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61 - 70 of 87 results for: VPGE::Leadership ; Currently searching offered courses. You can also include unoffered courses

MS&E 472: Entrepreneurial Thought Leaders' Seminar

Learn about entrepreneurship, innovation, culture, startups and strategy from a diverse lineup of accomplished leaders and entrepreneurs in venture capital, technology, education, philanthropy and more. Open to all Stanford students. Required weekly assignment. May be repeated for credit.
Terms: Aut, Win, Spr | Units: 1 | Repeatable for credit

MS&E 489: d.Leadership (ME 368)

d.Leadership is a course that teaches the coaching and leadership skills needed to drive good design process in groups. d.leaders will work on real projects driving design projects within organizations and gain real world skills as they experiment with their leadership style. Take this course if you are inspired by past design classes and want skills to lead design projects beyond Stanford. Preference given to students who have taken other Design Group or d.school classes. Admission by application. See dschool.stanford.edu/classes for more information
Terms: Win | Units: 4

OB 381: Conflict Management and Negotiation

Conflict is unavoidable in every organization. The key question is how it will be handled: will it escalate to dysfunctional levels or will it be effectively managed? Hence, a first aim of the course is to develop your ability to analyze conflicts, to look beneath the surface rhetoric of a conflict, to isolate the important underlying interests, and to determine what sort of agreement (if any) is feasible. We'll analyze which negotiation strategies are effective in different conflicts. We'll also examine psychological and structural factors that create conflict and often pose a barrier to its resolution. But understanding how to analyze a conflict is not enough. To manage conflict effectively, you need a broad repertoire of behavioral skills. Developing these is the second aim of the course. To achieve this, negotiation exercises are used in every session. When playing a role in a simulated conflict, you will be free to try out tactics that might feel uncomfortable in a real one. You will get feedback from your classmates about how you come across. In sum, you can use this course to expand your repertoire of skills, to hone your skills, and to become more adept in choosing when to apply each skill.
Terms: Aut | Units: 3
Instructors: Bendor, J. (PI)

OB 513: Beyond Disruption: Entrepreneurial Leadership Within Existing Organizations

Why do large, successful companies often have such difficulty in disrupting themselves (e.g., Kodak, Blockbuster, Borders)? How do you maintain an entrepreneurial edge within an existing enterprise? How do you sustain core businesses while simultaneously adapting to disruptive threats? In this course, students will build the skills to spot threats and opportunities earlier and capture them faster. The course will take a look at some of the most successful ¿creators within corporations¿ and discern why some strategies succeed when others do not. We will explore the framework that some companies have developed to simultaneously compete in their core business while exploring new ones. To do this we will interact with guests from firms like Walmart, Amazon, General Motors, Flex and IBM as well as venture capitalists and entrepreneurs. Our objective is to help students understand in some detail what it takes to help organizations stay ahead of disruptive threats and to avoid problems that often lead companies into decline.
Terms: Aut | Units: 2

PUBLPOL 268: Global Organizations: The Matrix of Change (PUBLPOL 168, SOC 168, SOC 268)

We derive analytical tools from the social sciences in studying a variety of organizations given their strategies, and in particular, when their strategies change. Focus is on how to design effective organizations and projects within and across institutional settings. Theme: Labor market integration of refugees, an international outlook. Recommended: FINANCE 377, MS&E 180, SOC 160, ECON 149, or MGTECON 330.
Terms: Win | Units: 4

SOC 268: Global Organizations: The Matrix of Change (PUBLPOL 168, PUBLPOL 268, SOC 168)

We derive analytical tools from the social sciences in studying a variety of organizations given their strategies, and in particular, when their strategies change. Focus is on how to design effective organizations and projects within and across institutional settings. Theme: Labor market integration of refugees, an international outlook. Recommended: FINANCE 377, MS&E 180, SOC 160, ECON 149, or MGTECON 330.
Terms: Win | Units: 4

SOC 271: Organizational Analysis (EDUC 288)

Principles of organizational behavior and analysis; theories of group and individual behavior; organizational culture; and applications to school organization and design. Case studies.
Terms: Win | Units: 4
Instructors: Powell, W. (PI)

SOC 356: Strategy and Organizations

Why are some organizations more competitive than others?  This is one of the defining questions of the interdisciplinary research field known as strategic management.  In this seminar, we will survey the field of strategic management as seen through the lens of organization theory, touching on the four main theoretical approaches that have developed there.nnnMost work in strategic management pays little attention to particular theoretical perspectives, and is organized more by the topic - the phenomenon being studied - such as market exit, growth, performance, mergers and acquisitions, innovation, and the like.  I have catalogued the research in strategic management both according to theoretical perspective and topic, and that structure is developed in this course.  Our goal is to help you to identify theoretical perspectives as you try to understand the strategy field.
Terms: Win | Units: 3

SOMGEN 275: Leading Value Improvement in Health Care Delivery

Successful leaders on the journey to better care delivery methods with lower total spending inevitably face challenges. What confluence of attitudes, values, strategy, and events allows them to prevail? Contexts will include public policy, entrepreneurship and early stage investing, care delivery innovations, and health care system management to improve the value of care. Course faculty and guests will consist of nationally recognized leaders, innovators, and change agents. The course is open to any member of the Stanford community aspiring to lead value improvement in health care delivery including medical, MBA, law, and graduate students, as well as undergraduates, postdoctoral candidates, and medical center trainees. May be repeated for credit.
Terms: Aut | Units: 1 | Repeatable for credit

SOMGEN 282: The Startup Garage: Design (CHEMENG 482)

(Same as STRAMGT 356) The Startup Garage is an experiential lab course that focuses on the design, testing and launch of a new venture. Multidisciplinary student teams work through an iterative process of understanding user needs, creating a point of view statement, ideating and prototyping new product and services and their business models, and communicating the user need, product, service and business models to end-users, partners, and investors. In the autumn quarter, teams will: identify and validate a compelling user need and develop very preliminary prototypes for a new product or service and business models. Students form teams, conduct field work and iterate on the combination of business model -- product -- market. Teams will present their first prototypes (business model - product - market) at the end of the quarter to a panel of entrepreneurs, venture capitalists, angel investors and faculty.
Terms: Aut | Units: 4
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