printer friendly pageSTRAMGT 207: Strategic Leadership
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 master concepts, frameworks, and tools to assess an industry and a firm's competitive environment, and to craft alternatives. You will study the interplay among formal structure, informal networks, and culture in shaping organizational performance. By integrating leadership theory, the lessons of practical application, and your own experience, you will develop skills and capabilities essential to leading others. And you'll gain a better understanding of your own leadership preferences, strengths, and weaknesses.
Terms: Aut
| Units: 3
STRAMGT 210: Managerial Skills
In the Managerial Skills Labs we examine several common managerial challenges faced by executives. Together with Faculty, students explore these topics using four case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. We have selected small to midsized businesses as the context for these discussions in order to highlight the impact that key decisions and their implementation can have on the broader organization. Class preparation should include not only analysis and conclusions, but also specific recommendations on implementation. Students should come to class prepared to role play important conversations between management and other key individuals.
Terms: Aut
| Units: 1
Instructors:
Brady, S. (PI)
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Dodson, D. (PI)
;
Livermore, A. (PI)
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Instructors:
Brady, S. (PI)
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Dodson, D. (PI)
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Livermore, A. (PI)
;
Peterson, J. (PI)
;
Weaver, G. (PI)
STRAMGT 259: MSx: Generative Leadership
Generative Leadership: How to Create Innovative Ideas and Convey Them with ImpactnnThere are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication.nnDesign ThinkingnnOutcome:nParticipants learn to employ User Centered Design as promoted by the Stanford d.school. They become adept at Empathizing with the end user, practicing focused Need Finding, Defining the Problem, Ideating, Rapidly Prototyping and Adapting to Feedback.nnExperiences:nParticipants learn the Design Thinking process through a hands-on, collaborative design challenge, like redesigning the Briefcase for a specific user.nnThe Improvisational MindsetnnOutcome:nThe participants increase their ability to respond flexibly to novel situations and to generate innovative solutions on a collaborative, creative team. The mindset is cultivated by practicing 5 key principles. Say "Yes, and". Treat Mistakes as Gifts. Inspire your Partner. Dare to be Obvious. Notice the World.nnExperiences:nThe key principles are taught through a series of immersive theater exercises derived from Johnstone, Spolin, and Ryan. Valuable readings include IMPROV WISDOM, by Patricia Ryan and journal articles on improv and brainstorming.nnHigh Performance CommunicationnnOutcome:nThe final segment of the class is a chance to apply the principles of User Centered Design and the Improvisational Mindset to design and deliver messages that go beyond just transmitting information - they get results. Participants successfully use a version of the Design Thinking process to rapidly develop content that is tuned to the audience's needs, and that they can deliver in a way that is agile and responsive to real time feedbacknnExperiencesnGenerative Leadership culminates in a group presentation designed to influence key stakeholders. To be successful, participants will have to draw on all sections of the course. AS WE SPEAK is our text.
Terms: Aut
| Units: 2
Instructors:
Klein, D. (PI)
STRAMGT 353: Entrepreneurship: Formation of New Ventures
This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education. Each section will have a specific focus, please select the instructor(s) with your interests: Leslie, Rachleff - High tech ventures; Ellis, Chambers, Childs - Diverse types of ventures; Foster - Diverse types of ventures; Siegel, Brady - High tech emphasis, but diverse types of ventures; Reiss, Chess - Very early stage ventures.
Terms: Aut, Win, Spr
| Units: 4
Instructors:
Ellis, J. (PI)
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Foster, G. (PI)
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Leslie, M. (PI)
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Instructors:
Ellis, J. (PI)
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Foster, G. (PI)
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Leslie, M. (PI)
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Reiss, P. (PI)
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Siegel, R. (PI)
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Brady, S. (SI)
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Chambers, J. (SI)
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Chess, R. (SI)
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Child, M. (SI)
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Rachleff, A. (SI)
STRAMGT 355: Managing Growing Enterprises
This course is offered for students who, in the near term, aspire to the management and full or partial ownership of a new or newly-acquired business. The seminar, which is limited to 40 students, has a strong implementation focus, and deals in some depth with certain selected, generic entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing. Throughout the course, emphasis is placed on the application of analytical tools to administrative practice.
Terms: Aut, Spr
| Units: 4
Instructors:
Dodson, D. (PI)
;
Ellis, J. (PI)
;
Grousbeck, H. (PI)
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more instructors for STRAMGT 355 »
Instructors:
Dodson, D. (PI)
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Ellis, J. (PI)
;
Grousbeck, H. (PI)
;
Peterson, J. (PI)
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Dodson, D. (SI)
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Kelly, P. (SI)
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Taweel, K. (SI)
STRAMGT 356: The Startup Garage: Design
Startup Garage is an intensive hands-on, project-based course, in which graduate students will apply the concepts of design thinking, engineering, finance, business and organizational skills to design and test new business concepts that address real world needs . Our aspiration is to help teams identify an unmet customer need, design new products or services that meet that need, and develop business models to support the creation and launch of startup products or services. Even those teams that do not successfully launch a venture, or individuals who decide not to move forward, will learn critical, cutting-edge techniques about starting and launching a venture. Collaborative, multi-disciplinary teams will identify and work with users, domain experts, and industry participants to identify and deeply understand customer needs, then proceed to design products or services and a business model to address those needs. .Each team will conceive, design, build, and field-test critical aspects of both the product or service and the business model. This course is offered by the Graduate School of Business. It integrates methods from human-centered design, lean startup, and business model planning. The course focuses on developing entrepreneurial skills (using short lectures and in-class exercises) and then applying these skills to specific problems faced by those users identified by the teams. Teams will get out of the building and interact directly with users and advisors to develop a deep understanding of the challenges they face and to field test their proposed services, products, and business models.
Terms: Aut
| Units: 4
Instructors:
Zenios, S. (PI)
;
Galen, D. (SI)
;
Gur, S. (SI)
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Lin, R. (SI)
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Siegelman, R. (SI)
;
Wood, D. (SI)
STRAMGT 371: Strategic Management of Technology and Innovation
This course focuses on the strategic management of technology-based innovation in the firm. The purpose is to provide students with concepts, frameworks, and experiences that are useful for taking part in the management of innovation processes in the firm. The course examines how they can be managed effectively. Specific topics include: assessing the innovative capabilities of the firm, managing the Corporate R & D function, managing the interfaces between functional groups in the development function in the firm, understanding and managing technical entrepreneurs, building technology-based distinctive competencies and competitive advantages, technological leadership versus followership in competitive strategy, institutionalizing innovation, attracting and keeping corporate entrepreneurs.
Terms: Aut
| Units: 4
Instructors:
Burgelman, R. (PI)
;
Siegel, R. (SI)
STRAMGT 381: Leading Strategic Change in the Health Care Industry
This seminar provides the opportunity for students to study the structure and dynamics of the U.S. health care industry, and some of the ways it intersects with the global health care industry. The U.S. health care industry represents over 15 percent of the nation's GDP and is rapidly changing as a result of government regulatory reform enacted in 2010. The seminar's aim is to develop participants' ability to create strategically informed action plans that are imaginative, inspiring and workable in this highly dynamic environment. The seminar's pedagogy involves informed debate to evaluate and hone well-researched views by the participants and instructors, as well as the writing and presentation of position papers by small groups of seminar participants on the key dynamics of the industry. In the course of the seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the societal, industry and organizational levels of analysis. After developing a complete picture of the structure of the health care industry and the strategic relationships among the key players - the strategic landscape -, the seminar will focus on how health care reform and other external forces will affect the strategic opportunities and challenges of four types of players in the strategic landscape: (1) Incumbents (e.g., pharmaceutical companies, hospital companies, insurance companies); (2) entrepreneurial startups (e.g., home monitoring, genetic testing companies, information services); (3) cross-boundary disruptors (e.g., health clinics, Wal-Mart, Cisco, Google); and (4) international health care providers (e.g. in Mexico, India, Thailand) Four student teams will be formed to focus on one of the four types of players. Each team will prepare a research paper focused on determining how their type of player can take advantage of the regulatory, technological, social, cultural and demographic changes, and who will be the likely winners and why. During the first round of discussions (sessions 2-5) all participants will take part in examining the different parts of the competitive landscape. During the second round (sessions 6-9), the different teams will present their research findings and perspectives about the strategic opportunities and threats which exist. As part of the second set of sessions, the instructors will bring in domain experts to further augment the discussion.
Terms: Aut
| Units: 3
Instructors:
Burgelman, R. (PI)
;
Pearl, R. (SI)
STRAMGT 512: The Yin and Yang of Family Business Transitions
This seminar provides students with practical solutions to some of the challenges faced in family business transitions.nnFamily businesses are by far the dominant form of commerce world-wide, albeit the majority are small "mom and pop shops." Some research shows that large businesses, whatever the form of ownership, have an average lifespan of around forty years, while small businesses (at least in Japan and Europe) average around twelve years. So, if businesses in general do not survive, then it is a wonder that any family business can survive from one generation to another, let alone two, three, four or more.nnThere are three essential requirements to succeed in a family business transition. First, it may seem obvious that the business must succeed, but it is less obvious what advantages a family business has over its non-family-owned counterparts. Second, the ownership structure must effectively maintain family cohesion and support the business. Finally, family members need to organize in thoughtful ways to work effectively with one another.nnThe beauty of a family business is that it can be more profitable than companies with non-family ownership. Two fundamentals, at least, provide this advantage - a strong value system and a long-term economic perspective. The operative word above, however, is "can"; it is by no means a foregone conclusion that a family business will be more successful. Families must thoughtfully develop their advantages, while at the same time avoiding the pitfalls that are inherent in any family business.nnAccordingly, this course is offered for students whose families own a family business or who are interested in the special challenges faced by family businesses. International students are encouraged to register as different cultural perspectives to family business will enrich the experience for everyone. Particular focus will be given to the transitions from one generation to another and the lessons learned that can be applied during the entire life of the business.
Terms: Aut, Win
| Units: 2
Instructors:
Francis, P. (PI)
STRAMGT 514: The Improvisational Entrepreneur
Improvisational acting (i.e., improv) requires fast, flexible, and creative thinking; intense listening and effective self-presentation; and the ability to act without fear of failure. These skills are also vital for being a successful entrepreneur. In this class, you will learn techniques of improvisational acting that can transform your thinking about business and your approach to life.
Terms: Aut
| Units: 1
Instructors:
Wheeler, S. (PI)
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