printer friendly pageSTRAMGT 207: Strategic Leadership
This course examines fundamental issues of general management and leadership within an organization. You will learn about setting an organization's strategic direction, aligning structure to implement strategy, and leading individuals within the firm. You will master concepts, frameworks, and tools to assess an industry and a firm's competitive environment, and to craft alternatives. You will study the interplay among formal structure, informal networks, and culture in shaping organizational performance. By integrating leadership theory, the lessons of practical application, and your own experience, you will develop skills and capabilities essential to leading others. And you'll gain a better understanding of your own leadership preferences, strengths, and weaknesses.
Units: 4
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Grading: GSB Letter Graded
Instructors:
Ferguson, J. (PI)
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Goldberg, A. (PI)
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Benkard, C. (SI)
;
Hartmann, W. (SI)
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Instructors:
Ferguson, J. (PI)
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Goldberg, A. (PI)
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Benkard, C. (SI)
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Hartmann, W. (SI)
STRAMGT 210: Managerial Skills
In the Managerial Skills Labs we examine several common managerial challenges faced by executives. Together with Faculty, students explore these topics using four case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. We have selected small to midsized businesses as the context for these discussions in order to highlight the impact that key decisions and their implementation can have on the broader organization. Class preparation should include not only analysis and conclusions, but also specific recommendations on implementation. Students should come to class prepared to role play important conversations between management and other key individuals.
Units: 1
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Grading: GSB Letter Graded
Instructors:
Dodson, D. (PI)
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Joss, R. (PI)
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Livermore, A. (PI)
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Peterson, J. (PI)
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Instructors:
Dodson, D. (PI)
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Joss, R. (PI)
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Livermore, A. (PI)
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Peterson, J. (PI)
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Taweel, K. (PI)
STRAMGT 259: Sloan: Generative Leadership
Generative Leadership: How to Create Innovative Ideas and Convey Them with Impact There are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication. Design Thinking Outcome: Participants learn to employ User Centered Design as promoted by the Stanford d.school. They become adept at Empathizing with the end user, practicing focused Need Finding, Defining the Problem, Ideating, Rapidly Prototyping and Adapting to Feedback. Experiences: Participants learn the Design Thinking process through a hands-on, collaborative design challenge, like redesigning the Briefcase for a specific user. The Improvisational Mindset Outcome: The participants increase their ability to respond flexibly to novel situations and to generate innovative solutions on a collaborative, creative team. The mindset is cultivated by practicing 5 key principles. Say "Yes, and". Treat Mistakes as Gifts. Inspire your Partner. Dare to be Obvious. Notice the World. Experiences: The key principles are taught through a series of immersive theater exercises derived from Johnstone, Spolin, and Ryan. Valuable readings include IMPROV WISDOM, by Patricia Ryan and journal articles on improv and brainstorming. High Performance Communication Outcome: The final segment of the class is a chance to apply the principles of User Centered Design and the Improvisational Mindset to design and deliver messages that go beyond just transmitting information - they get results. Participants successfully use a version of the Design Thinking process to rapidly develop content that is tuned to the audience's needs, and that they can deliver in a way that is agile and responsive to real time feedback Experiences Generative Leadership culminates in a group presentation designed to influence key stakeholders. To be successful, participants will have to draw on all sections of the course. AS WE SPEAK is our text.
Units: 2
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Grading: GSB Letter Graded
Instructors:
Klein, D. (PI)
STRAMGT 279: Sloan: Global Strategic Management
This course introduces the basic concepts of strategic management, focusing on their application in a semi-globalized world, where international borders are less significant than in the past but still very important. There are texts that will be required reading, but each class will also feature a case discussion.
Units: 4
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Grading: GSB Letter Graded
Instructors:
Roberts, D. (PI)
STRAMGT 353: Entrepreneurship: Formation of New Ventures
This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education.
Units: 4
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Grading: GSB Letter Graded
Instructors:
Ellis, R. (PI)
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Leslie, M. (PI)
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Chambers, J. (SI)
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Child, M. (SI)
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Instructors:
Ellis, R. (PI)
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Leslie, M. (PI)
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Chambers, J. (SI)
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Child, M. (SI)
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Rachleff, A. (SI)
STRAMGT 355: Managing Growing Enterprises
This course is offered for students who, in the near term, aspire to the management and full or partial ownership of a new or newly-acquired business. The seminar, which is limited to 40 students, has a strong implementation focus, and deals in some depth with certain selected, generic entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing. Throughout the course, emphasis is placed on the application of analytical tools to administrative practice.
Units: 4
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Grading: GSB Letter Graded
STRAMGT 356: The Startup Garage: Design
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.
Units: 4
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Grading: GSB Letter Graded
Instructors:
Zenios, S. (PI)
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Siegelman, R. (SI)
STRAMGT 371: Strategic Management of Technology and Innovation
This course focuses on the strategic management of technology-based innovation in the firm. The purpose is to provide students with concepts, frameworks, and experiences that are useful for taking part in the management of innovation processes in the firm. The course examines how they can be managed effectively. Specific topics include: assessing the innovative capabilities of the firm, managing the Corporate R & D function, managing the interfaces between functional groups in the development function in the firm, understanding and managing technical entrepreneurs, building technology-based distinctive competencies and competitive advantages, technological leadership versus followership in competitive strategy, institutionalizing innovation, attracting and keeping corporate entrepreneurs.
Units: 4
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Grading: GSB Letter Graded
Instructors:
Burgelman, R. (PI)
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Siegel, R. (SI)
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.
Units: 3
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Grading: GSB Letter Graded
Instructors:
Burgelman, R. (PI)
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Pearl, R. (SI)
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.
Units: 1
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Grading: GSB Pass/Fail
Instructors:
Wheeler, S. (PI)
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