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341 - 350 of 352 results for: CSI::certificate

STRAMGT 368: Strategic Leadership of Nonprofit Organizations and Social Ventures

This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of nonprofit organizations and their executive and board leaders, in the era of venture philanthropy and social entrepreneurship. The students will also be introduced to core managerial issues uniquely defined by this sector such as development/fundraising, investment management, performance management and nonprofit finance. The course also provides an overview of the sector, including its history and economics. Cases involve a range of nonprofits, from smaller, social entrepreneurial to larger, more traditional organizations, including education, social service, environment, health care, religion, NGO's and performing arts. In exploring these issues, this course reinforces the frameworks and concepts of strategic management introduced in the core first year courses. In addition to case discussions, the course employs role plays, study group exercises and many outsider speakers.
Terms: Win | Units: 3
Instructors: Meehan, B. (PI)

STRAMGT 381: Leading Strategic Change in the Health Care Industry

In this seminar we will study the structure and dynamics of the U.S. health care industry, especially in the face of ongoing regulatory change, and ways it intersects with the global health care industry. 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 landscap more »
In this seminar we will study the structure and dynamics of the U.S. health care industry, especially in the face of ongoing regulatory change, and ways it intersects with the global health care industry. 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; (2) entrepreneurial startups; (3) cross-boundary disruptors; and (4) international health care providers. World-class leaders in health care will be brought in to supplement our understanding of each one of these players. 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.
Terms: Aut | Units: 3

STRAMGT 519: Equity By Design: Building Diverse and Inclusive Organizations

This course equips you to create, build and lead equitable organizations. We will learn the power of iD&I - that is, how we can be change agents by involving key stakeholders, casting the right vision, and constructing the right interactions to unlock the true potential of diversity in teams and organizations. We will discuss the power of inclusion as itrelates to the employee and customer experience. We will study effective strategies for designing diverse and inclusive companies, and will address the barriers and myths related to meritocracy. We'll look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience - from engaging and hiring candidates to retaining employees and helping them thrive. We'll dive into how to create inclusive cultures and a sense of belonging. Finally, we will learn tools and techniques to empower change for ourselves and others. Experts in diversity and inclusion, and executives at companies that have successfully incorporated inclusion programs, will join us for the class discussions.
Terms: Win, Spr | Units: 2

STRAMGT 574: Strategic Thinking in Action - In Business and Beyond (II)

This six-session Bass seminar is about strategic leadership driving the transformation of the advanced automotive industry. It will build on what students have learned in their MBA core strategic leadership course but will also provide additional conceptual frameworks developed by the instructors to help examine the major seminar topics. The seminar¿s pedagogy involves informed debate to evaluate and hone well-researched views by the participants. Consequently, there will be an expectation of extensive contributions from all students to the discussion in all of the sessions. Small groups of seminar participants will also be expected to write and present position papers concerning the seminar¿s analytical topics. The industry scope of the seminar is twofold: First, it is about autonomous, electric, and shared vehicles. And second, it is about the manufacturer and supplier incumbents as well as the tech industry and startup new-entrants. 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 our analysis.
Terms: Aut | Units: 2

STRAMGT 579: The Political Economy of China

The evolving organization of the Chinese economy, with special emphasis on the following topics: the integration of the Communist Party organization with government entities and enterprises; the successive phases of market reform; the evolution of ownership and the nature of property rights; corporate restructuring and corporate governance; banking and finance; taxation and government revenue; the strengths and weaknesses of the national development model and the current domestic and international challenges to China's economic rise.
Terms: Spr | Units: 2
Instructors: Walder, A. (PI)

STRAMGT 584: Assessing High Impact Business Models in Emerging Markets

In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by more »
In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by the success of these new businesses? The seminar is a good match for Stanford students interested in working or investing in emerging markets. It will be taught by Matt Bannick, who led Omidyar Network (a $1 billion impact investing fund) and is the former President of eBay International and of PayPal.
Terms: Win | Units: 2
Instructors: Bannick, M. (PI)

URBANST 110: Introduction to Urban Studies (HISTORY 107)

Today, for the first time in history, a majority of people live in cities. By 2050, cities will hold two-thirds of the world¿s population. This transformation touches everyone, and raises critical questions. What draws people to live in cities? How will urban growth affect the world¿s environment? Why are cities so divided by race and by class, and what can be done about it? How do cities change who we are, and how can we change cities? In this class, you will learn to see cities in new ways, from the smallest everyday interactions on a city sidewalk to the largest patterns of global migration and trade. We will use specific examples from cities around the world to illustrate the concepts that we learn in class. The course is intended primarily for freshmen and sophomores.
Terms: Win | Units: 4 | UG Reqs: GER:DB-SocSci, GER:EC-AmerCul, WAY-ED, WAY-SI

URBANST 112: The Urban Underclass (CSRE 149A, SOC 149, SOC 249)

(Graduate students register for 249.) Recent research and theory on the urban underclass, including evidence on the concentration of African Americans in urban ghettos, and the debate surrounding the causes of poverty in urban settings. Ethnic/racial conflict, residential segregation, and changes in the family structure of the urban poor.
Terms: Win | Units: 4 | UG Reqs: GER:DB-SocSci, GER:EC-AmerCul, WAY-ED, WAY-SI

URBANST 113: Introduction to Urban Design: Contemporary Urban Design in Theory and Practice

Comparative studies in neighborhood conservation, inner city regeneration, and growth policies for metropolitan regions. Lect-disc and research focusing on case studies from North America and abroad, team urban design projects. Two Saturday class workshops in San Francisco: 2nd and 4th Saturdays of the quarter. Terms: Win | Units: 5 | UG Reqs: GER:DBSocSci | Grading: Letter (ABCD/NP)
Terms: Win | Units: 5 | UG Reqs: GER:DB-SocSci, WAY-CE, WAY-SI
Instructors: Glanz, D. (PI)

URBANST 131: VIP: Very Impactful People - Social Innovation & the Social Entrepreneur

Invited lecture series. Perspectives and endeavors of entrepreneurs and thought leaders who address social needs in the U.S. and internationally through private, for-profit and nonprofit organizations or public institutions. The lecture and Q&A is from 5:30 to 6:30 p.m., followed by an optional discussion period with the speaker including dinner.
Terms: Aut, Spr | Units: 1 | Repeatable for credit
Instructors: Edwards, M. (PI)
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