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51 - 60 of 80 results for: GSBGEN

GSBGEN 539: Negotiation Dynamics: Lessons from the Sports and Entertainment Industries

Negotiation is a central part of business in the worlds of sports and entertainment. This course will examine negotiation dynamics and key takeaways for general management from multiple different settings where negotiations had an important role--these will include preparing for a negotiation, the negotiation process itself, contractual outcomes of negotiation and their execution and in some cases litigation. The settings will include negotiations over player and actor contracts, negotiations between leagues and players associations, negotiations between investors and movie companies, and negotiations between content providers (both in sports and entertainment) and distribution partners (such as cable stations, international media companies, and online companies such as Netflix). Each of the six sessions is planned to include at least one and in some cases two guests that have had extensive experience in negotiations.
Terms: Win | Units: 2

GSBGEN 541: Problem-Solving and Creativity

This is a project-based course on problem solving and creativity. It is expected that everyone who takes the class will work on some significant problem that’s currently ongoing (e.g., the design of part of a complex project, a difficult negotiation over a new venture). The course is designed to achieve two goals. First, it will give you tools that should increase the probability that you’ll make (hopefully substantial) progress on your problem. Second, it will introduce you to research that explains why it’s sensible to try those tools on hard problems---i.e., the point of those tools.nnnPlease note that the first goal is stated rather cautiously. There are good reasons for this. I expect that most students will be working on hard problems. (Everyone in the class will be getting help from classmates on their particular problem; why bother your peers with an easy problem that you could solve yourself?) An important idea in cognitive science, Newell’s Law, says that magic doesn’t exist: if a problem-solving method is powerful (very likely to solve a certain type of problem), then it only works on a narrow class of problems. So... this course will not give you tools that are both powerful and general. It can’t: such tools don’t exist. Happily, improving your problem-solving skills, at least in certain domains, is possible, and that’s what the course aims to do.nnnProgress on hard problems usually requires help from friends and colleagues. Virtually all researchers of creativity agree that most innovations that are both bold and useful involve multiple problem solvers. This course will implement this important pattern by requiring every student to help some classmate with their problem. Carrying out this help will be an important part of your grade.nnnAnother important empirical regularity in the field of innovation is that when problems are hard many (perhaps most) candidate-solutions don’t work out. It’s easy to accept that about other people’s ideas; about my own, not so much. So a vital component of effective problem-solving is tough-minded evaluation. This implies rejecting bad ideas or bad parts of a would-be solution. Hence, at the end of the course you will be required to evaluate the progress that a classmate has made on his/her problem and to explain your assessment. (For obvious reasons you will not evaluate the same person you’re helping.)nnnIn sum, every student will do three things in this course: generate new ways to make some progress on a problem of their own choosing; help somebody else work on their project; evaluate somebody’s progress.
Terms: Spr | Units: 2

GSBGEN 550: Issues in Leadership

This seminar will explore the nature and role of leadership in organizations. We will examine such questions as (1) What is leadership? (2) Why is it important? (3) What is it that leaders actually do? (4) How do they do it? (5) How are leaders developed? (6) Why do leaders succeed or fail? (7) What about your potential for leadership and your strategy for developing it?nnOur primary objective in this seminar is to achieve a deeper understanding of the nature and role of leadership in organizations. Our approach will be to examine a small sample of the literature, together with the amazing story of Ernest Shackleton and his Endurance crew, and then to probe several key questions through lively class discussion. The discussion, informed by the readings and also by our collective experiences, will seek to develop some general principles and observations about leadership - particularly about how you might better develop yourself as a leader.
Terms: Aut, Win | Units: 2
Instructors: Joss, R. (PI)

GSBGEN 551: Innovation and Management in Health Care

The health care system accounts for 17% of US GDP and is one of the fastest growing segments of the economy. This two unit class focuses on the interplay and tension between the main players in the health care field - providers of health care services (individual doctors, group practices, integrated health care systems), payors (insurances companies, employers, consumers, and government), patients, and innovator companies (biopharma, medical device, diagnostics, and health care IT). The course is designed for students with a broad diversity of backgrounds and interests who want to better understand the health care business and system. No prior experience in the health care or medical field is assumed or needed. The focus of the class will be primarily on the US health care system, but there will be limited discussion of non-US systems as well. The course is divided into four modules: - An overview of the US Health Care System and the interplay between payers, providers, innovators, and patients' Provider delivery models, health care information technology, and incentive structures - The relationship between quality, cost, and access - Integrated systems, value-based, and fee for service models - New IT technologies, including electronic data records - The role of information and incentives - Innovator business models and issues - Financing and managing new product development - Clinical trial management and gaining regulatory approval - Marketing, reimbursement, and sales strategies - Business models to drive innovation - Health care system reform and comparisons of the structure of the US Health Care system to that of other countries. The class will be taught primarily from the perspective of a business person operating a company rather than that of a policy maker, academic, or investor. While there will be a few lectures to provide background and frameworks for course topics, most classes will involve a case discussion and prominent guest speakers from the health care industry. Speakers will include CEOs, senior executives, and partners from leading companies and venture firms.nThe course is divided into four modules: n1. An overview of the US Health Care System and the interplay between payers, providers, and innovatorsn2. Provider organization models and incentive structuresn - The relationship between quality, cost, and accessn - Integrated systems and fee for service modelsn - New IT technologies, including electronic data records, and incentives for adoption n - How the delivery system structure affects technology innovatorsn3. Innovator business models and issuesn - Financing and managing new product development and portfolio managementn - Clinical trial management and gaining regulatory approvaln - Marketing, communication and sales strategies (both physician and patient communication and sales) to drive product adoption and gain third party reimbursementn - Business models to drive innovationn4. Health care system reform nnThe class will be taught primarily from the perspective of a business person operating a company rather than that of a policy maker, academic, or investor. While there will be a few lectures to provide background and frameworks for course topics, most classes will involve a case discussion and prominent guest speakers from the health care industry. Speakers and panelists last year included CEOs from Genomic Health, Tenet Health, Blue Shield of California, Jazz Pharmaceuticals, Safeway, and Practice Fusion; venture investors from Venrock and Chicago-Pacific; and the Dean of Stanford Medicine.
Terms: Win | Units: 2
Instructors: Chess, R. (PI)

GSBGEN 552: Winning Writing

This two-week, six-session workshop will offer techniques and practical in-class exercises for writing better -- better memos, emails, feedback for colleagues, news releases, responses to media questions, opinion pieces and social-media postings. Glenn Kramon, a senior 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, which will be completed mostly in class. They will also share thoughts on how best to work with the news media.
Last offered: Spring 2015

GSBGEN 552: Winning Writing

This two-week, six-session workshop will offer techniques and practical in-class exercises for writing better -- better memos, emails, 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.
Terms: Aut, Win, Spr | Units: 2
Instructors: Kramon, G. (PI)

GSBGEN 561: Sports Investment Analysis

Course examines investment and financing issues that face a diverse set of participants in the sports industry (defined very broadly). A key theme is using general financial concepts to better structure decision making in the sports industry. Specific topics illustrate the broad set of perspectives considered: Player Payroll Financial Dynamics; Asset Appreciation Opportunities; Assessing the Value of Players (& General Managers); Investment Syndicates in Sports; Investing in Startup Leagues; Financial Valuation of Sporting Clubs; Financial/Strategy Analysis for a Mixed Martial Arts (MMA) Venture; and On-Line Sports Venture Evaluation. One hand in requires feedback to the CEO's of several new sporting ventures about ways to expand their opportunity set; the CEO's come to a class and present their venture. The second hand in is a case study of a sports investment where there was sizable value creation or value destruction. Each session typically is co-taught with an industry visitor.
Terms: Spr | Units: 2

GSBGEN 562: Sports Marketing

This Sports Marketing course combines (a) a focus on key marketing themes (such as branding, customer attraction/retention, and celebrity power) and (b) an analysis of marketing in diverse areas of the sporting industry: the league level, the team level, the player level, the network level, the advertiser level, the sponsor level, the fan level, and the media level. The nine sessions cover the following: Corporate Sponsorship; Online Marketing; Events as Brand Building Investments; Marketing to Youth; Sports/Entertainment Nexus; Club Marketing Strategies; Brand Revitalization & Strengthening; Motor Sports Marketing; Marketing in a Web 2.0/Social Networking World. Each session is typically taught with an industry visitor.
Terms: Spr | Units: 2

GSBGEN 564: The Entertainment Industry - An Intersection of Art and Commerce

In this seminar we will explore the intersection of art and commerce in the entertainment industry. We will look at creating films and television programs that are artistically meaningful and/or have the potential for commercial success. Films are increasingly used as a tool for social change, and we will also examine this power. The entertainment industry is one of enormous importance - both from a business and cultural standpoint, and has influence in virtually every sphere of our society. Sometimes the industry can seem baffling, mercurial, and characterized more by madness than method. But despite its uncertainties, Hollywood does have its own rules, rhythms, methods and strategies - and examining and evaluating them will be a key part of this seminar. This is a time when many existing formulas are being reconsidered, retooled, or jettisoned, and new technologies and expanding markets are having a profound impact on the industry - and tracking and analyzing this will be a key part of the course. I will also bring some of my professional experiences into the classroom (including directing, writing, producing for film and television, etc.), and discuss these experiences through the intersection of the business and creative sides of the industry. We will have class discussions on entertainment industry's future, and address varied and effective paths for creating entertainment product that has artistic and/or commercial merit and is intended have widespread distribution. Students taking the course will be asked to be part of a group project and present their work in class.
Terms: Aut | Units: 2

GSBGEN 565: Political Communication: How Leaders Become Leaders

Politics, perhaps like no other arena, provides a rich and dramatic laboratory for studying the art and science of influential communication. Whether it is a local school bond election or a Congressional race, a Presidential debate or a State of the Union Address, the demanding communications of politics provide insights into our own strengths and gaps as a communicator and leader. Political campaigns, by their very nature, are highly visible, oriented toward very specific objectives, and increasingly leverage a variety of new media platforms. They are often emotionally charged, and rife with conflict and drama. The principles of political communications transcend politics, and are useful guides for leaders in business, the non-profit community, as well as government. How candidates, elected officials, and leaders in all kinds of organizations communicate vision, values, and experience, as well as how they perform in very fluid environments, not the least of which may be during a crisis, has a great deal to do with their career success. nnIn its eighth year, this highly interactive course allows students to explore both theory and practice behind effective positioning and presentation. This year is a presidential election year in the United States, and looks to be an extraordinary event in many respects. Students will analyze and evaluate both successful and unsuccessful communications strategies of political campaigns and candidates. They will explore historic examples of US Presidential debates, from Nixon/Kennedy to the present. Further they will experience political events as they happen -- like this year's campaigns -- with each class drawing lessons from political developments around the nation and the world. Students will also hone their own strategic communications skills in activities requiring both written and spoken communication. This is not a course in political science, American government, or in public speaking. However, the engaged student will gain insights into those areas as well.nnThe course is taught by David Demarest, Vice President of Public Affairs for Stanford University. Demarest has broad communications experience across the public and private sector in financial services, education, and government. After serving as Assistant U.S. Trade Representative, and Assistant Secretary of Labor in the Reagan Administration, in 1988 he served as Communications Director for Vice President George H. W. Bush's successful presidential campaign. He then became a member of the White House senior staff as White House Communications Director. After leaving government in 1993, he spent the next decade leading communications for two Fortune 50 companies, before coming to Stanford in 2005.
Terms: Aut | Units: 2
Instructors: Demarest, D. (PI)
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