printer friendly pageGSBGEN 326: Leadership Fellows Laboratory
This two-quarter laboratory course designs and implements the Leadership Laboratory portion of the Strategic Leadership Course (SLC). In spring quarter, Leadership Fellows work together in teams developing the influence, presentation, facilitation, coaching and mentoring skills essential to run the Leadership lab effectively in the autumn (six teams of eight students). In Autumn Quarter, these Fellow teams are responsible for the learning experience of one section of first-year students and each Fellow is specifically assigned a group of 8 students. Interested students apply during Winter Quarter and undergo an extensive and highly competitive application process from which successful applicants are invited to take part in the program. Information meetings are held in December and early January. nnnIn Spring Quarter, Fellows participate in a two-day immersion weekend and nine, six-hour learning labs designed to improve their listening, feedback, coaching, mentoring, presentation, teambuilding, and process analysis skills. Fellows select two topical concentration areas to specialize in for the two quarters of the course (e.g. Conflict Management). These specialties meet weekly inside and outside of class to design and develop the topical laboratory sessions taught to first-year students. Finally, Fellows must learn to deliver the simulations, analyze behaviors, and provide feedback for all the topical laboratory sessions that the course teaches. Throughout the course, feedback is consistently collected and evaluated by Fellows in conjunction with their assigned Leadership Coaches. Through reflection assignments, behavioral assessments, coach and team meetings, Fellows are challenged to reflect on feedback and to make significant behavioral changes throughout the quarter. nnnIn Autumn Quarter, Fellows participate in twice-weekly 90-minute class sessions designed to improve their coaching, mentoring, and process analysis skills. Specialty teams continue to meet outside and inside class, however the focus shifts from content development to coaching and mentoring applications. Fellows provide two, one-hour coaching sessions to each of their first-year students (8). The feedback-intensive environment continues for Fellows as they are evaluated by Leadership coaches in each first-year laboratory session and in team meetings. Leadership coaches continue to work with Fellows via reflection assignments and coaching meetings to further enhance Fellows' interpersonal and leadership behaviors.
Terms: Spr
| Units: 4
Instructors:
Williams, E. (PI)
GSBGEN 327: Leadership Fellows Laboratory II
This two-quarter laboratory course designs and implements the Leadership Laboratory portion of the Strategic Leadership Course (SLC). In spring quarter, Leadership Fellows work together in teams developing the influence, presentation, facilitation, coaching and mentoring skills essential to run the Leadership lab effectively in the autumn (six teams of eight students). In autumn quarter, these Fellow teams are responsible for the learning experience of one section of first-year students and each Fellow is specifically assigned a group of 8 students. Interested students apply during winter quarter and undergo an extensive and highly competitive application process from which successful applicants are invited to take part in the program. Information meetings are held in December and early January. nnnIn the spring quarter, Fellows participate in a two-day immersion weekend and nine, six-hour learning labs designed to improve their listening, feedback, coaching, mentoring, presentation, teambuilding, and process analysis skills. Fellows select two topical concentration areas to specialize in for the two quarters of the course (e.g. Conflict Management). These specialties meet weekly inside and outside of class to design and develop the topical laboratory sessions taught to first-year students. Finally, Fellows must learn to deliver the simulations, analyze behaviors, and provide feedback for all the topical laboratory sessions that the course teaches. Throughout the course, feedback is consistently collected and evaluated by Fellows in conjunction with their assigned Leadership Coaches. Through reflection assignments, behavioral assessments, coach and team meetings, Fellows are challenged to reflect on feedback and to make significant behavioral changes throughout the quarter. nnnIn the autumn quarter, Fellows participate in weekly class sessions designed to improve their coaching, mentoring, and process analysis skills. Specialty teams continue to meet outside and inside class, however the focus shifts from content development to coaching and mentoring applications. Fellows provide two, one-hour coaching sessions to each of their first-year students (8). The feedback-intensive environment continues for Fellows as they are evaluated by Leadership coaches in each first-year laboratory session and in team meetings. Leadership coaches continue to work with Fellows via reflection assignments and coaching meetings to further enhance Fellows' interpersonal and leadership behaviors.
Terms: Aut
| Units: 2
Instructors:
Williams, E. (PI)
GSBGEN 348: The Economics of Higher Education
Topics: the worth of college and graduate degrees, and the utilization of highly educated graduates; faculty labor markets, careers, and workload; costs and pricing; discounting, merit aid, and access to higher education; sponsored research; academic medical centers; and technology and productivity. Emphasis is on theoretical frameworks, policy matters, and the concept of higher education as a public good. Stratification by gender, race, and social class.
Terms: Win
| Units: 4
Instructors:
Bettinger, E. (PI)
GSBGEN 349: Introduction to the Politics of Education
The relationships between political and economic analysis and policy formulation in education; focus is on alternative models of the political process, the nature of interest groups, political strategies, policy efficiency, the external environment of organizations, and the implementations of policy. Applications to policy analysis, implementation, and politics of reform. (APA)
Terms: Spr
| Units: 4
Instructors:
Bettinger, E. (PI)
GSBGEN 350: International Internship
Last offered: Winter 2009
GSBGEN 358: The Power of Social Technology
The goal of the class is simple: to marshal social technology in support of a clear social objective.nnnThis course is a Bass Seminar, and thus project-based - i.e. owned and driven by the students (rather than a more traditional class based on lectures and cases). The focus of this project-based seminar is to explore how social technology (e.g. the use of blogs, websites, podcasts, widgets, community groups, social network feeds) can change attitudes and behaviors in ways that cultivate social change and improve the lives of others. Students will study the strategies and tactics used by companies and causes that have successfully catalyzed active social persuasion (e.g., Facebook, Kiva, Google, Mozilla). Leaders from these organizations will also present during class sessions to offer first-hand perspectives about their experience and challenges they encountered along their varied paths to success. For the final project, you will work in small self-selected pods (i.e., teams) to develop an idea focused around improving the lives of others, broadly defined (e.g., finding a cure for a disease, raising money for a cause, improving the value of a brand for customers or employees). nnnThe teaching style of the class will integrate methods from the d.school, marketing courses, and psychology courses, but it will be unlike any other course you take at the business school. Your work will be self-directed and your deliverables will be the result of an iterative prototyping process that should lead you to a powerful outcome that literally changes someone's life.
Terms: Win
| Units: 4
Instructors:
Aaker, J. (PI)
GSBGEN 360: Sports Business Management
This course will examine the diverse management challenges facing the sports industry. The course will cover issues at the league level, the team level, the athlete/agent level, and the college level. The diverse constituencies with interests in sports issues (athletes, fans, media companies, advertisers, and legislators to name a few) will be discussed. Sports issues at a global level (the IOC) and both U.S. and outside U.S. will be covered. There will be coverage of evolving business ventures related to the sports industry (such as venture backed sports companies and sports networks). nnnA key focus is on how the sports industry is similar to and different from other industries. Key concepts underlying the course are: value creation/value sharing; revenue ecosystem; virtuous circles and vicious circles; disruptive technologies; growth facilitators and growth inhibitors; leveragable assets/inherited liabilities; and entrepreneurship/new product innovations. Over 80% of the sessions typically will include a guest co-lecturer from the sporting industry.
Terms: Win
| Units: 4
Instructors:
Foster, G. (PI)
;
O'Reilly, N. (SI)
GSBGEN 370: Service Learning Project
Terms: Spr
| Units: 2
Instructors:
Shotts, K. (PI)
;
Soule, S. (PI)
GSBGEN 376: Work and Family
This course examines the strategies that highly educated women and men use to combine work and family and the strategies that managers can bring into play to help others balance work and family. Topics include the pluses and minuses of becoming a stay-at-home mom or dad, the economic value of unpaid labor, the career trade-offs necessary to balance two high-powered careers and children, the economics of marriage, fertility, child care, and elder care, the gendered division of labor in the home, time-management and work/family conflicts, strategies for making change at the work place, and the role of public policy. The course provides a safe space for open discussion of difficult issues. Guest speakers discuss these issues with respect to their own careers and lives as well as the roles their organizations play.
Terms: Spr
| Units: 4
Instructors:
Strober, M. (PI)
GSBGEN 381: Strategic Issues in Philanthropy
Appropriate for any student driven to effect positive social change from either the for-profit or nonprofit sector, Strategic Issues in Philanthropy (
GSBGEN 381/
EDUC 377C) will challenge students to expand their own strategic thinking about philanthropic giving and influence. In recent decades, philanthropy has become an industry in itself - amounting to $260.28 B in the year 2005 alone. This course will provide an overview of the key operational and strategic distinctions between traditional philanthropic entities, such as community foundations, private foundations, and corporate foundations; and contemporary models, such as funding intermediaries and venture philanthropy partnerships. Course work will include readings and case discussions that encourage students to analyze philanthropic strategies as they relate to foundation mission, grantmaking, evaluation, financial management, infrastructure, and board governance. Guest speakers will consist of high profile philanthropists and foundation presidents, as well as Silicon Valley business leaders striving to redefine philanthropic models. The course will culminate in a group project in which students will solicit a grant proposal from a local nonprofit organization and make a funding recommendation to a Silicon Valley-based foundation.
Terms: Aut
| Units: 4
Instructors:
Arrillaga, L. (PI)
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