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31 - 40 of 67 results for: STRAMGT

STRAMGT 376: Developing Entrepreneur Emotional Resilience

A fundamental challenge of an entrepreneur is the chronic emotional adversity new leaders face, at a task, relationship, and identity development (diversity) level. This class applies to both social entrepreneurs and business entrepreneurs. n nThis developmental flow of this course draws heavily on Goleman's emotional intelligence skills developed in OB 374: self-awareness, self-regulation, motivation, empathy, and social skills. Student's completing this class have called it 'touchy feely for entrepreneurs'.nnThe goal of this class is to learn to identify, build on, and leverage one's personal emotional resilience schema. Emotional resilience is the capacity to 'successfully adapt to emotional adversity'. When emotionally flooded decision-making is significantly impaired. Creative problem solving and teamwork are severely compromised. The capacity to down-regulate physiological arousal when emotionally 'flooded' by adversity and regain one's equilibrium of perception is a learnable skill. It is an intentional extension of one's personal emotional resilience schema. For an entrepreneur it is also a strategic advantage. Just as individuals can become emotionally flooded and incapacitated by adversity so can teams. In this 'flooded' state individuals and teams fall back on coping patterns of action. When what is most needed is timely and intentional 'down-regulating' behaviors: 1) self-soothing, and 2) co-soothing, that achieve emotional equilibrium. Students will engage in one-on-one interviews to identify different soothing strategies and resilience schema's learned by themselves, classmates, and experienced entrepreneurs.n nTo achieve this goal four educational behaviors will be engaged:n1. Learning one-on-one 'critical incident' interview skills that facilitate empathic-inquiry, emotional disclosure, pattern discovery and adaptive-reflection.n2. Identify one's present 'emotional resilience schema'.n3. Use critical incident interview skills to identify other entrepreneur's 'emotional resilience schema'. n4. Identify student's incidents of adaptive-reflection documented in submitted reflection journals (1-4) and summarize student's personal 'emotional resilience schema' growth trend.nnThis class is structured around Five Critical Incident (one-on-one) Interviews that the student will participate in. Each interview will be digitally taped and a copy saved by the student for review and analysis and submitted with each respective reflection journal (5). Students are expected to complete a 1000 word Emotional Resilience Reflection Journal entry summarizing their leanings from each of the Five Critical Incident Interviews.
Terms: Spr | Units: 4
Instructors: Bristol, S. (PI)

STRAMGT 381: Leading Strategic Change in the Health Care Industry

This seminar provides the opportunity for students to study the structure and dynamics of the U.S. health care industry, and some of the ways it intersects with the global health care industry. The U.S. health care industry represents over 15 percent of the nation's GDP and is rapidly changing as a result of government regulatory reform enacted in 2010. 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 (e.g., pharmaceutical companies, hospital companies, insurance companies); (2) entrepreneurial startups (e.g., home monitoring, genetic testing companies, information services); (3) cross-boundary disruptors (e.g., health clinics, Wal-Mart, Cisco, Google); and (4) international health care providers (e.g. in Mexico, India, Thailand) Four 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. During the first round of discussions (sessions 2-5) all participants will take part in examining the different parts of the competitive landscape. During the second round (sessions 6-9), the different teams will present their research findings and perspectives about the strategic opportunities and threats which exist. As part of the second set of sessions, the instructors will bring in domain experts to further augment the discussion.
Terms: Aut | Units: 3

STRAMGT 504: Innovation and Non-founder CEOs

This course will examine innovation (creating a different offering that customers want to buy), its role in the continued success of organizations, and the role of the non-founder CEO in leading an innovation organization. There will be special emphasis placed on how successful non-founder CEOs manage risk and potential failure in leading their organizations.
Terms: Win | Units: 1

STRAMGT 510: Conversations in Management

This case-based course is offered for students who want to refine their ability to manage challenging professional conversations. The class, which is limited to 32 students, will focus on the preparation for and execution of role-played dialogue as well as on postmortem analysis. Most of the respondent roles will be external to one's company, and some will be front line or mid-level people with limited educational credentials. Broad utilization will be made of background readings plus visiting case protagonists and experts. There will be nine class sessions, each of one hour and forty-five minutes.
Terms: Aut, Spr | Units: 2

STRAMGT 511: Protecting Ideas

At the beginning and usually at the heart of every new business is an idea. Around that core idea talent is assembled, technology is developed, investors are attracted, capital is deployed, business models are evolved, and products and services are created and sold. But what happens if a business'€™ core idea turns out not to be protectable, and can be freely used by competitors, many of whom may have significantly greater resources, pricing power and other competitive advantages? Or conversely, how do you recognize opportunities to enter markets in which incumbent barriers to entry are, from an IP standpoint, weak or illusory? Using hypotheticals premised on reported cases, this course explores the business impact and implications of the rapidly-changing and often confusing law around how to protect what are often the most valuable core assets of a business. In particular, and with the assistance of business executives from impacted companies and institutions, the Supreme Court'€™s recent decisions in Alice Corp. v. CLS Bank International, Association for Molecular Pathology v. Myriad Genetics, and Mayo v. Prometheus will be discussed, and their implications for business models and both offensive and defensive strategy in fields such as software development, e-commerce, personalized medicine and medical diagnostics will be explored.nnIt is the objective of this course to help students to recognize and think critically about how the ability or inability to protect, or the scope of the protection available for, new ideas impacts everything from the funding and viability of a new business to the business model and IP strategy selected to advance it.
Terms: Win | Units: 2
Instructors: Abramson, R. (PI)

STRAMGT 512: The Yin and Yang of Family Business Transitions

This seminar provides students with practical solutions to some of the challenges faced in family business transitions.nnFamily businesses are by far the dominant form of commerce world-wide, albeit the majority are small "mom and pop shops." Some research shows that large businesses, whatever the form of ownership, have an average lifespan of around forty years, while small businesses (at least in Japan and Europe) average around twelve years. So, if businesses in general do not survive, then it is a wonder that any family business can survive from one generation to another, let alone two, three, four or more.nnThere are three essential requirements to succeed in a family business transition. First, it may seem obvious that the business must succeed, but it is less obvious what advantages a family business has over its non-family-owned counterparts. Second, the ownership structure must effectively maintain family cohesion and support the business. Finally, family members need to organize in thoughtful ways to work effectively with one another.nnThe beauty of a family business is that it can be more profitable than companies with non-family ownership. Two fundamentals, at least, provide this advantage - a strong value system and a long-term economic perspective. The operative word above, however, is "can"; it is by no means a foregone conclusion that a family business will be more successful. Families must thoughtfully develop their advantages, while at the same time avoiding the pitfalls that are inherent in any family business.nnAccordingly, this course is offered for students whose families own a family business or who are interested in the special challenges faced by family businesses. International students are encouraged to register as different cultural perspectives to family business will enrich the experience for everyone. Particular focus will be given to the transitions from one generation to another and the lessons learned that can be applied during the entire life of the business.
Terms: Aut, Win | Units: 2
Instructors: Francis, P. (PI)

STRAMGT 514: The Improvisational Entrepreneur

Improvisational acting (i.e., improv) requires fast, flexible, and creative thinking; intense listening and effective self-presentation; and the ability to act without fear of failure. These skills are also vital for being a successful entrepreneur. In this class, you will learn techniques of improvisational acting that can transform your thinking about business and your approach to life.
Last offered: Autumn 2014

STRAMGT 516: Fundamentals of Effective Selling

The primary objective of this course is to introduce students to the fundamentals of how to sell and to what selling is truly about. The course is appropriate for anyone who wants to understand and show proficiency with the skills required by different selling situations (e.g., direct sales of products and services, selling oneself in an interview, raising money for a new venture, running a company as CEO, etc.). The course looks at the entire selling process of lead generation, prospecting, qualifying, discovery, understanding and selling value, customizing presentations, objection handling, negotiation and closing, and demonstrates how curiosity plays a critical role in every stage of the process. This is not a typical GSB case-study-based course. Students who have taken the class describe it as a hands-on, skill-based class. As students in this class, you will work together in groups outside of class to complete team-based exercises designed to introduce you to selling fundamentals in each stage of the selling process. You will be practicing and utilizing newly learned skills in real life each week; there will be lots of repetition. You will then come together in class with the instructors to share and process the learning from these exercises.
Last offered: Autumn 2014

STRAMGT 517: Topics in Digital Business

This class will guide students through in-depth research projects focusing on specific case studies of digital businesses, where students select topics individually or in teams. The research projects must be framed using principles from economics and strategy. The course will review conceptual frameworks from the economics of platform markets, such as economies of scale, network effects, entry strategies for new businesses as well as defensive strategies by incumbents. Possible topics include financial technology, virtual currency, internet marketplaces, the sharing economy, online advertising and advertising technology, big data, and analytics.
Last offered: Winter 2015

STRAMGT 518: Advertising and Monetization

The Global advertising market is forecast to top $600 Billion in 2016, with advances in advertising technology, such as online publishing, digital and mobile advertising platforms, as well as new ways of consuming video content, driving a rapid evolution of the market. We analyze this evolution from the perspective of three main constituents: 1) Marketers who rely on advertising to launch and sustain product sales, 2) Publishers and media owners for whom advertising often represents the largest source of monetization, and 3) Advertising agencies who design, plan and buy media for advertising campaigns. From the marketer’s perspective, we will look at the metrics and methods that are used in optimizing the use of advertising in an increasingly fragmented, complex marketplace.nnnFrom the media side, we will look at different selling and delivery strategies that can help publishers, particularly digital ones, monetize their audience more effectively.
Terms: Spr | Units: 2
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