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1 - 10 of 17 results for: GSBGEN

GSBGEN 113N: The Economic Survival of the Performing Arts

Even the most artistically accomplished and well-managed performing arts organizations--symphony orchestras, operas, dance companies, and many theaters--tend to live on the edge financially. In fact, most performing arts groups are organized as nonprofit organizations, because they cannot make enough money to cover costs and survive as profit-seeking businesses. In this seminar we will explore the reasons for the tension between artistic excellence and economic security,drawing on the experience of performing arts organizations in the United States and in countries(whose governments have adopted quite different policies toward the arts). Using economic concepts and analysis that we develop in the seminar, you will first examine the fundamental reasons for the economic challenges faced by performing arts organizations. In later sessions, we will consider and evaluate alternative solutions to these challenges in the United States and other countries. The seminar may include meetings with more »
Even the most artistically accomplished and well-managed performing arts organizations--symphony orchestras, operas, dance companies, and many theaters--tend to live on the edge financially. In fact, most performing arts groups are organized as nonprofit organizations, because they cannot make enough money to cover costs and survive as profit-seeking businesses. In this seminar we will explore the reasons for the tension between artistic excellence and economic security,drawing on the experience of performing arts organizations in the United States and in countries(whose governments have adopted quite different policies toward the arts). Using economic concepts and analysis that we develop in the seminar, you will first examine the fundamental reasons for the economic challenges faced by performing arts organizations. In later sessions, we will consider and evaluate alternative solutions to these challenges in the United States and other countries. The seminar may include meetings with managers and/or trustees of arts organizations.nnnBy the end of the seminar, you will be able to assess the economic condition of an arts organization, evaluate alternative strategies for its survival, and understand the consequences of alternative government policies toward the arts.nnnDuring the early part of the course, you will prepare two short papers on topics or questions that I will suggest. Later, you will prepare a longer paper applying concepts learned to one of the performing arts or a particular arts organization that interests you. You will submit that paper in stages, as you learn about concepts and issues that are relevant to your analysis. There will also be a final exam.
Terms: Aut | Units: 3 | UG Reqs: WAY-SI
Instructors: Flanagan, R. (PI)

GSBGEN 208: Leading with Values

With leadership comes responsibility. This course explores the numerous ethical issues faced by managers and organizations and provides both analytical frameworks and the latest findings on human behavior to inform ethical decisions and strategies. The readings present challenging and controversial case studies, provide insights from experimental psychology and economics, and discuss relevant philosophical concepts and arguments. Through class exercises, rigorous discussion, and personal reflection, you will clarify your own ethical stance, think through ethical dilemmas, and practice articulating recommendations compellingly. You will also discover the diversity of ethical viewpoints and find out how to avoid the social and cognitive pitfalls that can make ethical leadership challenging.
Terms: Aut | Units: 2

GSBGEN 299: The Core Curriculum in the Workplace

GSB students are eligible to report on work experience that is relevant to their core studies under the direction of the Senior Associate Dean responsible for the MBA Program. Registration for this work must be approved by the Assistant Dean 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 required 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, typically due at the end of the quarter in which the course is taken. Specific assignment details and deadline information will be communicated to enrolled students. Units earned for this course do not meet the requirements needed for graduation.
Terms: Aut, Win, Spr, Sum | Units: 1 | Repeatable 8 times (up to 8 units total)

GSBGEN 312: I'm Just a Bill

This is a course about the American legislative process. You will learn how the United States Congress and President enact a law by role-playing as Members of the U.S. House of Representatives and Senate, or as senior advisors to the President. You will engage in legislative debate, offering amendments, voting, and extensive policy and legislative negotiation, with the goal of enacting new laws. The simulated legislative agenda involves four policy topics: economic growth and income distribution, climate change, regulation of "Big Tech," and an international issue. As a class, you will try to enact a new law in each of these four areas. This class is for beginners. You will: -Learn a bit about four policy issues (likely climate change, economics, regulation of "Big Tech," and an international issue); -Learn both the formal and informal rules of legislating-how a bill really becomes a law; and -Develop and practice your "soft skills," including persuasion, negotiation, leadership, strategy, and organizational analysis.
Terms: Aut | Units: 4

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. This 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. This 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 feature of this course is that there are two faculty members working in concert to ensu more »
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. This 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. This 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 feature of this course is that there are two faculty members working in concert to ensure that students get rigorous and individualized coaching and feedback. In this course you will learn to: - Create communication strategies at an individual and organizational level - Develop clearly organized and effective presentations and documents - Diagnose and expand your personal writing and oral delivery style - Adapt your delivery style to different material and audiences - Enhance oral delivery through effective visual aids Students at all levels of comfort and expertise with public speaking and business writing will benefit from this course.
Terms: Aut, Win, Spr | Units: 4

GSBGEN 352: Winning Writing

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.
Terms: Aut, Spr | Units: 3

GSBGEN 363: Fiscal Policy

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.
Terms: Aut | Units: 4

GSBGEN 367: Problem Solving for Social Change

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.
Terms: Aut | Units: 3
Instructors: Brest, P. (PI)

GSBGEN 390: Individual Research

Need approval from sponsoring faculty member and GSB Registrar. There is a limit on the number of units in courses of independent study that may be applied toward degree requirements.
Terms: Aut, Win, Spr | Units: 1-4 | Repeatable 4 times (up to 10 units total)
Instructors: Aaker, J. (PI) ; Abbey, D. (PI) ; Abrahams, M. (PI) ; Admati, A. (PI) ; Aka, A. (PI) ; Akbarpour, M. (PI) ; Allende Santa Cruz, C. (PI) ; Alper, B. (PI) ; Andrews, C. (PI) ; Antoni, F. (PI) ; Armstrong, C. (PI) ; Athey, S. (PI) ; Atwell, J. (PI) ; Bannick, M. (PI) ; Barnett, W. (PI) ; Bayati, M. (PI) ; Begenau, J. (PI) ; Belo-Osagie, H. (PI) ; Bendor, J. (PI) ; Benkard, L. (PI) ; Berg, J. (PI) ; Berk, J. (PI) ; Beyer, A. (PI) ; Bimpikis, K. (PI) ; Blattner, L. (PI) ; Brady, S. (PI) ; Brenninkmeijer, T. (PI) ; Brest, P. (PI) ; Buchak, G. (PI) ; Bulow, J. (PI) ; Burgelman, R. (PI) ; Callander, S. (PI) ; Camara, M. (PI) ; Carmel-Hurwitz, D. (PI) ; Carroll, G. (PI) ; Casey, K. (PI) ; Chess, R. (PI) ; Chin, L. (PI) ; Choi, J. (PI) ; Ciesinski, S. (PI) ; Clement, J. (PI) ; Coppola, A. (PI) ; Corney, A. (PI) ; Coulson, S. (PI) ; Davis, S. (PI) ; DeMarzo, P. (PI) ; Demarest, D. (PI) ; Di Tella, S. (PI) ; Diamond, R. (PI) ; Ding, Y. (PI) ; Dobbs, C. (PI) ; Dodson, D. (PI) ; Dodson, D. (PI) ; Donkor, K. (PI) ; Duffie, D. (PI) ; Eberhardt, J. (PI) ; Ellis, J. (PI) ; Epstein, J. (PI) ; Feinberg, Y. (PI) ; Flanagan, R. (PI) ; Flynn, F. (PI) ; Foarta, D. (PI) ; Foroughi, J. (PI) ; Foster, G. (PI) ; Francis, P. (PI) ; Frank, G. (PI) ; Frankel, R. (PI) ; Galen, D. (PI) ; Garfinkel, J. (PI) ; Gelfand, M. (PI) ; Gipper, B. (PI) ; Glickman, M. (PI) ; Goldberg, A. (PI) ; Grenadier, S. (PI) ; Grousbeck, H. (PI) ; Gruenfeld, D. (PI) ; Gur, Y. (PI) ; Guttentag, B. (PI) ; Halevy, N. (PI) ; Hall, A. (PI) ; Harmon, M. (PI) ; Harstad, B. (PI) ; Hartmann, W. (PI) ; Hebert, B. (PI) ; Hennessey, K. (PI) ; Hu, Y. (PI) ; Huang, S. (PI) ; Iancu, D. (PI) ; Imbens, G. (PI) ; Jha, S. (PI) ; Jones, C. (PI) ; Jones, P. (PI) ; Joss, R. (PI) ; Karaduman, O. (PI) ; Kasznik, R. (PI) ; Keelan, H. (PI) ; Kelly, P. (PI) ; Kepler, J. (PI) ; Kessler, D. (PI) ; Kim, J. (PI) ; Kim, Y. (PI) ; Kluger, A. (PI) ; Konrad, R. (PI) ; Kosinski, M. (PI) ; Kramon, G. (PI) ; Krishnamurthy, A. (PI) ; Krubert, C. (PI) ; Kupor, S. (PI) ; LaBlanc, G. (PI) ; Lam, L. (PI) ; Lattin, J. (PI) ; Lee, G. (PI) ; Lee, H. (PI) ; Lei, L. (PI) ; Lester, R. (PI) ; Levav, J. (PI) ; Levin, J. (PI) ; Lisbonne, B. (PI) ; Lowery, B. (PI) ; Lustig, H. (PI) ; Maggiori, M. (PI) ; Mahowald, C. (PI) ; Mak, K. (PI) ; Malhotra, N. (PI) ; Mandelbaum, F. (PI) ; Marinovic, I. (PI) ; Martin, A. (PI) ; Martin, G. (PI) ; McGonigal, K. (PI) ; McLennan, S. (PI) ; McNichols, M. (PI) ; Melnikoff, D. (PI) ; Mendelson, H. (PI) ; Miller, D. (PI) ; Miton, H. (PI) ; Monin, B. (PI) ; Most, H. (PI) ; Nair, H. (PI) ; Nakache, P. (PI) ; Narayanan, S. (PI) ; Noh, S. (PI) ; O'Reilly, C. (PI) ; Osborne, G. (PI) ; Ostrovsky, M. (PI) ; Oyer, P. (PI) ; Parker, G. (PI) ; Patel, H. (PI) ; Pfeffer, J. (PI) ; Pfleiderer, P. (PI) ; Piotroski, J. (PI) ; Plambeck, E. (PI) ; Rao, H. (PI) ; Rauh, J. (PI) ; Reichelstein, S. (PI) ; Reiss, P. (PI) ; Rice, C. (PI) ; Risk, G. (PI) ; Robles Garcia, C. (PI) ; Rogers, M. (PI) ; Saban, D. (PI) ; Sahni, N. (PI) ; Saloner, G. (PI) ; Sannikov, Y. (PI) ; Schifrin, D. (PI) ; Schulman, K. (PI) ; Seru, A. (PI) ; Sharabi Levine, Y. (PI) ; Shaw, K. (PI) ; Shiv, B. (PI) ; Shotts, K. (PI) ; Siegel, R. (PI) ; Siegelman, R. (PI) ; Singer, S. (PI) ; Singh, H. (PI) ; Skrzypacz, A. (PI) ; Smith, K. (PI) ; Somaini, P. (PI) ; Sorensen, J. (PI) ; Soule, S. (PI) ; Spiess, J. (PI) ; Sterling, A. (PI) ; Strebulaev, I. (PI) ; Suarez Serrato, J. (PI) ; Sugaya, T. (PI) ; Tonetti, C. (PI) ; Tormala, Z. (PI) ; Urstein, R. (PI) ; Vasserman, S. (PI) ; Vig, V. (PI) ; Voorsanger, M. (PI) ; Wager, S. (PI) ; Wallace, C. (PI) ; Wang, Y. (PI) ; Weaver, G. (PI) ; Wein, L. (PI) ; Weintraub, G. (PI) ; Wheeler, S. (PI) ; Williams Cosey, F. (PI) ; Wilson, R. (PI) ; Xu, C. (PI) ; Xu, J. (PI) ; Xu, K. (PI) ; Yurukoglu, A. (PI) ; Zenios, S. (PI) ; Zhong, W. (PI) ; Ziebelman, P. (PI) ; Zwiebel, J. (PI) ; deHaan, E. (PI)

GSBGEN 515: Essentials of Strategic Communication

Successful leaders understand the power of authentic, memorable communication. This course uses the lens of oral communication and presentations, to introduce the essential elements of the strategic communication strategies that make authentic, memorable communication work. Focusing on oral communication and presentation, we introduce the essentials of communication strategy and persuasion: audience analysis, message construction, communicator credibility, and delivery. Deliverables include written documents, focusing on individual and team presentations, with students receiving continuous feedback to improve their communication effectiveness, and to sharpen their authentic leadership voice. This highly interactive, practical course, is focused on feedback to help students at all levels of communication mastery develop confidence in their speaking and writing. Course includes presentations, assignments, lectures, discussions, simulated activities, in-class feedback, and filmed feedback. In this course you will learn to:-Recognize strategically effective communication-Implement the principles of strategic communication across different platforms-Develop clearly organized and effective presentations and documents-Diagnose and expand, your personal authentic communication style.
Terms: Aut, Win, Spr | Units: 2
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