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1 - 10 of 17 results for: GSBGEN ; Currently searching autumn courses. You can expand your search to include all quarters

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.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 352: Winning Writing

This twice-a-week full-quarter 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.
Units: 3 | Grading: GSB Student Option LTR/PF
Instructors: Kramon, G. (PI)

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 -- such as improving educational and health outcomes, conserving energy, and reducing global poverty -- which 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 through problems and case studies drawn from nonprofit organizations, for-profit social enterprises, and governments. Topics include designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing individuals' and organizations' behavior, ranging from incentives and penalties to "nudges;" human-centered design; corporate social responsibility; and pay-for-success programs. We will apply these concepts and tools to address an actual social problem facing Stanford University. (With the exception of several classes on strategy and evaluation, there is no substantial overlap with Paul Brest's and Mark Wolfson's course, Strategic Philanthropy and Impact Investing ( GSBGEN 319), which has a different focus from this one.)
Units: 3 | Grading: GSB Letter Graded
Instructors: Brest, P. (PI)

GSBGEN 381: Philanthropy: Strategy, Innovation and Social Change

You have extraordinary potential to create social change, and Philanthropy: Strategy, Innovation and Social Change will empower you with the skills, experience and inspiration to actualize that potential. Regardless of your profession, industry, background, age, resource form or amount, this course will amplify your ability to make your giving, volunteering, service and leadership matter more. Through deep introspection you will develop your individual social change strategy and define and/or refine your social passions and philanthropic purpose. You will develop and apply skills essential to effective philanthropy, including creating a mission statement, mapping a social issue ecosystem, developing a philanthropic strategy and mitigating risk. You will create a theory of change that maps how you will transform your values and resources (including intellectual, human, network and financial capital) into measurable social change. You will also create a logic model, assess nonprofits and more »
You have extraordinary potential to create social change, and Philanthropy: Strategy, Innovation and Social Change will empower you with the skills, experience and inspiration to actualize that potential. Regardless of your profession, industry, background, age, resource form or amount, this course will amplify your ability to make your giving, volunteering, service and leadership matter more. Through deep introspection you will develop your individual social change strategy and define and/or refine your social passions and philanthropic purpose. You will develop and apply skills essential to effective philanthropy, including creating a mission statement, mapping a social issue ecosystem, developing a philanthropic strategy and mitigating risk. You will create a theory of change that maps how you will transform your values and resources (including intellectual, human, network and financial capital) into measurable social change. You will also create a logic model, assess nonprofits and grant proposals, evaluate nonprofit programs and social change initiatives and develop strategies to share learning and increase impact. Case studies will illuminate diverse philanthropic models and approaches¿private foundations, corporate giving vehicles, venture philanthropy and LLCs, as well as policy change, advocacy and impact investing. Class activities will include role-plays, debates and simulations such as creating personal giving strategies, exploring the power dynamics of grantor-grantee relationships, giving funding pitches and assessing foundation grant proposals. Each student will select and evaluate a local nonprofit and create a formal grant proposal. Students will peer-review grant proposals, participate in a multi-stage grantmaking process and allocate $20,000 of grants funded by The Learning by Giving Foundation and Andreessen Philanthropies. Students will also have the unique opportunity to directly connect and engage with globally renowned philanthropic leaders, including Laura Muñoz Arnold (Arnold Foundation), Dr. Priscilla Chan (Chan Zuckerberg Initiative), Dr. Sandra Hernández (California Health Care Foundation), Laurene Powell Jobs (Emerson Collective), Dr. Alex Karp (Palantir), Dr. Judith Rodin (Rockefeller Foundation) and Darren Walker (Ford Foundation), among others.
Units: 3 | Grading: GSB Letter Graded

GSBGEN 383: Practical Policy and Politics

This is a skills / toolbox class, designed for beginners. This is a practical course about policy-making in the U.S. federal government. It will cover three broad subject areas: (1) an assortment of current policy topics; (2) governing processes - how policy gets made in an environment constrained by politics and elections; and (3) practical skills business leaders may need in interacting with government and with policymakers. This class is for beginners and assumes you have no prior experience or knowledge of policy or politics.
Units: 4 | Grading: GSB Letter Graded

GSBGEN 390: Individual Research

Need approval from sponsoring faculty member and GSB Registrar.
Units: 1-4 | Repeatable for credit | Grading: GSB Pass/Fail
Instructors: Aaker, J. (PI) ; Admati, A. (PI) ; Akbarpour, M. (PI) ; Anderson-Macdonald, S. (PI) ; Athey, S. (PI) ; Barnett, W. (PI) ; Barth, M. (PI) ; Bayati, M. (PI) ; Begenau, J. (PI) ; Bendor, J. (PI) ; Benkard, L. (PI) ; Berg, J. (PI) ; Berk, J. (PI) ; Bernstein, S. (PI) ; Beyer, A. (PI) ; Bimpikis, K. (PI) ; Blankespoor, E. (PI) ; Brady, D. (PI) ; Broockman, D. (PI) ; Bulow, J. (PI) ; Burgelman, R. (PI) ; Callander, S. (PI) ; Carroll, G. (PI) ; Casey, K. (PI) ; Choi, J. (PI) ; Clement, J. (PI) ; De Simone, L. (PI) ; DeMarzo, P. (PI) ; Di Tella, S. (PI) ; Diamond, R. (PI) ; Duffie, D. (PI) ; Feinberg, Y. (PI) ; Flynn, F. (PI) ; Foarta, D. (PI) ; Foster, G. (PI) ; Gardete, P. (PI) ; Gipper, B. (PI) ; Goldberg, A. (PI) ; Greer, L. (PI) ; Grenadier, S. (PI) ; Gruenfeld, D. (PI) ; Gur, Y. (PI) ; Halevy, N. (PI) ; Hartmann, W. (PI) ; Heath, C. (PI) ; Hebert, B. (PI) ; Huang, S. (PI) ; Iancu, D. (PI) ; Imbens, G. (PI) ; Jha, S. (PI) ; Jones, C. (PI) ; Kasznik, R. (PI) ; Kessler, D. (PI) ; Kosinski, M. (PI) ; Koudijs, P. (PI) ; Kramer, R. (PI) ; Krehbiel, K. (PI) ; Kreps, D. (PI) ; Krishnamurthy, A. (PI) ; Lambert, N. (PI) ; Larcker, D. (PI) ; Lattin, J. (PI) ; Lazear, E. (PI) ; Lee, C. (PI) ; Lee, H. (PI) ; Lester, R. (PI) ; Levav, J. (PI) ; Lowery, B. (PI) ; Lustig, H. (PI) ; Malhotra, N. (PI) ; Marinovic, I. (PI) ; Martin, A. (PI) ; Martin, G. (PI) ; McNichols, M. (PI) ; McQuade, T. (PI) ; Mendelson, H. (PI) ; Miller, D. (PI) ; Monin, B. (PI) ; Narayanan, S. (PI) ; Neale, M. (PI) ; O'Reilly, C. (PI) ; Ostrovsky, M. (PI) ; Oyer, P. (PI) ; Pfeffer, J. (PI) ; Pfleiderer, P. (PI) ; Piotroski, J. (PI) ; Plambeck, E. (PI) ; Ranganathan, A. (PI) ; Rao, H. (PI) ; Rauh, J. (PI) ; Reichelstein, S. (PI) ; Reiss, P. (PI) ; Rice, C. (PI) ; Saban, D. (PI) ; Sahni, N. (PI) ; Saloner, G. (PI) ; Sannikov, Y. (PI) ; Seiler, S. (PI) ; Seru, A. (PI) ; Shaw, K. (PI) ; Shiv, B. (PI) ; Shotts, K. (PI) ; Simonson, I. (PI) ; Singleton, K. (PI) ; Skrzypacz, A. (PI) ; Somaini, P. (PI) ; Sorensen, J. (PI) ; Soule, S. (PI) ; Sterling, A. (PI) ; Strebulaev, I. (PI) ; Sugaya, T. (PI) ; Tormala, Z. (PI) ; Wager, S. (PI) ; Wein, L. (PI) ; Weintraub, G. (PI) ; Whang, S. (PI) ; Wheeler, S. (PI) ; Xu, K. (PI) ; Yurukoglu, A. (PI) ; Zenios, S. (PI) ; Zwiebel, J. (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: 1) Recognize strategically effective communication 2) Implement the principles of strategic communication across different platforms 3) Develop clearly organized and effective presentations and documents 4) Diagnose and expand, your personal authentic communication style. As you make your super round selection, keep in mind that wait lists have been long for this course.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 520: Designing Solutions by Leveraging the Frinky Science of the Human Mind

The thrust of this seminar is about designing effective and innovative solutions by leveraging deep insights into the workings of the human brain, specifically the instinctual brain. Designing solutions for organizations¿for example, "How do we design effective solutions that will foster innovation and risk-taking in large organizations?" Designing solutions for markets so as to identify potentially disruptive new-business ideas; for existing organizations, fostering a competitive advantage, loyalty, customer life-time-value, etc. Designing solutions for customer engagement and behavior change. Designing solutions for leaders, who need to be effective at making decisions and, arguably even more important, influencing others' decisions. The seminar will explore these topics by unraveling the workings of the human brain, leveraging frameworks that essentially capture the way instinctual brain systems shape our decisions, experiences and behaviors. Filled with mini-case studies and examples to illustrate the various topics, the seminar features an individual as well as a group project that is geared toward applying the learnings to identifying a potentially disruptive business idea.
Units: 2 | Grading: GSB Letter Graded
Instructors: Shiv, B. (PI)

GSBGEN 531: Global Study Trip Leadership Skills

This course is open only to leaders of the Global Study Trips. This course is experiential and designed to support the leadership learning and development of students leading Global Study Trips. Lectures, role plays, cases, and exercises will be used to demonstrate and practice the skills needed to successfully lead a group of peers as they develop into a learning community to explore an academic topic in locations around the world. Topics covered in the class include high performing teams, setting expectations, feedback and the influence process, culture, managing crises on the ground, and more. Additional ~3.5 hours of coaching time for enrolled students and their GST team members with a leadership coach.
Units: 2 | Grading: GSB Pass/Fail

GSBGEN 533: Technology Licensing

Licensing of technology and its corresponding intellectual property is big business, and integral to the business plans and competitive strategies of start-ups and Fortune 500 companies alike. Although the annual dollar magnitude of licenses of patents and other technology-related IP is difficult to estimate due to the proprietary nature of much of the data, academic studies peg the U.S. IP licensing market at ~$66B, and the global market at ~$180B. The development and evolution of technology standards and interoperability requirements, regulatory overlays that require technologies outside a company's core competencies, the proliferation and widespread enforcement of patents, the rapid expansion of IP-based business models, and the staggering expense and uncertain benefits of internal R&D, among other things, have combined to weigh heavily on the buy side of the make/buy scale, and to amplify the importance of inbound and outbound licensing arrangements for both start-up and Fortune 50 more »
Licensing of technology and its corresponding intellectual property is big business, and integral to the business plans and competitive strategies of start-ups and Fortune 500 companies alike. Although the annual dollar magnitude of licenses of patents and other technology-related IP is difficult to estimate due to the proprietary nature of much of the data, academic studies peg the U.S. IP licensing market at ~$66B, and the global market at ~$180B. The development and evolution of technology standards and interoperability requirements, regulatory overlays that require technologies outside a company's core competencies, the proliferation and widespread enforcement of patents, the rapid expansion of IP-based business models, and the staggering expense and uncertain benefits of internal R&D, among other things, have combined to weigh heavily on the buy side of the make/buy scale, and to amplify the importance of inbound and outbound licensing arrangements for both start-up and Fortune 500 companies.nBecause licenses are complex legal agreements with important legal consequences, it is tempting for business executives to delegate to lawyers the negotiation of the non-economic terms of their companies' technology license agreements. The problem with such an approach, however, is that so-called "non-economic" terms can have significant and occasionally mortal economic and business consequences. While no business person should grapple with such issues in the context of a large or complex license agreement without legal counsel, it is critical that the business person understand the consequences and negotiating levers and trade-offs themselves, for at their core, the decisions to be made on these issues are business decisions, not legal ones.nThis course is organized around two hypothetical companies seeking to negotiate a technology license agreement. Both parties operate under a common set of "public"€ facts, and each responds as well to "private"€ facts relevant to various business priorities and issues. Students are divided into three-person teams, each representing one or the other of the hypothetical companies, and collaborate over multiple sessions to develop a strategic business approach and then to negotiate a licensing agreement. Lectures are focused on the business, and to a lesser extent, legal issues arising in complex licensing arrangements, and are designed to give students the context and perspective they need to participate effectively in licensing strategy development and negotiation. n By immersing teams of business students in a multi-session licensing negotiation, it is the objective of this course to enable them to better understand and think critically about the principal issues that arise in the conceptualization and negotiation of technology license agreements.
Units: 2 | Grading: GSB Letter Graded
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