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31 - 40 of 80 results for: GSBGEN

GSBGEN 363: Fiscal Policy

One of every four dollars in the American economy will be spent by the federal government this year. This course will examine how federal spending, taxes, deficits and debt affect the U.S. economy and global financial markets, and how the economy affects the federal budget. We will look inside the federal budget to understand entitlement spending, what causes it to grow so fast, how it could be reformed, and why that's so hard to do. We'll understand where the money goes -- how much goes to infrastructure, education, housing, health care, energy and the environment, parks, scientific research, national defense, and other needs. We'll look at the stimulus vs. austerity debate, both within the U.S. and between the U.S. and Europe. We'll look beyond partisan battle lines and explore various fiscal philosophies that sometimes split the political parties. We'll cover the federal budget process from developing the President's budget to enacting individual spending and tax bills, and discuss process reforms including spending and deficit reduction targets, a balanced budget amendment, and line item veto. We'll cover the major players in the budget debate and understand where the big and small budget decisions are made. We'll look at federal taxation, where the money comes from, how it affects the economy, and how it might be restructured. We'll examine the recommendations of the President's budget commission and see if we can predict what will become of its recommendations. And we'll see if we, as a class, can solve our nation's fiscal problems as Washington has so far been unable to do.
Terms: Win | Units: 4

GSBGEN 367: Problem Solving for Social Change

GSB 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. nnThis 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, as well as novel financing mechanisms like impact investments and social impact bonds. 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 organization's behavior, ranging from incentives and penalties to "€œnudges;" and human-centered design. Students who have encountered some of these topics in other courses are likely to gain new perspectives and encounter new challenges in applying them to solving social problems.
Terms: Aut | Units: 3
Instructors: Brest, P. (PI)

GSBGEN 373: Investing in Alternative Assets

This course is intended for any student interested in a career in managing, developing, or investing in alternative assets such as hedge funds, private real estate funds, buy-out private equity (primarily large cap firms) and infrastructure. The first module of the course presents an overview of how investing in these alternative assets differs from investing in the public markets (e.g., publicly traded stocks and bonds). We spend time defining and discussing the risks involved when investing in non-transparent market sectors. We also focus on the perspectives of general partners and limited partners and how they each assess performance. Lastly, in this module we identify the attributes of successful private investment firms. The second module consists of analyses of individual transactions in real estate, mezzanine debt, large cap buyout transactions and infrastructure. Many of these investments can become significantly troubled and when they do, one must make decisions among a number of poor alternatives. Cases will be global.nnObjectives include: How to construct portfolios that include alternative assets; How to benchmark such portfolios; How to assess risks in transactions and portfolios; How to perform relative value analyses of differing investment opportunities; How to manage troubled investments (when to "hold 'em and when to fold 'em"); and How to manage a general partner firm. The course is divided into three modules with special emphasis on the financial analysis for transactions and portfolios. The first module focuses on portfolio construction issues and how to quantify whether the investor has been successful. The second module focuses on underwriting individual transactions and applying a relative value construct in determining the more attractive investments. The second module also focuses on the management of troubled investments, including deciding when to "double down" and how to protect investments already in place. The third module will address how general partners manage their firms.nnStudents will be expected to create an investment concept, draft an investment memorandum, create a pitch book and make presentations to a panel of experts.
Last offered: Autumn 2015

GSBGEN 377: Diverse Leadership as an Imperative for Impact - Lessons from Education

Our society implicitly prizes a particular approach to leadership - but today's cross-sectoral, impact-oriented leader cannot afford to be restricted to a single approach. If we aspire to address challenges across social, economic, and political arenas, with highly charged moral implications and multiple stakeholders, we have an imperative to use all available tools by discovering, celebrating, and advancing diversity in leadership.nnnEducation provides the perfect canvas on which to explore this imperative. In this course, we will: (1) study a range of effective leadership approaches in the context of education; (2) develop broad, transportable skills and frameworks required to lead in any complex setting - business, public sector, nonprofit sector; (3) delve into leadership tradeoffs and tensions; (4) explore and understand our own values and tacit and explicit decision-making criteria; and (5) recognize barriers to diversity and tactics to address them. Guiding questions will include: How does the context shape the solution set? What does inspired and inspiring leadership look like? How do race/gender/other identities enter into the equation? How do I develop my own brand of leadership? nnnWe will examine contemporary leaders and controversies from education, draw upon timeless historical thinkers, enjoy the wisdom of guest speakers, and work intensively in small groups to highlight challenges, opportunities, and tradeoffs. By exploring a range of approaches and situations, we will strive for deeper understanding of ourselves and of the context to become a more capable, empathetic and effective leaders.
Terms: Spr | Units: 3
Instructors: Colby, S. (PI)

GSBGEN 381: Philanthropy: Strategy, Innovation and Social Change

Appropriate for any student driven to effect positive social change from either the for-profit or nonprofit sector, 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 $358 billion in the year 2014. Additionally, the last decade has seen unprecedented innovation in both philanthropy and social value creation. 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, impact investing and venture philanthropy. 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, grantmaking, 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 also provide students with real-world grantmaking experience in completing nonprofit organizational assessments and making grants to organizations totaling $20,000.nn
Terms: Aut | Units: 3

GSBGEN 383: Practical Policy and Politics

This is a skills/toolbox class. The goal is to teach future business leaders how Washington actually works so you can interact more effectively with it and be a better informed citizen and voter. This course is about the practice of policymaking and politics, not the theory of either. It has three major components: (1) Elections, focused on the exciting and chaotic election cycle this fall; (2) Governing, focused on the mechanics of White House and Congressional policy decision-making, and (3) Practical Skills for interacting with Washington, DC.nnWe'll quickly cover everything you should have learned in civics class: how the electoral college works, the structure of Congress and the Executive Branch, how a bill becomes a law. Then we'll look at how it really works--what lobbyists do, how a President gets information and makes decisions, how and why it's so hard to change policy or enact a new law. We'll simulate a White House presidential decision-making process. We'll examine presidential and congressional election strategies. We'll discuss the strategy and tactics of trying to pass (or block) legislation.nnWe'll also look at political parties, get a better understanding of the makeup of the American polity and how it's changing.nnWe'll also discuss working in Washington--especially running for office, appointed positions. We'll look at what's involved in political fundraising and interacting with the DC press corps. We'll talk about how one might participate in the policy process from outside of DC. I hope to have a few guest speakers.
Terms: Aut | Units: 4

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 8 units total)
Instructors: Aaker, J. (PI) ; Abbey, D. (PI) ; Admati, A. (PI) ; Akbarpour, M. (PI) ; Anderson-Macdonald, S. (PI) ; Athey, S. (PI) ; Barnett, W. (PI) ; Barth, M. (PI) ; Bayati, M. (PI) ; Beiker, S. (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) ; Bowen, R. (PI) ; Bowman, K. (PI) ; Brady, D. (PI) ; Brady, S. (PI) ; Brest, P. (PI) ; Broockman, D. (PI) ; Bryzgalova, S. (PI) ; Bulow, J. (PI) ; Bundorf, M. (PI) ; Burgelman, R. (PI) ; Callander, S. (PI) ; Carroll, G. (PI) ; Casey, K. (PI) ; Chess, R. (PI) ; Ciesinski, S. (PI) ; De Simone, L. (PI) ; DeMarzo, P. (PI) ; Demarest, D. (PI) ; Di Tella, S. (PI) ; Diamond, R. (PI) ; Dodson, D. (PI) ; Duffie, D. (PI) ; Enthoven, A. (PI) ; Epstein, M. (PI) ; Feinberg, Y. (PI) ; Ferguson, J. (PI) ; Flynn, F. (PI) ; Foarta, D. (PI) ; Foster, G. (PI) ; Francis, P. (PI) ; Galen, D. (PI) ; Gardete, P. (PI) ; Gipper, B. (PI) ; Goldberg, A. (PI) ; Greer, L. (PI) ; Grenadier, S. (PI) ; Grimes, A. (PI) ; Gruenfeld, D. (PI) ; Gur, Y. (PI) ; Guttentag, B. (PI) ; Halevy, N. (PI) ; Hartmann, W. (PI) ; Hasan, S. (PI) ; Heath, C. (PI) ; Hebert, B. (PI) ; Hennessey, K. (PI) ; Huang, S. (PI) ; Iancu, D. (PI) ; Imbens, G. (PI) ; Ittelson, M. (PI) ; Jaswa, S. (PI) ; Jha, S. (PI) ; Jones, C. (PI) ; Kasznik, R. (PI) ; Kelly, P. (PI) ; Kessler, D. (PI) ; Kosinski, M. (PI) ; Koudijs, P. (PI) ; Kramer, R. (PI) ; Kramon, G. (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) ; Linbeck, L. (PI) ; Lisbonne, B. (PI) ; Lowery, B. (PI) ; Lustig, H. (PI) ; Mahowald, C. (PI) ; Malhotra, N. (PI) ; Mandelbaum, F. (PI) ; Marinovic, I. (PI) ; Marks, M. (PI) ; McDonald, J. (PI) ; McNichols, M. (PI) ; McQuade, T. (PI) ; Meehan, B. (PI) ; Mendelson, H. (PI) ; Mendonca, L. (PI) ; Miller, D. (PI) ; Monin, B. (PI) ; Nair, H. (PI) ; Narayanan, S. (PI) ; Neale, M. (PI) ; O'Reilly, C. (PI) ; Ostrovsky, M. (PI) ; Oyer, P. (PI) ; Parker, G. (PI) ; Pfeffer, J. (PI) ; Pfleiderer, P. (PI) ; Piotroski, J. (PI) ; Plambeck, E. (PI) ; Raimondi, A. (PI) ; Rajan, M. (PI) ; Ranganathan, A. (PI) ; Rao, H. (PI) ; Rapp, A. (PI) ; Rauh, J. (PI) ; Reichelstein, S. (PI) ; Reicher, D. (PI) ; Reiss, P. (PI) ; Rice, C. (PI) ; Rohan, D. (PI) ; Saban, D. (PI) ; Sahni, N. (PI) ; Saloner, G. (PI) ; Sannikov, Y. (PI) ; Schramm, J. (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) ; Strober, M. (PI) ; Sugaya, T. (PI) ; Thurber, M. (PI) ; Tonetti, C. (PI) ; Tormala, Z. (PI) ; Urstein, R. (PI) ; Vanasco, V. (PI) ; Wein, L. (PI) ; Weintraub, G. (PI) ; Whang, S. (PI) ; Wheeler, S. (PI) ; Wood, D. (PI) ; Xu, K. (PI) ; Yurukoglu, A. (PI) ; Zenios, S. (PI) ; Zwiebel, J. (PI)

GSBGEN 392: Modern Military Strategy: the Changing Face of War

The course's goal is to introduce students to the complexities of military strategy in the modern era. We will cover a variety of types of warfare, ranging from early modern wars, through the great wars of the twentieth century to the strategic challenges posed by present-day counterinsurgency and low-intensity conflicts. Military planners are required to act fast in an uncertain and highly lethal environment. We will examine how, and why, they react to innovations that completely transform their worlds, and try to understand what makes such strategic responses successful. In so doing, we will explore the interlocking relations between strategy and economics, technology, ideology, state apparatuses, and various forms of armed organizations. Course requirements: Students are required to submit 2 assignments: a mid-term project analyzing a successful military strategy, and a final project. The final project will be based on an in-class simulation of a strategic military campaign. Students will be required to submit individual analyses of the simulation, and present their analyses in class.
Last offered: Spring 2016

GSBGEN 393: Practicum in Applied Philanthropy: Achieving Impact from a Major Gift

Giving away money well-i.e., achieving genuine planned impact in a measurable way--turns out to be as hard or harder than earning or investing it. In this seminar, students will decide how and to which nonprofit organization they will make a real $100,000 donation. The students, guided by the instructor, will choose what readings and resources to draw on in making their decisions from a bibliography provided as well as other sources they develop. They will also discover, debate, discuss and decide what evaluation approach approach to use as well as what decision-making process to apply. Students are likely to be asked to research and present knowledge on relevant topics. And a final presentation to a donor trying to decide whether to fund part of the $100,000 is likely also.
Last offered: Autumn 2014

GSBGEN 503: The Business of Healthcare

Healthcare spending is now nearly 18% of the entire GDP of the U.S. economy. The S&P healthcare sector has been one of the best producing segments of the market for the last five years, and growth of healthcare expenditures continue to escalate at a rapid pace. This has triggered an abundance of opportunities for those interested in a career in healthcare management, investing, or entrepreneurialism. The Business of Healthcare-2016 will present the current market framework from the eyes of a clinician and with the perspective of the consumer-patient, but with the experience of a successful business builder and investor. Course will begin with the discussion of the channels of distribution of healthcare delivery, from providers, to practitioners, to consumer-facing "healthcare lite" sectors of the market. Impact of the regulatory environment, with specific focus on the Affordable Care Act, will be evaluated. Overview of venture and private equity investing will be deeply probed, with many specific market examples of how investors develop an investment thesis, identify specific targets, diligence companies, and close an investment. High-level discussion around building financial modeling for target acquisitions will be presented, and the course will delve into the burgeoning area of healthcare analytics and outcomes management and its future impact on positioning, reimbursement and clinical outcomes. Sectors that will be discussed include: healthcare services, healthcare IT, Life Sciences, Pharma and Biotechnology, and Managed Care. Course will include preparatory readings, presentations from industry leaders, and robust in-class discussion requiring student engagement. Final grade will consist of in-class participation, one minor in-class presentation, and a final paper developing either a new healthcare business start-up proposition or presenting an identified investment target in the healthcare industry. Course will be especially valuable for those interested in a career in starting a healthcare company, healthcare investing, healthcare administration, or other healthcare-related entity business.
Terms: Aut | Units: 2
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