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Due to recent announcements about Autumn Quarter (see the President's update), please expect ongoing changes to the class schedule.

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

OB 206: Organizational Behavior

Building on the discipline of social psychology, this course helps you cultivate mindsets and build skills to understand the ways in which organizations and their members affect one another. You will learn frameworks for diagnosing and resolving problems in organizational settings. The course relates theory and research to organizational problems by reviewing basic concepts such as individual motivation and behavior; decision making; interpersonal communication and influence; small group behavior; and dyadic, individual, and inter-group conflict and cooperation.
Terms: Win | Units: 2

OB 278: MSx: Organizational Behavior

Building on the discipline of social psychology, this course helps you cultivate mindsets and build skills to understand the ways in which organizations and their members affect one another. You will learn frameworks for diagnosing and resolving problems in organizational settings. The course relates theory and research to organizational problems by reviewing basic concepts such as individual motivation and behavior; decision making; interpersonal communication and influence; small group behavior; and dyadic, individual, and inter-group conflict and cooperation.
Terms: Win | Units: 2
Instructors: Flynn, F. (PI)

OB 289: MSx: Negotiations

Effective managers and leaders should be familiar with the strategy and psychology of conflict and negotiate effectively with other persons, departments, organizations, and stakeholders. Hence, a first aim of the course is to develop your ability to analyze conflicts. Concepts from the course will enable us to look beneath the surface rhetoric of a conflict, to isolate the important underlying interests at stake, and to determine what sort of negotiated settlement (if any) is feasible in a given conflict. In addition to understanding how to analyze a conflict, to manage conflict effectively, you must have a broad repertoire of behavioral skills that can be applied to the various conflict situations you are likely to encounter. Therefore, a second aim of the course is to allow you to experience various bargaining situations by playing a role in simulated conflict. Our exercises will allow you to try out tactics that might feel uncomfortable trying in an actual conflict, get constructive more »
Effective managers and leaders should be familiar with the strategy and psychology of conflict and negotiate effectively with other persons, departments, organizations, and stakeholders. Hence, a first aim of the course is to develop your ability to analyze conflicts. Concepts from the course will enable us to look beneath the surface rhetoric of a conflict, to isolate the important underlying interests at stake, and to determine what sort of negotiated settlement (if any) is feasible in a given conflict. In addition to understanding how to analyze a conflict, to manage conflict effectively, you must have a broad repertoire of behavioral skills that can be applied to the various conflict situations you are likely to encounter. Therefore, a second aim of the course is to allow you to experience various bargaining situations by playing a role in simulated conflict. Our exercises will allow you to try out tactics that might feel uncomfortable trying in an actual conflict, get constructive feedback from your counterparts and classmates, and learn how you come across. This course is an intense, compact version longer negotiation courses (electives OB381 and OB581); thus, students should not take either of these courses as there is considerable overlap among the three. Attendance and participation in the negotiation exercises are mandatory.
Terms: Win | Units: 2
Instructors: Halevy, N. (PI)

OB 331: Leadership Fellows II

This course is the continuation of Leadership Fellows I, an 8-unit course that begins in Autumn Quarter. During this quarter Fellows will continue to deepen their coaching and mentoring skills, and will focus exclusively on in-depth 1:1 coaching with three MBA1 coachees (who were not members of their MBA1 squad.) Classes and clinics continue as in Autumn Quarter.
Terms: Win | Units: 4

OB 374: Interpersonal Dynamics

PRE-QUALIFICATION REQUIRED (see link at bottom of course description). NOTE FOR AY 2020-21: Given current expectations about the need for social distancing, our current plans for Autumn quarter (and potentially Winter and Spring quarters as well) include the following modifications to the course: Lectures will take place virtually on Zoom. T-group meetings during daytime class time will also be virtual. Evening T-group meetings will be in person (with social distancing and masks). Groups will be 7-8 students instead of the usual 12 in order to allow for productive discussions in the context of social distancing. Students who cannot attend evening t-group in person may participate virtually. Beyond these modifications the course remains focused on increasing one's competencies in building more effective relationships. Learning is primarily through interactions with other group members and reflection on those interactions. This course is very involving, and, at times, can be quite emotio more »
PRE-QUALIFICATION REQUIRED (see link at bottom of course description). NOTE FOR AY 2020-21: Given current expectations about the need for social distancing, our current plans for Autumn quarter (and potentially Winter and Spring quarters as well) include the following modifications to the course: Lectures will take place virtually on Zoom. T-group meetings during daytime class time will also be virtual. Evening T-group meetings will be in person (with social distancing and masks). Groups will be 7-8 students instead of the usual 12 in order to allow for productive discussions in the context of social distancing. Students who cannot attend evening t-group in person may participate virtually. Beyond these modifications the course remains focused on increasing one's competencies in building more effective relationships. Learning is primarily through interactions with other group members and reflection on those interactions. This course is very involving, and, at times, can be quite emotional. However, this course is not a substitute for therapy. If you are in therapy, please talk this over with your therapist and get their advice before enrolling in this course. Students are divided into t-groups of 7 or 8 students. T-groups meet during part of class-time as well as in the evening. The class has a weekend retreat toward the end of the quarter which will take place on campus. It is very important to note that when you decide to take this course, you make an explicit contract to be actively involved. ATTENDANCE: Because of the highly interactive nature of this course, it is very important that all students attend all sessions. Missing class, class T-group, evening T-group, or any portion of the weekend for an unexcused absence will negatively influence your grade and may result in your grade being dropped one grade level (for each absence). Attendance at the first class is required for all sections and failure to attend the first class will result in an automatic drop. WAITLIST: Waitlisted students must attend the first class to maintain their place on the waitlist and should check with individual instructors on whether attendance at another section can meet this requirement. It is the student's responsibility to notify respective OB 374 faculty of your attendance and wish to fulfill your waitlist requirement. SECTION SPECIFIC INFORMATION: See section schedules for details on class days, T-group evening, and weekend retreat dates; it is your responsibility to make sure you can fulfill all attendance requirements before enrolling. PRE-QUALIFICATION: Students must pre-qualify before taking the class through an assignment on Canvas (due approximately five weeks prior to the quarter). Go to https://canvas.stanford.edu/enroll/H8WJ8X, then select "Enroll in Course".
Terms: Aut, Win, Spr | Units: 5

OB 377: The Paths to Power

Power and influence processes are ubiquitous and important in organizations, so leaders need to be able both to understand power and to act on that knowledge. This course has three objectives: 1) increasing students' ability to diagnose and analyze power and politics in organizational situations; 2) increase students' skills in exercising power effectively; and 3) helping students come to terms with the inherent dilemmas and choices, and their own ambivalence, involved in developing and exercising influence. Topics covered include: the sources of power, including individual attributes and structural position; dealing with resistance and conflict; obtaining allies and supporters; maintaining power; how and why power is lost; living in the limelight--the price of having power; preparing oneself to obtain power; and the use of language and body language in exercising power.The class involves a reasonably large number of written, self-reflective assignments as well as two individual projects (doing a power diagnosis on an external organization that is important to the person) and a doing-power project (using the class material during the quarter to gain power in some group or organization). The class emphasis is on both learning the conceptual material and also incorporating it into one's own strategies and behaviors.
Terms: Win | Units: 3
Instructors: Pfeffer, J. (PI)

OB 518: Leading Through Culture

This course examines organization culture, how and why managers can use culture to maximize results within an organization, and how culture can undermine results. The course begins by situating cultural leadership and management within a culture-shaping framework and the opportunities, obligations and methods for leaders to impact culture. It also focuses on what is different in cultural management and why so many contemporary firms attempt to use it. We analyze the relationship between culture and strategy, seeking alignment between the two. The course also explores different kinds of cultures seen in high performing and low performing organizations, and seeks to understand how cultural content affects behavior and business results. Students will be asked to describe and define the culture of an organization needed for a given business and strategy, and to define the role of executives in shaping culture. The class identifies and analyzes the tools or levers that leaders can use to bu more »
This course examines organization culture, how and why managers can use culture to maximize results within an organization, and how culture can undermine results. The course begins by situating cultural leadership and management within a culture-shaping framework and the opportunities, obligations and methods for leaders to impact culture. It also focuses on what is different in cultural management and why so many contemporary firms attempt to use it. We analyze the relationship between culture and strategy, seeking alignment between the two. The course also explores different kinds of cultures seen in high performing and low performing organizations, and seeks to understand how cultural content affects behavior and business results. Students will be asked to describe and define the culture of an organization needed for a given business and strategy, and to define the role of executives in shaping culture. The class identifies and analyzes the tools or levers that leaders can use to build an effective culture. We will spend a session on each of the following: culture and strategy alignment, architecture for shaping culture, selecting people for cultural alignment, aligning organizational practices, culture and society, cultural inflection points from start-up to scale, cultural aspects of high performance and cultural diagnostics. The course will end with a session on culture issues in merger and acquisition.
Terms: Win | Units: 2
Instructors: Carroll, G. (PI)

OB 637: Modeling Culture

What is culture, and how can we model it? This course will survey theoretical frameworks for studying culture from a multidisciplinary perspective, ranging from evolutionary biology through sociology to economics. We will explore various methods for measuring culture and modeling cultural processes, including ethnography and survey data. Our focus, however, will be on measurement and modeling strategies that are made possible by the internet revolution and big data, including agent-based modeling, natural language processing and machine learning. Our class discussions will transition between theoretical abstraction and hands-on data analysis.
Terms: Win | Units: 3
Instructors: Goldberg, A. (PI)

OB 654: Organizational Behavior Pro Seminar

This pro-seminar is primarily for OB-macro PhD students who are developing dissertation ideas. The focus is on the theoretical argument underpinning the dissertation research. Students will regularly present and comment upon one another's ideas. Students can and are encouraged to take the pro-seminar multiple times.
Terms: Win | Units: 1 | Repeatable 3 times (up to 3 units total)
Instructors: Sorensen, J. (PI)

OB 678: The Design and Process of Experimental Research

This year-long course takes a hands-on approach to learning about experimental research. It will cover the entire process of experimental research from idea and hypothesis generation to study design, analysis, and publication. The topical content will be customized to the specific interests of the enrolled students, but generally will be concerned with questions about behavioral phenomena in organizational contexts.
Terms: Aut, Win, Spr | Units: 1 | Repeatable 15 times (up to 30 units total)
Instructors: Martin, A. (PI)
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