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1 - 10 of 39 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 | Repeatable 2 times (up to 4 units total)

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 | Repeatable 2 times (up to 4 units total)

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 334: Family Business

Family-controlled private and public companies are the dominant form of enterprise worldwide, comprising more than 90% of all businesses. They are currently undergoing intense competitive transition in form and function and more than three trillion dollars of assets will change generational management during the next ten years. This course is designed for those persons who desire to understand the distinct strategies and practices of family-controlled companies and family wealth management. It will focus on shareholder decision-making; financial and market-driven options for long-run competitiveness, organizational structures, and management team issues; transition planning for the corporate entity, family dynamics and communication issues; and leadership empowerment. The course is intended for those who plan to consult or provide professional services to closely-held companies and for those contemplating a career in a family firm. It will present both a theoretical framework for understanding the family form of business organization and a practice perspective on consulting to family firms and/or working as a family member in the family business. Each class will be comprised of two elements: a case-based discussion that explores family business frameworks, and a visitor session in which a family business practitioner describes their own experiences and engages in Q&A with students. This unusual blend of pedagogies is designed to provide students with both the theory and practice of family businesses in an engaging and enriching way.
Terms: Spr | Units: 4

OB 362: Leadership Coaching and Mentoring

This two-quarter course is offered for 6 units and runs for the Winter and Spring Quarters. Both quarters must be completed to receive any units of credit. THERE IS BOTH A PREQUALIFICATION AND A PRE/CO REQUISITE for this course. It is open to a maximum of 24 MBA2s who have passed an assessment of their potential to coach effectively, though they need not have been coached as first years. (The number of students may be increased to 36 if sufficient first-year coachees are identified.) The pre/co-requisite is OB 374-Interpersonal Dynamics or OB 393-Leadership in Diverse Organizations. (If taken as a co-requisite, OB 374 must be taken in the winter quarter.nn nnThere 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 exercises during class time. Each MBA2 will be assigned three MBA1s. The MBA2 coaches will meet with their MBA1s five times each quarter in a series of semi-structured coaching activities. In addition, the MBA2 students will meet, in groups of 6, with a Master Coach for a two-hour clinic every other Friday during the Winter Quarter. During Spring Quarter, students will meet every Monday (only) from 3:15 to 5:00 pm (alternating between class and clinics) with two additional Friday classes to be held on Friday April 3 and Friday April 17 from 3:15 to 5:00. nnnNote: Students MUST attend the first class (including waitlisted) or they will be dropped. The drop deadline for this course is Thursday, January 8 at noon (i.e. earlier than standard GSB add/drop deadline).
Terms: Win | Units: 4
Instructors: Robin, C. (PI)

OB 363: Leadership Perspectives

What does it mean to be a principled leader? What role do values play in an organization, and how do successful leaders apply their values in their daily business lives? This course examines the concept of principled leadership and the various ways that leaders try to institutionalize particular values within the organizations they lead. Equally important, it explores the difficult challenges that leaders sometimes face when trying to apply their principles in a tough, fast-paced business environment, where others may not share the same expectations. Through assigned readings, interactive lectures with visiting executives, and weekly small group discussions, students will learn how practicing leaders implement their principles, while reflecting the realities of different cultural expectations and meeting business demands. The course will provide a forum for students to learn directly from practicing leaders and to think introspectively about their own personal values, leadership styles, and long-term aspirations.
Terms: Aut | Units: 4

OB 368: How to Make Ideas Stick

Having a good idea is not enough, we must also be able to convey our ideas in a way that people can understand and act on them. But often our messages don't persuade or persist. This course assumes that we can craft more effective messages by understanding the principles that make certain ideas stick in the natural social environment: Urban legends survive in the social marketplace without advertising dollars to support them or PR professionals to spin them. How could we make true or useful information survive as well as bogus rumors? We will use research in sociology, folklore, and psychology to analyze what kinds of ideas survive the selection process in the marketplace of ideas and to develop a set of strategic tools to craft ideas that are more likely to survive. Topics covered include crafting messages for complex information that don't exceed the capacity of human attention and memory, using emotional appeals that inspire people and motivate action, acquiring attention in a crowded environment, and gaining legitimacy for new ideas, approaches, and technologies.
Terms: Win | Units: 4
Instructors: Heath, C. (PI)

OB 372: High-Performance Leadership

This course asks the question: What does it take to build a high-performance unit? The focus is on middle and upper-middle management in contemporary complex organizations. These are organizations that have complex tasks, exist in a rapidly changing environment, and have highly skilled subordinates. The premise of the course is that traditional methods of management may produce adequate levels of performance but prevent excellence from developing. New approaches to leadership will be presented that are more likely to lead to a truly high-performing system. Time will be spent discussing the components of effective leadership, what a manager can do to build a high-performing department, and what members can do to support the leader who wants to initiate such changes. The first two classes are required. In addition to class, students will meet for 2 1/2 hours each week in a Skill Development Group to apply the course material to their own personal development. (While there is minimal overlap in content between OB 372 and OB 374 and these two classes are highly complimentary, both require Journals and an evening group. We therefore recommend against taking both classes in the same quarter for workload reasons.)
Terms: Win, Spr | Units: 4

OB 374: Interpersonal Dynamics

PRE-QUALIFICATION IS REQUIRED BEFORE GSB REGISTRATION. The focus of this course is to increase one's competencies in building more effective relationships. Learning is primarily through feedback from other group members. This course is very involving and, at times, can be quite emotional. However, this course is not a substitute for therapy; we deal more with inter-personal issues than with intra-personal ones. If you are in therapy, please talk this over with your therapist and get their advice before enrolling in this course. The 36 students of the class are randomly divided into three 12-person T-groups that meet the same evening of the class. It is very important to note that when you decide to take this course, you make an explicit contract to be actively involved. Attendance to the first class is required for this 1-day/week section of this class. Attendance to the first three classes is required for the 2-day/week sections of this class. Failure to attend the first class will result in an automatic drop. Students who are waitlisted must attend either a 1-day/week class (3 hrs) or the first two classes of a 2-day/week section (1hr 45min) to secure a place in the course should space open up. It is the student's responsibility to notify respective OB 374 faculty if your attendance is aimed at fulfilling your waitlist requirement. You also need to inform the faculty member for which specific section you are waitlisted. T-group meetings for all sections commence the second week and will meet for 3 hours the same evening as 1-day/week class and the same evening of the first day of the 2-day/week section. The class goes away for the weekend of the seventh or eighth week (check your specific section) of the course. Because of the highly interactive nature of this course, it is very important that all students attend all sessions. Missing class, class-t-group, evening T-group, or portions of the weekend will negatively influence your grade and may result in a student's grade being dropped one grade level (for each absence). Arriving late on Friday to the weekend will negatively influence your grade level- missing any more of the weekend beyond that will result in a U. Students must pre-qualify before bidding on this course before the deadline for each quarter. Qualification information can be found at https://faculty-gsb.stanford.
Terms: Aut, Win, Spr | Units: 4

OB 377: The Paths to Power

Power and influence processes are ubiquitous and important in organizations, so leaders need to be able both to understand power and to act on that knowledge. This course has three objectives: 1) increasing students' ability to diagnose and analyze power and politics in organizational situations; 2) increase students' skills in exercising power effectively; and 3) helping students come to terms with the inherent dilemmas and choices, and their own ambivalence, involved in developing and exercising influence. Topics covered include: the sources of power, including individual attributes and structural position; dealing with resistance and conflict; obtaining allies and supporters; maintaining power; how and why power is lost; living in the limelight--the price of having power; preparing oneself to obtain power; and the use of language and symbolism in exercising power.nnnThe class involves a reasonably large number of written, self-reflective assignments as well as a group project (doing a power diagnosis on an external subject) and an individual project (using the class material during the quarter to gain power in some group or organization or develop a plan for doing so). The emphasis is on both learning the material and incorporating it into one's own actions and plans.
Terms: Win | Units: 4
Instructors: Pfeffer, J. (PI)
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