printer friendly pageGSBGEN 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 managers and/or trustees of arts organizations.nnBy 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.nnDuring 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: Ethics in Management
With leadership comes responsibility. This course explores the numerous ethical duties faced by managers and organizations. It combines analytical frameworks with the latest findings on human behavior to inform a wide range of ethical decisions and strategies. Readings include case studies, insights from experimental psychology and economics, and excerpts from or about major works of moral philosophy. Through online and in-class exercises, discussions, and personal reflection, you will reveal and assess your ethical intuitions, compare them with more explicit modes of ethical thought, and learn how to use ethics in business settings. A diverse set of ethical viewpoints will be considered with an emphasis on not only their implications for ethical behavior but also on the social and cognitive pitfalls that undermine the ability of business leaders to fulfill their ethical duties.
Terms: Aut
| Units: 2
Instructors:
Malhotra, N. (PI)
;
Shotts, K. (PI)
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
4 times
(up to 8 units total)
Instructors:
Rajan, M. (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.nnThis 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. nnThis 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.nnIn this course you will learn to:nn- Create communication strategies at an individual and organizational leveln- Develop clearly organized and effective presentations and documentsn- Diagnose and expand your personal writing and oral delivery style n- Adapt your delivery style to different material and audiences n- Enhance oral delivery through effective visual aidsnnStudents at all levels of comfort and expertise with public speaking and business writing will benefit from this course. Waitlists have been long for this course and you're encouraged to keep that in mind as you make your super round selections.
Terms: Aut, Win, Spr
| Units: 4
GSBGEN 322: Measuring and Improving the Impact of Social Enterprises
This course focuses on actionable measurement in government, non-profit organizations, market-based social enterprises, philanthropy, and impact investing. Actionable means that the measurement is used by managers, investors, and other stakeholders in making decisions. nnThe course explores the intersection of several ideas that seem to be in some tension with each other. (1) You can't manage what you can't measure, (2) Measurement is expensive and its results are often ignored, (3) "Not everything that counts can be counted and not everything that can be counted counts" (apocryphally attributed to Einstein), (4) "The more any quantitative social indicator is used for decision making, the more subject it will be to corruption pressures and the more apt it will be to distort and corrupt the social processes it is intended to monitor." (Campbell's Law). nnSpecifically the course will include:nn- Logic models, theories of change, strategic planning, monitoring, and evaluationnn- Measuring the social impact of governments, non-governmental organizations, and market-based social enterprises, and asking how philanthropists and impact investors can assess their own impactnn- Corporate social responsibility, socially responsible investing, and impact investingnn- Performance measurement, performance contracting, and social impact bondsnn- Techniques for improving the behavior and accountability of individuals and organizationsnnThe classes will be taught mainly through business school case studies, which place the students in the position of CEOs, managers, and investors called upon to make major decisions.
Terms: Aut
| Units: 3
Instructors:
Brest, P. (PI)
GSBGEN 332: Sustainable Energy: Business Opportunities and Public Policy
This course examines trends and opportunities in the sustainable energy sector with a particular focus on low carbon energy. We examine these trends in the context of technological change, emerging business opportunities and the parameters set by public policy. nnSpecific topics to be examined include:n- The State of the Global Cleantech Industryn- The Impact of Regulatory Policies and Tax Subsidies n- Cost Competitiveness of Alternative Energy Technologiesn- VC Perspective on Sustainable Energy Start-upsn- Project Financen- Fossil Fuels and Carbon Capture n- Renewable Energy, including Solar PV and Biofuelsn- Energy Efficiency and StoragenPreliminary course syllabus: www.bit.ly/1jehaA9
Terms: Aut
| Units: 3
GSBGEN 340: Financial Crises in the U.S. and Europe
This lecture course will explore the U.S. financial crisis of 2008 and the European debt crisis of 2011-13.nnWe will examine the causes of both crises, policies implemented during the crisis, and options for reform.nnThis is an economic policy course rather than a pure economics course. It will focus on the practical intersection of economics, financial markets and institutions, policy, and politics.nnTopics we will examine include the following for the 2008 crisis:n- Did a global savings glut, international savings flows, or Fed policy cause the credit bubble?n- What caused the housing and mortgage bubbles?n- How does a bad mortgage turn into a toxic financial asset?n- Why and how did large financial institutions fail? What's the difference between a solvency crisis and a liquidity crisis?n- What is Too Big To Fail? Is it real? Why was Bear Stearns bailed out but not Lehman?n- Was the global financial system on the verge of meltdown in September 2008? How? Why?n- What was the TARP? The TALF? The CPP? The stress tests?n- What can we learn from comparing the US financial crisis with that in other major economies?n- How effective were various policy tools during the crisis?n- How have policies enacted and implemented since the crisis changed the outlook for the future?nnFor the European debt crisis we will examine:n- The fiscal and economic situations in various European countries;n- The structures and history of the Eurozone;n- Policy options to address problems in troubled European economies;n- The interaction between European financial institutions and European governments; andn- Options for longer-term reform of the Eurozone.n nThere will be no exams. Students will write two individual memos and a group memo.
Terms: Aut
| Units: 4
Instructors:
Hennessey, K. (PI)
GSBGEN 347: Education Policy in the United States
This course is designed to introduce major policies defining the U.S. education system today. The policy areas we will cover include, but are not limited to, governance, accountability, choice, finance, and personnel policies for K-12 education. We will also briefly address early childhood education and higher education. We will concern ourselves with policies made at the federal, state, and local levels and consider the implications of these policies for students, families, and communities. We will discuss the goals of policies and the extent to which the intention, implementation and ultimate effects of the policies align.
Terms: Aut
| Units: 3
Instructors:
Loeb, S. (PI)
GSBGEN 350: International Internship
Terms: Aut
| Units: 1-2
Instructors:
Beyer, A. (PI)
;
Lee, H. (PI)
;
Rao, H. (PI)
;
Reichelstein, S. (PI)
;
Skrzypacz, A. (PI)
GSBGEN 381: Strategic Philanthropy
Appropriate for any student driven to effect positive social change from either the for-profit or nonprofit sector, Strategic Philanthropy will challenge students to expand their own strategic thinking about philanthropic aspiration and action. In recent decades, philanthropy has become an industry in itself - amounting to over $300 billion in the year 2012. Additionally, the last decade has seen unprecedented innovation in both philanthropy and social change. This course explores the key operational and strategic distinctions between traditional philanthropic entities, such as community foundations, private foundations, and corporate foundations; and innovative models, including funding intermediaries, open-source platforms, technology-driven philanthropies, and venture philanthropy partnerships. Course work will include readings and case discussions that encourage students to analyze both domestic and global philanthropic strategies as they relate to foundation mission, grant making, evaluation, financial management, infrastructure, knowledge management, policy change, and board governance. Guest speakers will consist of high profile philanthropists, foundation presidents, social entrepreneurs and Silicon Valley business leaders creating new philanthropic models. The course will culminate in an individual project in which students will complete a business plan for a $10 million private foundation.
Terms: Aut
| Units: 3
Instructors:
Arrillaga, L. (PI)
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