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1 - 10 of 22 results for: GSBGEN ; Currently searching spring courses. You can expand your search to include all quarters

GSBGEN 112Q: Leading Out Loud: an Exploration of Leadership Communication through an LGBT Lens

Students of all sexual orientations are invited to apply for this unique new seminar looking at the distinct challenge LGBT leaders have faced in communicating effectively. Through the years, many individuals have led the struggle for gay rights and inclusion through a variety of different communication strategies and tactics; some were successful while others were not. This seminar course will explore some of the key leaders in the LGBT community and how they chose to communicate. Together we will search through a variety of film clips, transcripts, news reports, and other historical elements to see how the message, media, and moments work together. A number of guest speakers will also share their perspective on what it means to "Lead Out Loud." Heterosexual identified students as well as LGBT students are encouraged to apply; in fact, we seek to have a true diversity of opinions in the room as we explore this topic. All students will benefit from this exploration of how to communicate about controversial, sensitive, and personal subjects with greater strength and purpose.
Terms: Spr | Units: 3 | UG Reqs: GER:EC-Gender
Instructors: Schramm, J. (PI)

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 Director 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 4 times (up to 8 units total)
Instructors: Rajan, M. (PI)

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.nnnThis 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. In the final team presentation, your challenge is to craft an oral presentation that will persuade your audience to accept your strategic recommendations. By doing this, you will see why ideas, data and advocacy are combined for a professional, persuasive presentation. nnnThis 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 new feature of this course is that a team of external communications coaches work in concert with the professor to ensure that students get rigorous and individualized coaching and feedback.nnnIn this course you will learn to:nnn- Create communication strategies at an individual and organizational levelnn- Develop clearly organized and effective presentations and documentsnn- Diagnose and expand your personal writing and oral delivery style nn- Adapt your delivery style to different material and audiences nn- Enhance oral delivery through effective visual aidsnnnStudents at all levels of comfort and expertise with public speaking and business writing will benefit from this course. In the 2012-2013 academic year this course will only be offered once in the winter and once in the spring term. Waitlists have been long for this course and you're encouraged to keep that in mind as you make your super round selections.
Terms: Win, Spr | Units: 4

GSBGEN 317: Reputation Management: Strategies for Successful Communicators

Successful leaders have to conceive, author, rebuild, pivot, differentiate, and finally maintain a personal reputation to make a lasting, recognizable and powerful identity. Reputation Management will explore how you can work alone, within groups or as part of an organization to create, adapt and maintain your personal reputation. Your reputation remains fluid as you navigate your career decisions and interact with different professionals along your journey. It’s not your reputation at a given moment that is significant; rather, it is the Continuum of Reputation throughout your career that matters.nnnThe course is designed along three interlocking elements: reputation management literature, relevant case studies, and curated guest speakers. Beginning with the frameworks of Paul Argenti, one of the leaders in the field of reputation management, students will learn the fundamentals of strategic corporate communication and the risk of not managing reputation effectively. These frameworks will be extended with specific case studies to illustrate where individuals, groups, and firms have faced the challenge of managing reputation effectively. We will focus on both traditional and virtual components of communication including the relevancy of online reputation management. Finally we will invite key leaders who have built their careers in media through effective communication. We have already begun discussions to ensure availability and have initial commitments from a wide range of on-camera talent, off-camera producers and network executives, a renowned author, a hollywood director and corporate spokespeople and strategists. Each leader has had to manage their reputations in the public eye, and alongside their peers, supervisors, and employees. Guests will be invited to discuss their conscious and unplanned strategies of how to successfully communicate the kind of person, leader, innovator, public figure they wanted, and continue to be known as. The crux being: how to obtain and maintain success by creating and managing your reputation.nnnStudents will benefit from a rich blend of frameworks, cases, and speakers enabling them to successfully enter the work force and create their own, personal reputations. What they learn about the importance of Reputation Management will help ensure a more thoughtful and strategic success plan for each graduate. A mid-term assignment will require students to create a case study drawn from their own experience (or personal network), of a reputation dilemma. Teams of other students will then create solutions to the dilemma informed by the frameworks from the course. A final assignment requires students to articulate their own reputation using any media of the student’s choosing and share that with others in the course and GSB community.
Terms: Spr | Units: 4

GSBGEN 324: Leading with Mindfulness and Compassion

The course explores the role of mindfulness and compassion in the workplace, and the contribution of these qualities to leadership. Topics addressed will include: How can mindfulness enhance clarity in purpose and productivity? What is the connection between mindfulness and compassion? Is compassion in the business world a strength or a weakness? Are compassion and profit motives fundamentally incompatible, or can they support each other? What does compassionate leadership look like? Can mindfulness and compassion be trained at the individual level, and built into company policy? How does self-compassion support effective leadership and recovery from setbacks? Guests from the corporate or non-profit sectors will discuss the challenges of integrating mindfulness and compassion into business strategy and the work environment. Guests from the scientific field will discuss research on mindfulness and compassion as they relate to real-world challenges. Participants in the course will engage with exercises from evidence-based programs targeting the development of mindfulness and the various facets of compassion.
Terms: Spr | Units: 3
Instructors: Weiss, L. (PI)

GSBGEN 337: Business Collaboration to Promote a Sustainable Food System

This goal of this class is to redesign our food system through project-based, experiential education and entrepreneurship. Projects will focus on food justice, sustainable food and farming technology and disruptive models of production and distribution. The class will scale change by providing creative spaces and resources for students, faculty, and community partners to learn and apply design thinking to real-world opportunities in the food system.
Terms: Spr | Units: 3

GSBGEN 359: Leading Your Life

This course takes conventional managerial perspectives on the "strategic leadership" of organizations and applies them to the design and management of your life. Fundamental notions of "purpose" and "vision" are translated to the personal level in the form of "dreams" and "aspirations." Basic elements of strategy such as "scope" and "competitive advantage" are applied to help you evaluate fundamental choices about how you lead your life. Constructs such as "priorities," "commitments" and "resource allocation" all have analogues in individual life - as does the core objective of performance and success. The class begins with a hard-nosed and broad-based self-assessment of the quality of your life along a variety of dimensions including relationships, career, money, spirituality and health. Based on this assessment you will develop a strategy and a set of concrete goals for enhancing the quality of your life in targeted domains. The course consists of five intensive sessions designed to help you develop the skills and knowledge- but more importantly the insight and capacity - to be more strategic (in best sense of the term) and effective in how you lead your personal and professional life - meaning actively guiding, stewarding, and driving your results to create a life that is truly exceptional. Substantively, the course draws on a variety of different traditions including existential, humanistic, and positive psychology; personal growth, adult development, and the human potential movement; as well as the practice of life and executive coaching. Central themes and learning objectives include: * The development of self-awareness, self-acceptance, and self-control * An understanding of the power of choice and "authoring" one's life * The essential role of dreams and aspirations * The art and discipline of knowing and speaking your truth * The challenges and self-limiting impact of negative thoughts and self-theories * Developing a stance towards oneself and others that is rooted in grace and wisdom NB: While we expect the class to be helpful and of interest to a wide range of students, it involves a substantial commitment of time and emotional and intellectual energy. It is not for the faint of heart or those who are ambivalent about introspection, feedback, or constructive confrontation.
Terms: Spr | Units: 3

GSBGEN 380: Real Estate Private Equity Investing

This course is intended for any student interested in a career in managing, developing, or investing in real estate or private equity. The course covers cases involving the perspectives of general partners and limited partners; the attributes of successful real property investment firms; analyses of investment portfolios and individual transactions, primarily in the private equity real estate category. Cases will be global.n nObjectives include:nnHow to construct a private real estate portfolio;nHow to assess the risks in projects and portfolios;nHow to perform relative value analyses of differing investments;nHow to manage troubled investments (when to "hold 'em and when to fold 'em");nHow to manage a general partner firm.nnThe course is divided into three modules with special emphasis on real estate financial analysis for transactions and portfolios. The first module will focus on portfolio construction issues and how to quantify whether the investor has been successful. The second module will focus on underwriting individual transactions and applying a relative value construct in determining the more attractive investments. The second module will also focus on the management of troubled investments, including deciding when to "double down" and how to protect investments already in place. The third module will address how general partners manage their firms.
Terms: Spr | Units: 4

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, Sum | Units: 1-8 | Repeatable 4 times (up to 8 units total)
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 508: Deals II

This course applies economic concepts to the practice of structuring contracts. The course extends over two quarters, meeting three hours per week the first quarter and two hours per week the second quarter. Students enrolled in the course must take both quarters. All or most of the first quarter is spent in a traditional classroom setting, discussing economics articles and case studies of actual contracts that illustrate the concepts described in the articles. Beginning either at the end of the first quarter or the beginning of the second quarter until the end of the course (the "deals" segment of the course), the class explores the connection between economic theory and contracting practice by studying specific current deals. Students, divided into groups, study a deal beginning in the first quarter. Then, during the deals segment of the course, each group gives a presentation of its deal to the class. The following week, a lawyer or other participant in the deal will come to class and lead a discussion of the deal. When it works, the students' and the practitioners' analyses are mutually enlightening. The course examines new deals each year. Deals that studied over the years have included movie financings, biotech alliances, venture capital financings, cross-border joint ventures, private equity investments, and corporate reorganizations.
Terms: Spr | Units: 2
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