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1 - 10 of 50 results for: OB

OB 205: Managing Groups and Teams

This course introduces you to the structures and processes that affect group performance and highlights some of the common pitfalls associated with working in teams. Topics include team culture, fostering creativity and coordination, making group decisions, and dealing with a variety of personalities. You will participate in a number of group 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: 2

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

OB 209: Leadership Laboratory

In the Leadership Labs class we ask you to consider the question, "Why would someone 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 you leadership goals. In this class you will have an opportunity to lead your squad and in doing so to discover your strengths and weaknesses as a leader. Your will receive feedback about your approach to leadership and you will have opportunity to try out new skills and tools.nn nnThere are four components to the Labs course: a) skills workshops, b) squad development meetings, c) project work meetings, and d) the executive challenge. The skills workshops occur both in the first two weeks of the quarter and near the end of the quarter. In the workshops, your section will meet as a whole with your leadership coach (in the beginning of the quarter) or a faculty member (end of the quarter) to discuss solutions to common managerial and leadership dilemmas. The early workshops will give you some basic frameworks and tools for leading your squad during Autumn quarter and the later workshops will focus on transferring these tools and skills to the business context. The squad development meetings will occur during weeks 3-9 of the quarter. During these weeks your squad will meet to work on basic leadership challenges (e.g. managing conflict, assessing a team's progress). The squad development meetings include role-plays and group exercises designed to help you think more deeply about the dynamics in your workgroup and to allow you to practice and experiment with new ways of leading. Each session will be divided into two segments, and one squad member or your Fellow will be the leader for the segment. MBA1 squad members will rotate through the segment leader position. Your Fellow will also be present for these meetings in order to provide coaching to the leader and to the squad as whole. During weeks 3-9, you will also be required to meet with your squad once a week outside of class for project work meetings. In the project work meetings you will be working on your project for your Global class. For this class we require that you use a rotating leadership structure for those meetings so that you can further practice and learn about the effects of different approaches to leadership in the context of a real work project. Finally, the quarter culminates with the Executive Challenge in Week 10. The Executive Challenge will be 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 provide you feedback and evaluate your performance.
Terms: Aut | Units: 2

OB 219: Sloan: Organizational Design

This course examines fundamental issues of general management and leadership within an organization. You will learn about setting an organization's strategic direction, aligning structure to implement strategy, and leading individuals within the firm. You will study the interplay among formal structure, routines, informal networks, and culture in shaping organizational performance.
Terms: Sum | Units: 2
Instructors: Soule, S. (PI)

OB 278: Sloan: Organizational Behavior

This course is designed to introduce incoming students to the structures and processes that affect group performance as well as some of the common pitfalls associated with working in teams. Topics include understanding team culture, fostering creativity and coordination, making group decisions, and dealing with a variety of personalities. Students will participate in a number of group exercises designed to illustrate principles of team work and to give students practice diagnosing team problems and taking action to improve team performance.
Terms: Aut | Units: 2
Instructors: Flynn, F. (PI)

OB 289: Sloan: 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 multi-party settings, buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy and the management of integrative and distributive aspects of the negotiation process. This course is based on a series of simulated negotiations in a variety of contexts, including one-on-one, multiparty, 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 negotiation. You will get feedback from your classmates about how you come across. In sum, you can use this course to expand your repertoire of conflict management and negotiation skills, to hone those skills, and to become more adept in choosing strategies and tactics that are appropriate for a particular negotiation situation. This course is an intense, more compact version to the elective OB381 and is almost identical to the OB581 immersion course. Thus, students should not take either of these courses as there is considerable overlap among the three. Attendance and participation in the negotiation exercises are mandatory.
Terms: Aut, Sum | Units: 2
Instructors: Neale, M. (PI)

OB 322: Managing Social Networks in Organizations

This course is designed to improve your effectiveness a manager by introducing you to both the concepts and tools that are part of the "new science of social networks" as they apply to organizations. In this course, you will develop the skills to understand social networks and recognize social capital, both offline and online, as well as be able to identify key elements of your own and others' social networks that enhance competitive capabilities. Topics to be covered include how social networks affect power and influence, leadership, innovation and the generation of novel ideas, careers, organizational change and competitive advantage. Additional topics to be covered include the increasing importance of online social networks in organizational life and the importance of social cognition and how it can be used to enhance social capital. At the conclusion of this course you will have the skills to map out social networks, diagnose features of the networks that either help or hinder the performance of individuals, groups and companies, and be able to manage important features of social networks in organizations.
Terms: Spr | Units: 4
Instructors: Hasan, S. (PI)

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, 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 Fellows Program. Interested students apply during 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 early in Winter Quarter and Fellows are selected from the first year class at the end of Winter Quarter. nnnKnowing 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.)nnnIn 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. nnnFellows 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 and discussions. Students will have the opportunity to apply those 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 a GSB Leadership Coaches, professional executive coaches who are a staff members of the school's Center for Leadership Development and Research (CLDR). 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.nnnNote: OB374, Interpersonal Dynamics, is a PRE/CO-REQUISITE for this course. Additionally, signing up for 1:1 coaching by a Fellow strengthens a MBA1 student's application to the Arbuckle Leadership Fellows program.
Terms: Aut | Units: 4
Instructors: Robin, C. (PI)

OB 331: Leadership Fellows II

This course is the continuation of Leadership Fellows I, an 8-unit course that begins in Autumn Quarter. During this quarter Fellows will continue to deepen their coaching and mentoring skills, and will focus exclusively on in-depth 1:1 coaching with three MBA1 coachees (who were not members of their MBA1 squad.) Classes and clinics continue as in Autumn Quarter.
Terms: Win | Units: 4
Instructors: Robin, C. (PI)

OB 333: Acting with Power

The ability to function effectively within a hierarchy is a crucial determinant of managerial success, yet many people struggle with "authority issues" that make certain hierarchical roles and positions difficult for them. This course draws on the craft of acting and the science of psychology to help students learn to use themselves to develop the characters that can play these roles effectively. nnnThis class is designed specifically for students who have trouble "playing" authoritative roles: those who find it difficult to act with power, status, and authority. It will also be useful for students who find it difficult to share power and authority, which involves accepting and deferring to the power and authority of others. Participants will be asked to read, think deeply about, and share some of their own feelings about power and authority, and the origins of those feelings. They will also be asked to prepare for and present a series of in-class performances that involve playing characters with and without power, in scenes that highlight the interactions and relationships between high and low power characters. These performances will take up much of our time during class. Out-of-class assignments will include reading important works on psychology, and on the theory and practice of acting, as well as writing short essays analyzing their own and others' performances.
Terms: Spr | Units: 4
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