61 - 70 of 84 results for: VPGE::Leadership

This course examines organization culture, how and why managers can use culture to maximize results within an organization, and how culture can undermine results. The course begins by situating cultural leadership and management within a culture-shaping framework and the opportunities, obligations and methods for leaders to impact culture. It also focuses on what is different in cultural management and why so many contemporary firms attempt to use it. We analyze the relationship between culture and strategy, seeking alignment between the two. The course also explores different kinds of cultures seen in high performing and low performing organizations, and seeks to understand how cultural content affects behavior and business results. Students will be asked to describe and define the culture of an organization needed for a given business and strategy, and to define the role of executives in shaping culture. The class identifies and analyzes the tools or levers that leaders can use to build an effective culture. We will spend a session on each of the following: culture and strategy alignment, architecture for shaping culture, selecting people for cultural alignment, aligning organizational practices, culture and society, cultural inflection points from start-up to scale, cultural aspects of high performance and cultural diagnostics. The course will end with a session on culture issues in merger and acquisition.

This course combines insights from psychological research and theater practice to explore how power and status play a role in most social and professional interactions. Exercises drawn from actor training will illustrate how power is decoded and performed, while lectures from organizational behavior highlight the most relevant conceptual frameworks and empirical findings. Then, coached by theater professionals, students will prepare and present scenes from actual plays, as well as roleplay situations they have found especially challenging to experiment with new ways of showing up. In the process, this course will allow students to explore their comfort with playing high vs. low power, to consider the associations they have with power, and to question the potential tension between behaving authentically and acting in ways that best serve their group and values.

Public service is private action for the public good, work done by individuals and groups that aims at some vision of helping society or the world. This course examines some of the many ethical and political questions that arise in doing public service work, whether volunteering, service learning, humanitarian endeavors overseas, or public service professions such as medicine, teaching, or even "ethical investing" and "ethical entrepreneurship." What motives do people have to engage in public service work? Are self-interested motives troublesome? What is the connection between service work and justice? Should the government or schools require citizens or students to perform service work? Is mandatory service an oxymoron?

(Graduate students register for 220.) Forming ties, developing norms, status, conformity, deviance, social exchange, power, and coalition formation; important traditions of research have developed from the basic theories of these processes. Emphasis is on understanding basic theories and drawing out their implications for change in a broad range of situations, families, work groups, and friendship groups.

Why are some organizations more competitive than others?  This is one of the defining questions of the interdisciplinary research field known as strategic management.  In this seminar, we will survey the field of strategic management as seen through the lens of organization theory, touching on the four main theoretical approaches that have developed there.nnMost work in strategic management pays little attention to particular theoretical perspectives, and is organized more by the topic - the phenomenon being studied - such as market exit, growth, performance, mergers and acquisitions, innovation, and the like.  I have catalogued the research in strategic management both according to theoretical perspective and topic, and that structure is developed in this course.  Our goal is to help you to identify theoretical perspectives as you try to understand the strategy field.

Successful leaders on the journey to better care delivery methods with lower total spending inevitably face challenges. What confluence of attitudes, values, strategy, and events allows them to prevail? Contexts will include public policy, entrepreneurship and early stage investing, care delivery innovations, and health care system management to improve the value of care. Course faculty and guests will consist of nationally recognized leaders, innovators, and change agents. The course is open to any member of the Stanford community aspiring to lead value improvement in health care delivery including medical, MBA, law, and graduate students, as well as undergraduates, postdoctoral candidates, and medical center trainees. May be repeated for credit.

This seminar showcases the diversity of entrepreneurs and the range of entrepreneurial paths they pursue. Thirty-five entrepreneurs and venture capitalists, primarily from historically underestimated groups (HUGs), will share their personal and professional journeys, and how each embodies the entrepreneurial mindset. Candid class discussions and an experiential project, complemented by case studies, readings, and videos, will immerse you in the entrepreneurial process. This includes finding an idea and forming and building a team, evaluating existing ideas or early businesses, being an inclusive leader, raising money, assembling a board, and overcoming setbacks and challenges. The individual project is to profile a founder or venture capitalist from a HUG and how they embody the entrepreneurial mindset. For the group project, teams will have the option of working on an idea for a company, or assessing a company using the venture investment framework taught during the class.

S321/S322 is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from Idea to Launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students from within Stanford who bring expertise of particular relevance to the idea being pursued, e.g. engineering, CS or medicine. This course is designed not only for students with immediate entrepreneurial aspirations but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two-quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, test and morph their idea into a viable business concept. In the spring quarter, they will further test, refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The course builds on important research, successes, and findings as they relate to the process of new venture creation. The teaching method is through a structured process of relevant mini-lectures, exercises and active in-depth team learning by doing (LBD). Extensive field research and prototype product development are integral to the course. Learning is further enhanced through meetings with the instructor, coaching by their assigned experienced mentors, experts, and review by peers. Informal student meetings/mixers will be held in the autumn quarter to further facilitate the formation of teams and assist in idea generation. The application process for S321/322,-Create A New Venture: from Idea to Launch- is described on the course website.

S321/S322 is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from Idea to Launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students from within Stanford who bring expertise of particular relevance to the idea being pursued, e.g. engineering, CS or medicine. This course is designed not only for students with immediate entrepreneurial aspirations but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two-quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, test and morph their idea into a viable business concept. In the spring quarter, they will further test, refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The course builds on important research, successes, and findings as they relate to the process of new venture creation. The teaching method is through a structured process of relevant mini-lectures, exercises and active in-depth team learning by doing (LBD). Extensive field research and prototype product development are integral to the course. Learning is further enhanced through meetings with the instructor, coaching by their assigned experienced mentors, experts, and review by peers. Informal student meetings/mixers will be held in the autumn quarter to further facilitate the formation of teams and assist in idea generation. The application process for S321/322, 'Create A New Venture: from Idea to Launch' is described on the course website.