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1 - 10 of 58 results for: GSBGEN

GSBGEN 199: Curricular Practical Training for PhD Students

GSB students are eligible to report on work experience that is relevant to their core studies under the direction of the Director of the PhD Program. Registration for this work must be approved by the Director of the PhD Program and is limited to students who present a project which in judgment of the Advisor may be undertaken to enhance the material learned in PhD courses. It is expected that this research be carried on by the student with a large degree of independence and the expected result is a written report, due at the end of the quarter in which the course is taken. Because this course runs through the summer, reports are due the 2nd week of October. Units earned for this course do not meet the requirements needed for graduation.
Terms: Sum | Units: 3

GSBGEN 202: Critical Analytical Thinking

Critical Analytical Thinking (CAT) will address issues that transcend any single discipline or function of management. In 14-16 person sections, you will analyze, write about, and debate fundamental issues, questions, and phenomena that arise in many forms in management. You will explore these critical issues broadly, as well as hone your analytic and persuasive skills. CAT will enhance your ability to identify critical questions when exploring a new business issue, to parse issues, to develop reasoned positions, and to make compelling arguments.
Terms: Aut | Units: 3

GSBGEN 203: The Global Context of Management

The economies of the world are ever more closely linked. Record levels of international trade and investment are achieved every year. Cross-border mergers and acquisitions are booming. The foreign exchange markets handle trillions of dollars of volume daily. Offshore provision of services has grown immensely. Host governments and non-governmental organizations operating internationally affect how companies do business far from their home bases and close to home. Few businesses today can avoid being connected to the world economy, and it is quite likely that the process of globalization will continue apace. To succeed as a leader in your career, you will need to be able to think systematically about the challenges brought about by globalization.nnnThis course is designed to help you develop as a leader in this international environment. Our objectives are:nn1. To help you develop an analytic framework that you can use to understand, systematically, why it is that countries are different or similar in ways that matter to managers of organizations.nn2. To see how successful organizations leverage these differences and similarities to their advantage, sometimes becoming more 'global' in reach and other times taking advantage of their more 'local' advantages.nn3. To help you develop the insights needed to successfully lead organizations in different contexts worldwide.
Terms: Aut | Units: 4

GSBGEN 208: Ethics and Management

In the winter quarter, you will take a course on ethical analysis. This course emphasizes frameworks for conducting ethical analysis (on what basis can you say that a course of action is or is not ethical), the analysis of ethical dilemmas (how do you think about situations in which different ethical precepts collide), and how to deal on a day-to-day basis with the practical issues of ethical behavior in organizations.
Terms: Win | Units: 2

GSBGEN 239: Sloan: Executive Communication Strategies

Communication is crucial to the success of all leaders, but as you climb within an organization the ability to write and speak effectively is magnified. This course will explore how individuals can develop and execute effective communication strategies for a variety of business settings. This course introduces the essentials of communication strategy and persuasion at an executive level. We will study: audience analysis, communicator credibility, message construction and delivery. Deliverables will include written documents and oral presentations and you will present both individually and in a team. You will receive continuous feedback to improve your communication effectiveness. Through this highly interactive course, you will see why ideas, data and advocacy are combined for a professional, persuasive presentation. This practical course helps students at all levels of communication mastery develop confidence in their speaking and writing through weekly presentations and assignments, lectures and discussions, guest speakers, simulated activities, and videotaped feedback. This section is specifically designed with the needs of a senior leader in mind and is only open to Sloan Students. Students who elect to take this course in the fall should not also take strategic communication in the winter or spring; the courses will have sufficient overlap in concepts and assignments.
Terms: Aut | Units: 2
Instructors: Schramm, J. (PI)

GSBGEN 299: Work Experience and the MBA Core

GSB students are eligible to report on work experience that is relevant to their core studies under the direction of the Director of the MBA Program. Registration for this work must be approved by the Associate Dean and Director of the MBA Program or the Associate Director of the MBA Program and is limited to students who present a project which in judgment of the Advisor may be undertaken to enhance the material learned in the first year core courses. It is expected that this research be carried on by the student with a large degree of independence and the expected result is a written report, due at the end of the quarter in which the course is taken. Because this course runs through the summer, reports are due the 2nd week of October. Units earned for this course do not meet the requirements needed for graduation.
Terms: Sum | Units: 3
Instructors: Kumar, S. (PI)

GSBGEN 306: Real Estate Investment

The major objective of this course is to provide the student with a comprehensive understanding of the general fundamentals of real estate investment. Various aspects of real estate are covered, including economics, market analysis, finance, taxation, appraisal, investment analysis, investment vehicles, development, planning, merchandising and property management. Major land uses are discussed, including residential, retail, office, and industrial projects. This course is designed for both the investor and the general manager to better understand real estate as an asset class.
Terms: Spr | Units: 4
Instructors: Abbey, D. (PI)

GSBGEN 315: Strategic Communication

Business leaders have marketing strategies, expansion strategies, finance strategies, even exit strategies. Successful leaders, however, also have communication strategies. This course will explore how individuals and organizations can develop and execute effective communication strategies for a variety of business settings.nnnThis recently reconfigured course introduces the essentials of communication strategy and persuasion: audience analysis, communicator credibility, message construction and delivery. Deliverables will include written documents and oral presentations and you will present both individually and in a team. You will receive feedback to improve your communication effectiveness. In the final team presentation, your challenge is to craft an oral presentation that will persuade your audience to accept your strategic recommendations. By doing this, you will see why ideas, data and advocacy are combined for a professional, persuasive presentation. nnnThis practical course helps students develop confidence in their speaking and writing through weekly presentations and assignments, lectures and discussions, guest speakers, simulated activities, and videotaped feedback. An important new feature of this course is that a team of external communications coaches work in concert with the professor to ensure that students get rigorous and individualized coaching and feedback.nnnIn this course you will learn to:nnn- Create communication strategies at an individual and organizational levelnn- Develop clearly organized and effective presentations and documentsnn- Diagnose and expand your personal writing and oral delivery style nn- Adapt your delivery style to different material and audiences nn- Enhance oral delivery through effective visual aidsnnnStudents at all levels of comfort and expertise with public speaking and business writing will benefit from this course.
Terms: Win | Units: 4
Instructors: Schramm, J. (PI)

GSBGEN 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)
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