PI) ; Zwiebel, J. (PI) ; deHaan, E. (PI)

GSBGEN 512: Funding Social Impact: Methods and Measurement

The past decade has seen an increasing interest in impact investments, which seek to generate financial returns at the same time as they have social (or environmental) impact. But how does an investor actually achieve impact? We explore this question through a framework that requires that the investee enterprise itself has net positive impact and that the investor's financial or other contribution increases that impact. We consider the challenges of measuring an enterprise's impact, and then turn to assessing the value added by investors, fund managers, and other intermediaries. The course will be taught mainly through case studies that consider investments in different asset classes ranging from those that expect below-market returns to ones that expect risk-adjusted market returns or better. We will look at investments at various stages, from R&D to start-ups to mature enterprises and entire sectors, considering the role of subsidies (for better or worse) and how an enterprise's social mission can be protected upon exit, and also will examine social impact bonds. The course is taught by Paul Brest, http://www.law.stanford.edu/profile/paul-brest. With its focus on assessing impact, it has a different mission than Matt Bannick's winter quarter course, New Business Models in the Developing World, which examines enterprises serving the base of the pyramid, and David Chen's spring quarter course, Impact Investing: Strategies and Tools, which broadly examines the domain of impact investments with emphasis on those yielding market returns. Students will find only slight overlap among the three courses.
Units: 2 | Grading: GSB Student Option LTR/PF
Instructors: Brest, P. (PI)

GSBGEN 520: The Frinky Science of the Human Mind

The exponential growth in our understanding of the workings of the human brain has led to a rather startling and maybe embarrassing (even depressing) conclusion. While the human brain is unique among species in its ability to strategize, conceptualize, hypothesize, etc., it is now undeniable that most of our decisions, behaviors and experiences are shaped by instinctual brain systems. Thus, constituting the broad goals of this seminar, it behooves us to first understand the workings of the instinctual brain and then leverage this understanding to craft solutions for real-world issues from the vantage points of the "firm" as well you as an individual, a leader and an innovator. Topics that will be covered from your vantage point include leadership skills including being effective at influencing key stakeholders within and outside the firm and being effective at making decisions, personal as well as professional. Topics that will be covered from the firm's vantage point include crafting superior value propositions at the decision as well as the experience phases of the "customer" journey, fostering an innovative organizational culture and developing incentives to increase employee engagement.
Units: 2 | Grading: GSB Letter Graded
Instructors: Shiv, B. (PI)

GSBGEN 531: Global Trip Leadership

This course is open only to leaders of the Service Learning Trips or Global Study Trips. The course will meet eight times during the first four weeks of Fall Term. In addition, the teams have the option of making use of a Master Coach just before their trip to review how they are operating as a team. There will be a 10th meeting during Winter term where the Winter Trip leaders will share their experience with the Spring Trip leaders. nnnThe purpose of this course is to help trip leaders in the planning and conducting of the trip so as to maximize the learning for the trip participants and the trip leaders as well as increasing the overall success of the trip. A range of topics will be covered including: articulating a vision for the trip, developing their team as a high performing team, making quality decision, resolving interpersonal issues (within the team and with participants), understanding how to make full use of the faculty member and dealing with the myriad of issues that are likely to arise.nnnClass time will mainly be spent discussing and role-playing a series of short cases that have been developed around issues that have come up in past trips. These will be supplemented by short lectures to provide the conceptual underpinning. There will be a very modest reading list.
Units: 2 | Grading: GSB Pass/Fail
Instructors: Bradford, D. (PI)

GSBGEN 532: Cleantech: Business Fundamentals and Public Policy

This course examines trends and opportunities in the cleantech sector with a particular focus on low carbon energy and carbon emission reductions. We examine these trends in the context of changing technology, economic fundamentals, and public policy. A particular focus of the course will be on the role of regulation and tax subsidies in determining the cost competitiveness of clean energy sources.nnSpecific topics and industries to be analyzed include:nn- Expanding role of Natural Gas in Electricity Generation nn- Carbon Capture by Fossil Fuel Power Plants nn- Solar PV industry nn- Cellulosic Biofuelsnn- Energy Efficiencynn- Clean Energy Policies and Investment in China
Units: 2 | Grading: GSB Student Option LTR/PF

GSBGEN 537: The Role of Business in Sustainable Food Systems

The food system in the United States has contributed to a number of societal and ecological problems, from increasing rates of diet- and food-related illnesses, to "food deserts" in our inner cities, to the loss of farmland to urban sprawl, to agricultural chemical runoff into our water sources, to unjust farm labor practices, to the overuse of antibiotics, to an enormous amount of food waste, to questionable animal husbandry practices, and more generally to a diminishing level of diversity among the people, plants, and animals on whom we rely for our sustenance. These problems create both dilemmas and opportunities for business. This course will focus on how some companies (both for-profit and non-profit) are working to try to repair the damaged food system in the United States. Topics include (but are not limited to): organic and biodynamic agriculture, the economic demise of the family farm, the health effects of our current system of food production and the habits it has engendered, and opportunities for entrepreneurship and new modes of food distribution. We will have several guest speakers, field trips, and cooking/food preparation workshops and demonstrations.
Units: 1 | Grading: GSB Pass/Fail

GSBGEN 566: Real-Life Ethics

GSBGEN 566 will be an elective course offered to 2nd-year MBA and Sloan students. The goal of this course is to improve students' judgment in confronting ethical situations encountered in the normal course of business activities. Classes use the Socratic method to examine ethical questions and build analytical skills. The course aims to sharpen moral reasoning and build judgment without favoring a particular position. nnThe course will be taught by Mark Leslie and Peter Levine, Lecturers, and will include additional guest lecturers in many of the specific areas. nn nnThe course, which will be case-based, will involve frequent student-to-student and student-to-instructor role-playing. Cases will be drawn from a wide selection of business situations, including such topics as raising venture capital, managing major industrial customers, product distribution agreements, board of director fiduciary conflicts, developing financial instruments, senior management mutiny, etc. nn nnThis class is for two GSB credits and will be graded on a pass/fail basis. Sixty percent of the final grade will be derived from classroom performance; the remainder will be based on a final written assignment.
Units: 2 | Grading: GSB Pass/Fail
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