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1 - 10 of 57 results for: OB

OB 110N: Savvy: Learning How to Communicate with Purpose

Our seminar is designed for students interested in improving their communication skills. Right now, you probably don't spend much time thinking about the way you communicate, nor are you likely, in the academic setting, to get much feedback on the messages you send. Yet the quality of your communication will have a large impact on your overall effectiveness in building relationships and getting things done, both in the university setting and later in your career. Each of the sessions in our seminar will help you appreciate the nature and complexity of communication and provide guidelines for both improving your communication style and recognizing the unique styles of others. In each class session, we'll consider a number of well-studied forms of interpersonal communication. And, we'll rely heavily on experiential learning to bring the concepts to life. For example, to better understand the dynamics of unstructured, spontaneous communication, we will participate in an improvisational th more »
Our seminar is designed for students interested in improving their communication skills. Right now, you probably don't spend much time thinking about the way you communicate, nor are you likely, in the academic setting, to get much feedback on the messages you send. Yet the quality of your communication will have a large impact on your overall effectiveness in building relationships and getting things done, both in the university setting and later in your career. Each of the sessions in our seminar will help you appreciate the nature and complexity of communication and provide guidelines for both improving your communication style and recognizing the unique styles of others. In each class session, we'll consider a number of well-studied forms of interpersonal communication. And, we'll rely heavily on experiential learning to bring the concepts to life. For example, to better understand the dynamics of unstructured, spontaneous communication, we will participate in an improvisational theatre workshop, taught by one of the artists-in-residence at the Groundlings Theater in Los Angeles. To better understand persuasive communication tactics, we'll participate in role-play exercises, competitive games, and negotiation simulations. For each tactic, we'll talk about why it works, when it works best, and what its limitations might be. We'll discuss how you can put these approaches to work in order to support your goals. After taking this course, you will be better able to: (1) identify strategies for crafting effective communication in the form of everyday conversation, written work, and public presentations, (2) develop techniques for building strong, long-term relationships with your peers, and (3) become more persuasive in advancing an agenda, acquiring resources, or gaining support from others. These skills will be invaluable to you as you grow and develop here at Stanford and beyond.
Terms: Win | Units: 3 | UG Reqs: WAY-SI
Instructors: Flynn, F. (PI)

OB 118N: Us and Them: The Psychology of Intergroup Relations

Why do individuals participate in intergroup conflict? Should we celebrate differences or de-emphasize them to improve intergroup interactions? What roles do gender, race, and culture play in everyday workplace interactions, such as networking and negotiating? Intergroup relations in the 21st century raise significant theoretical and practical questions related to intergroup conflict and cooperation, prejudice and discrimination, and the interests, identities, ideologies and institutions that shape interactions between "us" and "them". Together, we will explore cognitive, affective, behavioral, social and organizational processes that shape how we navigate intergroup interactions. This course builds on concepts and research findings from social psychology, judgment and decision making, sociology, cognitive science, and management. You will have opportunities to present, discuss and debate classic and current research findings in this field. You will also have opportunities to play an active role in intergroup exercises and simulations (e.g., a cross-cultural negotiation). By the end of this course, you should have a deeper understanding of the problems and the solutions that social scientists work on in the domain of intergroup relations, as well as of how academic research relates to ongoing efforts to promote JEDI (Justice, Equity, Diversity, and Inclusion) initiatives and policies in organizations and society at large. Your final grade in this course will be based on evaluation of your brief reflection write-ups, in-class participation in our activities, and final paper.
Last offered: Spring 2022 | UG Reqs: WAY-EDP, WAY-SI

OB 205: Managing Groups and Teams

This course introduces you to the science of teams. Particularly, the class focuses on the structures and processes that affect team performance, highlighting common pitfalls associated with working in teams and introducing strategies to maximize team potential. Topics include team composition and diversity, team creativity and decision-making, team leadership and influence, intra-team and inter-team conflict, and team member coordination. You will participate in a number of 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: 1

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

OB 209: Leadership Laboratory

In the Leadership Labs class we ask you to consider the question, "Why would anyone follow YOU?" This is a course in which you consider what kind of leader you want to be, what kind of leader you are, and how to align your leadership behavior with your leadership goals. In this class you will have an opportunity to share in the leadership of your squad and, in doing so, to discover your strengths and challenges as a leader. You will receive feedback about your approach to leadership and you'll have the opportunity to try out new skills and tools. Your squad is made up of you and five of your classmates, who will work together in Leadership Labs every week of the quarter. At your weekly meetings, your squad will engage in a mix of experiential exercises, case role plays and team discussions and negotiations. You and your squadmates will develop individual learning goals to support your personal leadership development. You will also define the learning culture you want to create in your more »
In the Leadership Labs class we ask you to consider the question, "Why would anyone follow YOU?" This is a course in which you consider what kind of leader you want to be, what kind of leader you are, and how to align your leadership behavior with your leadership goals. In this class you will have an opportunity to share in the leadership of your squad and, in doing so, to discover your strengths and challenges as a leader. You will receive feedback about your approach to leadership and you'll have the opportunity to try out new skills and tools. Your squad is made up of you and five of your classmates, who will work together in Leadership Labs every week of the quarter. At your weekly meetings, your squad will engage in a mix of experiential exercises, case role plays and team discussions and negotiations. You and your squadmates will develop individual learning goals to support your personal leadership development. You will also define the learning culture you want to create in your squad and how you will uphold this culture throughout the quarter. As the quarter progresses, you will track and discuss productive and unproductive dynamics in the squad. All of these activities are designed to help you think more deeply about how your squad is working together and to allow you to practice and experiment with new ways of leading. You will have the opportunity to solicit a great deal of feedback so you can achieve a deeper understanding of the impact of your behavior on others. And many of the activities your squad will do together will be videotaped for your self-review afterwards. In each Lab session, one squad member will be the Meeting Lead for the session. MBA1 squad members will rotate through the Meeting Lead position. Your squad will have a dedicated MBA2 Leadership Fellow who will be present for these meetings to provide team coaching to the squad as a whole. You will also meet with your Fellow for individual coaching support outside the weekly Labs session. Finally, the quarter culminates with the Executive Challenge, an opportunity for you to further refine your leadership skills by engaging with alumni judges in role plays that test your ability to lead effectively. The alumni will evaluate your performance and provide you feedback.
Terms: Aut | Units: 2

OB 219: MSx: Organizational Design

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 study the interplay among formal structure, routines, informal networks, and culture in shaping organizational performance and how to make changes to these facets to adapt and change to the environment in order to build more innovative companies.
Last offered: Summer 2019

OB 278: MSx: 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.
Last offered: Summer 2023

OB 289: MSx: Negotiations

Effective managers and leaders should be familiar with the strategy and psychology of conflict and negotiate effectively with other persons, departments, organizations, and stakeholders. Hence, the first aim of the course is to develop your ability to analyze conflict and negotiation situations. Concepts from the course will enable us to look beneath the surface rhetoric of a conflict, to isolate the important underlying interests at stake, and to determine what sort of negotiated settlement (if any) is feasible in a given situation. In addition to understanding how to analyze conflict and negotiation situations, to manage effectively, you must have a broad repertoire of behavioral skills that can be applied to the various conflict and negotiation situations you are likely to encounter. Therefore, a second aim of the course is to allow you to experience various bargaining situations by playing a role in simulated negotiations. Our exercises will allow you to try out tactics that might feel uncomfortable trying in an actual negotiation, get constructive feedback from your counterparts and classmates, and learn how you come across. This course is an intense, compact version of longer negotiation courses (electives OB381 and OB581); thus, students should not take either of these courses as there is considerable overlap among the three. Attendance and participation in the negotiation exercises are mandatory.
Last offered: Summer 2023

OB 313: Beyond Disruption: Entrepreneurial Leadership Within Existing Organizations

Why do large, successful companies often have such difficulty in disrupting themselves (e.g., Kodak, Blockbuster, Borders)? How do you maintain an entrepreneurial edge within an existing enterprise? How do you sustain core businesses while simultaneously adapting to disruptive threats? In this course, students will build the skills to spot threats and opportunities earlier and capture them faster. The course will take a look at some of the most successful "creators within corporations" and discern why some strategies succeed when others do not. We will explore the framework that some companies have developed to simultaneously compete in their core business while exploring new ones. To do this we will interact with guests from firms like Walmart, Amazon, General Motors, Flex and IBM as well as venture capitalists and entrepreneurs. Our objective is to help students understand in some detail what it takes to help organizations stay ahead of disruptive threats and to avoid problems that often lead companies into decline. (Previously offered as OB 513)
Terms: Aut | Units: 3

OB 330: Leadership Fellows I

The Arbuckle Leadership Fellows Program plays an integral role in the GSB leadership curriculum by bringing together a group of talented second years to support the leadership development of the first-year class. OB330, an 8 unit two-quarter MBA2 elective course (in combination with OB331), is the academic component of this program and runs the entirety of both Autumn and Winter Quarters. Both quarters must be completed to receive any units of credit. The course is open only to those students who have applied and been accepted into the Leadership Fellows Program. Interested students apply at the start of Winter Quarter of their first year and undergo a competitive application process, after which successful applicants are invited to take part in the program. Informational meetings are held late in Autumn Quarter and during the first week of Winter Quarter and Fellows are selected from the first year class in mid- Winter Quarter. Knowing how to develop others is a crucial leadership c more »
The Arbuckle Leadership Fellows Program plays an integral role in the GSB leadership curriculum by bringing together a group of talented second years to support the leadership development of the first-year class. OB330, an 8 unit two-quarter MBA2 elective course (in combination with OB331), is the academic component of this program and runs the entirety of both Autumn and Winter Quarters. Both quarters must be completed to receive any units of credit. The course is open only to those students who have applied and been accepted into the Leadership Fellows Program. Interested students apply at the start of Winter Quarter of their first year and undergo a competitive application process, after which successful applicants are invited to take part in the program. Informational meetings are held late in Autumn Quarter and during the first week of Winter Quarter and Fellows are selected from the first year class in mid- Winter Quarter. Knowing how to develop others is a crucial leadership competency. In this class, Fellows develop the advanced leadership skills of leading leaders and developing others through coaching and mentoring. Among the competencies developed in this class are: 1) Team Coaching Skills (e.g. facilitating a group, diagnosing group dynamics, debriefing, coaching without undermining the leader), 2) Individual Coaching Skills (e.g. effective inquiry, asking powerful questions, balancing support and challenge, providing effective feedback, holding others accountable, utilizing, valuing and connecting across differences and power differentials, using oneself in service of another's development) and 3) Personal Development Skills (e.g. self-reflection and self-awareness, leveraging strengths, stretching outside one's comfort zone.) In the Autumn Quarter Fellows are assigned to a squad of six MBA1s in Leadership Labs. Fellows guide their MBA1 squad through the learning process in the Labs and provide both individual and team coaching to their MBA1 squad members. In addition to the work with their MBA 1 squad, Fellows provide in-depth 1:1 coaching to three additional MBA1 students who are not members of their squad. This 1:1 coaching begins after Autumn midterms and continues through the end of Winter Quarter. Fellows classes meet twice a week for 105 minutes. There will be a reading list of conceptual material which will be supplemented during class with lectures discussions and activities. Students will apply concepts through role-playing and experiential exercises during class time as well as in their coaching and mentoring of their MBA1 coachees. Additionally, Fellows will attend weekly Leadership Labs with the first year squad to which they have been assigned and meet 1:1 with MBA1 coachees. Fellows meet regularly with five of their peers in "clinics," standing groups led by Leadership Labs Instructors who are also GSB Leadership Coaches. Fellows meet with their Leadership Coach and clinic approximately every other week during regular class time to discuss specific strategies for working with their first year students. Fellows also periodically meet with their Leadership Coach one-on-one to hone their skills and explore their areas for specific improvement. Note: OB374, Interpersonal Dynamics, is a PRE-REQUISITE for this course; students who want to be Fellows are advised to assess whether that is a class they want to take in the spring quarter of their first year. Additionally, signing up for 1:1 coaching by a Fellow as an admit strengthens a MBA1 student's application to the Arbuckle Leadership Fellows program.
Terms: Aut | Units: 4
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