291 - 300 of 556 results for: interdisciplinary

This once-a-week full-quarter workshop will offer techniques and practical in-class exercises for writing better -- better memos, emails, cold-call letters, speeches, feedback for colleagues, news releases, responses to questions from the media and from interviewers, and opinion pieces. Glenn Kramon, an editor who has helped New York Times reporters win 10 Pulitzer Prizes, will teach the course along with accomplished journalists with expertise in powerful, persuasive writing for business. They will provide not only helpful tips but constructive feedback on students' work. They will also share thoughts on how best to work with the news media.

This course will examine the world of wine with a fresh and contemporary lens. It will explore the market dynamics of this fascinating global industry. The goal of the course is to provide insight into the branding, marketing, and distribution dynamics that shape what consumers can buy and consume with a focus on the strategies of some of the world's leading wine brands. Attention will also be paid to the legal, regulatory, and market dynamics that define the U.S. wine industry as well as to issues of contested authenticity in the world of wine.

This is a course to help future business leaders understand the policy risks that result from the changing relationship between the United States and China.Driven in part by policy decisions over the past decade in Washington and Beijing, the world built by the West after World War II is changing. Most American policymakers now label the relationship between the U.S. and China as one of strategic competition. They are often less clear on whether this term applies to the governments, the peoples, the businesses based within each country, or the two nation-states. At the same time, these two superpowers also have shared interests. We seek to understand the changing relationships between the U.S. and China, and what both competition and possible cooperation between their governments mean for others. American business leaders may be caught between two governments with conflicting interests. Business leaders in other countries may be caught among three governments: America, China, and their home-country government. This is a course not about China per se, but instead about the interactions between these two superpowers' governments and policies.We will look at the U.S.-China relationship by unpacking and examining distinct elements, devoting 1 or 2 class sessions on each topic.Relying in part on guests with practical expertise in some element of the U.S.-China relationship, our goals are to understand:* The most significant changes in Chinese policy direction in the Xi era;* Changes among Western leaders' policy approaches as they have realized their 50-year-old policy toward China either was wrong or is now out-of-date;* What the strategic competition label might mean and how it could translate into specific policy changes in both countries;* What opportunities exist for cooperation and mutual benefit despite strategic competition;* How China might try to change the post-WWII international rules and organizations;* How leaders of global businesses, in the U.S., China, and other countries, are caught between these two governments;* What decoupling in certain industries might mean; and* Possible ways to think about these issues as the U.S.-China relationship evolves.

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). A 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.

This is a class about American economic policy, with an emphasis on the U.S. federal budget: government spending, taxes, deficits, and debt. We will examine decisions faced by elected officials and their advisors in the real world. These decisions are made at the messy intersection of economic theory, numbers and accounting, other policy considerations, the Constitution & the law, politics and communications, and the real-world challenges of practical governance. This class is for beginners and assumes you have no prior knowledge of policy or politics.

Stanford graduates will play important roles in solving many of today's and tomorrow's major societal problems-in areas such as education, health, energy, and domestic and global poverty-that call for actions by nonprofit, business, and hybrid organizations as well as governments. This course teaches skills and bodies of knowledge relevant to these roles, covering topics such as designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing behavior; and pay-for-success programs. The large majority of the course will be devoted to students' working in teams to apply these concepts and tools to an actual problem, with teams choosing whatever problem interests them.

This elective 3- unit course is offered with Pass-Fail grading to MBA students who aspire to improve their ability to deal effectively with difficult professional and personal interpersonal situations. Class is held Tuesday, 3:10-6:10 PM. The course will be taught by William F. Meehan III, the Raccoon Partners Lecturer in Management and Senior Partner Emeritus, McKinsey and Company, and Charles G. Prober, M.D., Professor of Pediatrics, Microbiology & Immunology and Senior Associate Vice Provost for Health Education, Stanford School of Medicine. The course, which is case/vignette-based, involves frequent student-to-student and student-to-instructor role-playing in authentic business and medical interactions. GSBGEN 368 is cross-listed with Inde 238, which draws primarily medical students, and part of the learning environment of the course is the mix of perspectives and vignettes we role play and discuss. Topic-specific experts often will be present to participate as class guests. Relevant principles of professionalism, leadership, and psychology underlie the course pedagogy. Students will be expected to attend all classes unless excused in advance.nClass preparation will include reading of assigned cases/vignettes, analysis of the situations presented and recommendations as to how to confront specific difficult conversations; and reading of assigned background material. It is important that all students participate actively in classroom discussions. Class size will be limited to 45 students per the following: (1) a maximum of 30 MBA students and (2) a maximum of 15 medical or other non-GSB graduate students. GSB students enroll under GSBGEN 368. Please email Dr. Prober or Professor Meehan directly if you have any questions.n.

All leaders face a host of challenges, but women leaders encounter an additional set of obstacles and considerations-institutional, economic, cultural-that their men counterparts most likely never will. Women from underrepresented groups experience these challenges even more acutely. GG370 Power of You: Women in Leadership will prepare students to successfully identify and respond to these challenges, and, ideally, transform them into opportunities for growth and advancement. Students will come away from this course with a vast portfolio of strategies, tools and tactics to not only meet these workplace challenges head-on, but also create more inclusive processes, policies and cultures for the future. The course is based on the instructor's `accessible leadership' model that inspires and equips students to access the leader within themselves, empower others to access their own leadership potential, and create greater access through their giving. Through readings and guided, weekly written reflections, students will deeply explore issues including, but not limited to: the likeability paradox; sexism in the workplace; diversity, inclusivity, and belonging; intersectional identities; managing voice, narrative and reputation; negotiation through a gendered lens; leadership styles and adaptivity; mentorship and sponsorship; and creating social value. Students will engage directly with industry leaders such as Sheryl Sandberg (Facebook), Meg Whitman (Quibi), Dr. Priscilla Chan (Chan Zuckerberg Initiative), Mary Barra (General Motors), Judy Smith (Smith & Company) and Indra Nooyi (Pepsi Co.), among others.