printer friendly pageSTRAMGT 207: Strategic Leadership
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 master concepts, frameworks, and tools to assess an industry and a firm's competitive environment, and to craft alternatives. You will study the interplay among formal structure, informal networks, and culture in shaping organizational performance. By integrating leadership theory, the lessons of practical application, and your own experience, you will develop skills and capabilities essential to leading others. And you'll gain a better understanding of your own leadership preferences, strengths, and weaknesses.
Terms: Aut
| Units: 3
STRAMGT 210: Managerial Skills
In the Managerial Skills Labs we examine several common managerial challenges faced by executives. Together with Faculty, students explore these topics using four case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. We have selected small to midsized businesses as the context for these discussions in order to highlight the impact that key decisions and their implementation can have on the broader organization. Class preparation should include not only analysis and conclusions, but also specific recommendations on implementation. Students should come to class prepared to role play important conversations between management and other key individuals.
Terms: Aut
| Units: 1
STRAMGT 259: MSx: Generative Leadership
Generative Leadership: How to Create Innovative Ideas and Convey Them with ImpactnnnThere are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication.nnnDesign ThinkingnnnOutcome:nnParticipants learn to employ User Centered Design as promoted by the Stanford d.school. They become adept at Empathizing with the end user, practicing focused Need Finding, Defining the Problem, Ideating, Rapidly Prototyping and Adapting to Feedback.nnnExperiences:nnParticipants learn the Design Thinking process through a hands-on, collaborative design challenge, like redesigning the Briefcase for a specific user.nnnThe Improvisational MindsetnnnOutcome:nnThe participants increase their ability to respond flexibly to novel situations and to generate innovative solutions on a collaborative, creative team. The mindset is cultivated by practicing 5 key principles. Say "Yes, and". Treat Mistakes as Gifts. Inspire your Partner. Dare to be Obvious. Notice the World.nnnExperiences:nnThe key principles are taught through a series of immersive theater exercises derived from Johnstone, Spolin, and Ryan. Valuable readings include IMPROV WISDOM, by Patricia Ryan and journal articles on improv and brainstorming.nnnHigh Performance CommunicationnnnOutcome:nnThe final segment of the class is a chance to apply the principles of User Centered Design and the Improvisational Mindset to design and deliver messages that go beyond just transmitting information - they get results. Participants successfully use a version of the Design Thinking process to rapidly develop content that is tuned to the audience's needs, and that they can deliver in a way that is agile and responsive to real time feedbacknnnExperiencesnnGenerative Leadership culminates in a group presentation designed to influence key stakeholders. To be successful, participants will have to draw on all sections of the course. AS WE SPEAK is our text.
Terms: Aut
| Units: 2
Instructors:
Klein, D. (PI)
STRAMGT 279: MSx: Global Strategic Management
This course introduces the basic concepts of strategic management, focusing on their application in a semi-globalized world, where international borders are less significant than in the past but still very important. There are texts that will be required reading, but each class will also feature a case discussion.
Terms: Aut
| Units: 4
Instructors:
Roberts, J. (PI)
;
Oyer, P. (SI)
STRAMGT 353: Entrepreneurship: Formation of New Ventures
This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education. Each section will have a specific focus, please select the instructor(s) with your interests: Leslie, Siegelman - High tech ventures; Ellis, Chambers, Childs - Diverse types of ventures; Ellis, Foster - Diverse types of ventures; Siegel, Brady - High tech emphasis, but diverse types of ventures; Siegelman, Hattendorf - Social ventures; Reiss, Chess - Very early stage ventures.
Terms: Aut, Win, Spr
| Units: 4
STRAMGT 355: Managing Growing Enterprises
This course is offered for students who, in the near term, aspire to the management and full or partial ownership of a new or newly-acquired business. The seminar, which is limited to 40 students, has a strong implementation focus, and deals in some depth with certain selected, generic entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing. Throughout the course, emphasis is placed on the application of analytical tools to administrative practice.
Terms: Aut, Spr
| Units: 4
Instructors:
Dodson, D. (PI)
;
Ellis, J. (PI)
;
Grousbeck, H. (PI)
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more instructors for STRAMGT 355 »
Instructors:
Dodson, D. (PI)
;
Ellis, J. (PI)
;
Grousbeck, H. (PI)
;
Peterson, J. (PI)
;
Kelly, P. (SI)
;
Peterson, J. (SI)
;
Taweel, K. (SI)
STRAMGT 356: The Startup Garage: Design
Startup Garage is an intensive hands-on, project-based course, in which graduate students will apply the concepts of design thinking, engineering, finance, business and organizational skills to design and test new business concepts that address real world needs . Our aspiration is to help teams identify an unmet customer need, design new products or services that meet that need, and develop business models to support the creation and launch of startup products or services. Even those teams that do not successfully launch a venture, or individuals who decide not to move forward, will learn critical, cutting-edge techniques about starting and launching a venture. nnnCollaborative, multi-disciplinary teams will identify and work with users, domain experts, and industry participants to identify and deeply understand customer needs, then proceed to design products or services and a business model to address those needs. .Each team will conceive, design, build, and field-test critical aspects of both the product or service and the business model. nnnThis course is offered by the Graduate School of Business. It integrates methods from human-centered design, lean startup, and business model planning. The course focuses on developing entrepreneurial skills (using short lectures and in-class exercises) and then applying these skills to specific problems faced by those users identified by the teams. Teams will ?get out of the building? and interact directly with users and advisors to develop a deep understanding of the challenges they face and to field test their proposed services, products, and business models.nn
Terms: Aut
| Units: 4
STRAMGT 371: Strategic Management of Technology and Innovation
This course focuses on the strategic management of technology-based innovation in the firm. The purpose is to provide students with concepts, frameworks, and experiences that are useful for taking part in the management of innovation processes in the firm. The course examines how they can be managed effectively. Specific topics include: assessing the innovative capabilities of the firm, managing the Corporate R & D function, managing the interfaces between functional groups in the development function in the firm, understanding and managing technical entrepreneurs, building technology-based distinctive competencies and competitive advantages, technological leadership versus followership in competitive strategy, institutionalizing innovation, attracting and keeping corporate entrepreneurs.
Terms: Aut
| Units: 4
Instructors:
Burgelman, R. (PI)
;
Siegel, R. (SI)
STRAMGT 376: Entrepreneur Leader-Identity Development: A Critical-Incident Approach
Entrepreneurship can be an exhaustive experience. This course is structured to provide valuable skills and strategies aimed at enabling aspiring entrepreneurs to mitigate personal burnout while in pursuit of new ventures. In terms of this course, an entrepreneur is defined as a person who risks mobilizing resources to capitalize on a perceived opportunity of value-creation-change. A "social entrepreneur" creates social value, a "business entrepreneur" creates profit, and a 'hybrid entrepreneur' blends the two. This course will tailor student's class work to fit his or her entrepreneurial orientation. Students who opt to focus their coursework on social or environmental entrepreneurship may petition to have this course count toward the Certificate in Public Management and Social Innovation. nnnResearch is showing that a significant career hazard of entrepreneurship is emotional burnout- exhaustion from raising capital, growing new teams, competing with established players, and more contributes to the challenges of entrepreneurship. The goal of this course is to teach students how to identify and develop an increased capacity in emotional resilience as a means of mitigating burnout in oneself and in the diverse "community of actors" one is attempting to mobilize into concerted action aimed at value-creation-change. Research is also showing that one of the key causes of chronic stress is leader-identity development: when men and women of diverse-identities - different from the dominant-identity, engage in value-creation-change within a given community of practice and context, chronic adversity is a given. The effort of diverse-identities to lead value-creation-change introduces a chronic re-evaluation and re-definition of 'leader' within the given culture. From a global perspective this chronic adversity dynamic is especially true for women leaders. For men and women of diverse-identity, this dynamic is a consequence of power inequity. Both the diverse-identity and dominant-identity leader need to strategically anticipate and proactively address this dynamic in order to sustain his or her role as an agent of value-creation-change.nnnUsing the "critical-incident empathetic-inquiry" approach students will interview aspiring and practicing entrepreneurs on how they successfully recovered from, adapted to, and sustained perseverance in the face of situational and chronic adversity. These interviews will be recorded and analyzed from both a content and emotional decision-making perspective. Particular attention will be paid to how the practice of "empathetic-inquiry" in itself is a learnable micro-intervention with the potential of alleviating stress, supporting recovery, and sustaining effort. It is presented, taught, and practiced as a fundamental "emotional literacy" entrepreneur leadership skill.nnnFrom a diversity perspective, students will also be exploring how unsupported leader-identity development within a given cultural context and community of practice can be a major cause of stress and burnout. Via the "critical-incident empathetic inquiry" process students will focus on interviewing and learning from "exemplars" with whom they identify, with the aim of learning from "exemplar's" personal leader-identity journey.nnnThis course enables students to be practitioners of "empathetic inquiry" in entrepreneurial contexts in order to provide an added advantage to GSB students pursuing entrepreneurship after graduation and beyond.
Terms: Aut
| Units: 4
Instructors:
Bristol, S. (PI)
STRAMGT 381: Leading Strategic Change in the Health Care Industry
This seminar provides the opportunity for students to study the structure and dynamics of the U.S. health care industry, and some of the ways it intersects with the global health care industry. The U.S. health care industry represents over 15 percent of the nation's GDP and is rapidly changing as a result of government regulatory reform enacted in 2010. The seminar's aim is to develop participants' ability to create strategically informed action plans that are imaginative, inspiring and workable in this highly dynamic environment. The seminar's pedagogy involves informed debate to evaluate and hone well-researched views by the participants and instructors, as well as the writing and presentation of position papers by small groups of seminar participants on the key dynamics of the industry. In the course of the seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the societal, industry and organizational levels of analysis. After developing a complete picture of the structure of the health care industry and the strategic relationships among the key players - the strategic landscape -, the seminar will focus on how health care reform and other external forces will affect the strategic opportunities and challenges of four types of players in the strategic landscape: (1) Incumbents (e.g., pharmaceutical companies, hospital companies, insurance companies); (2) entrepreneurial startups (e.g., home monitoring, genetic testing companies, information services); (3) cross-boundary disruptors (e.g., health clinics, Wal-Mart, Cisco, Google); and (4) international health care providers (e.g. in Mexico, India, Thailand) Four student teams will be formed to focus on one of the four types of players. Each team will prepare a research paper focused on determining how their type of player can take advantage of the regulatory, technological, social, cultural and demographic changes, and who will be the likely winners and why. During the first round of discussions (sessions 2-5) all participants will take part in examining the different parts of the competitive landscape. During the second round (sessions 6-9), the different teams will present their research findings and perspectives about the strategic opportunities and threats which exist. As part of the second set of sessions, the instructors will bring in domain experts to further augment the discussion.
Terms: Aut
| Units: 3
Instructors:
Burgelman, R. (PI)
;
Pearl, R. (SI)
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