HRMGT 280 - Human Resource Management

» 01

TF

8:15 AM-9:45 AM

Paul Oyer

» 02

TF

8:15 AM-9:45 AM

Hayagreeva Rao

» 03

TF

10:00 AM-11:30 AM

Paul Oyer

» 04

TF

10:00 AM-11:30 AM

Hayagreeva Rao

» 05

TF

1:30 PM-3:00 PM

Paul Oyer

» 06

TF

1:30 PM-3:00 PM

Hayagreeva Rao

HRMGT 281 - Human Resource Management - Extended

» 01

TF

8:00 AM-9:45 AM

James N Baron

OB 258 - Organizational Growth

» 01

MTH

10:00 AM-11:30 AM

William Barnett

» 02

MTH

1:30 PM-3:00 PM

William Barnett

OB 264 - Organizational Change

» 01

MTH

10:00 AM-11:30 AM

Michael Hannan

» 02

MTH

1:30 PM-3:00 PM

Michael Hannan

OB 284 - Organizational Learning

» 01

MTH

3:15 PM-4:45 PM

Jerker Denrell

POLECON 230 - Strategy in the Business Environment

» 01

TF

8:15 AM-9:45 AM

Romain Wacziarg

» 02

TF

10:00 AM-11:30 AM

Romain Wacziarg

» 03

TF

10:00 AM-11:30 AM

John William Hatfield

» 04

TF

1:30 PM-3:00 PM

John William Hatfield

» 05

TF

1:30 PM-3:00 PM

Gerard Padro

» 06

TF

3:15 PM-4:45 PM

Gerard Padro

STRAMGT 353 - Entrepreneurship: Formation of New Ventures

» 01

TF

10:00 AM-11:45 AM

Charles A Holloway

STRAMGT 355 - Managing Growing Enterprises

» 01

TF

10:00 AM-11:30 AM

Harold Irving Grousbeck

» 02

TF

1:30 PM-3:00 PM

Jim Ellis

» 03

TF

3:15 PM-4:45 PM

Dick Allen

STRAMGT 385 - International Business

» 01

MTH

8:00 AM-9:45 AM

Bruce McKern

» 02

MTH

1:15 PM-3:00 PM

Bruce McKern

OB 381 - Conflict Management and Negotiation

» 01

TF

1:15 PM-3:00 PM

Jonathan Bendor

» 02

TF

3:15 PM-5:00 PM

Jonathan Bendor

OB 372 / 01 - High-Performance Leadership

Instructor(s):
Carole Robin

Meeting Times:

TF

10:00 AM-11:45 AM

Units: 4

Course Description:
Although many leadership approaches will achieve good performance, it is the premise of this course that the assumptions underlying traditional approaches to leadership frequently blocks excellence. This course will present a new approach that sees leadership as a joint responsibility of members and the leader. Implementing this new definition requires strong teams, shared vision and mutual influence relationships. Class time will be spent describing this approach and exploring how both leaders and members can build such teams, make vision real and relevant and develop mutual influence relationships. Through the use of video, written cases and in-class role-plays, the specifics of how to build a high performance unit will be discussed. Although most of the time will be spent on the leader dealing with direct reports, attention will also be paid to the other two leadership functions of dealing sidewards and upwards. In addition to class time, students will be randomly assigned to 7-person Skill Development groups. For Bradford's section in fall quarter, they meet for two and a half hours on Monday, Tuesday, or Wednesday evening or Wednesday day. For Robin's sections in winter and spring, they meet for two and a half hours on Tuesday, Wednesday, or Thursday evening or Wednesday day. (Attempts will be made to take student preferences into account in making the group assignments.) Role-plays and critical incidents will let students increase their competencies in implementing this leadership model by trying out various approaches and receiving peer feedback. Students will rotate responsibility for planning and conducting these sessions. There will also be a group simulation. There will be an on-going log and a final 5-page self-assessment paper.

Class Notes:
Attendence at the first two classes is required for those on the waitlist as well as enrolled. One excused absence is allowed after that.
Must attend all SDG meetings.

Appropriateness:	MBA, Sloan, & PhD Students
Attendance:	Mandatory whether registered or on waitlist
Capacity:	Capacity limited to 56 students
Exams:	No Exam
Grade Distribution:	Participation 25% PP 50% Skill Dev Group 25%
Mode of Instruction:	Lecture, Discussion, Role Play
Pass/Fail option:	P/F Not Allowed
Projects or Papers:	Numerous Assignments

OB 364 / 01 - Organizational Change

Instructor(s):
Michael Hannan

Meeting Times:

MTH

8:15 AM-9:45 AM

Units: 4

Course Description:
Organizations that operate in dynamic environments frequently change strategy and structure to try to keep pace. However, organizations generally find that change takes longer and is more disruptive than expected. Indeed, deep change can prove disastrous. This course uses sociological theory and reseach to understand these patterns. Analysis of cases of various kinds of organizational change allows exploration of managerial implications concerning both the decision to enact change and ways of guiding change processes.
A research paper on a case of organizational change provides an opportunity to go more deeply into managerial implications.

Appropriateness:	MBA and Sloan
Attendance:	Mandatory Attendance Absences will impact grade
Exams:	Midterm
Grade Distribution:	Midterm 25% Participation 35% Proj./Paper 40%
Mode of Instruction:	Case Discussion and Lecture
Projects or Papers:	1 Group Project or Paper

OB 358 / 01 - Organizational Growth

Instructor(s):
William Barnett

Meeting Times:

MTH

8:15 AM-9:45 AM

Units: 4

Course Description:
In this course, our purpose will be to explore issues in managing a growing organization. To this end, three general questions will guide our inquiry: 1) Why do the opportunities for organizational growth vary with a firm's size, strategy, and situation? 2) What challenges typically arise as firms grow? and 3) How can managers take advantages of these opportunities and deal with these challenges? The answers to these questions depend on the characteristics of your firm and of its competitive environment. In a small firm, one is challenged to create an initial growth trajectory, and then adapt the firm and its strategies to the requirements of larger-scale operation. By contrast, in a larger, more established firm, the key challenge is to sustain growth -- through revitalizing current businesses or possibly by expanding into new areas. The challenge in both contexts is for managers to design the organization as a system that can grow successfully. Doing so requires sophisticated understanding of organizational processes. Note: Course #358 is an extended version of course #258.

Appropriateness:	MBA and Sloan
Attendance:	Mandatory Attendance Absences will impact grade
Certificate Program:	GMP certificate course
Exams:	Midterm
Grade Distribution:	Midterm 30%, Participation 40%, Project/Paper 30%
Mode of Instruction:	Case Discussion and Lecture
Pass/Fail option:	P/F Not Allowed
Projects or Papers:	1 Group Project or Paper

MGTECON 304 / 01 - Projects in International Development

Instructor(s):
John McMillan

Meeting Times:

TH

3:15 PM-6:15 PM

Units: 4

Course Description:
Working in teams, students will undertake an in-depth study of a practical topic in international development. The topics will vary, but the common theme will be the design of implementable mechanisms. Examples of what could fit are: new issues in microcredit; policy design for an oil-rich country to avoid the resource curse; the role of corporations in failed states. The class will meet for seminar-style discussions of relevant academic research and to review progress. The course will run under the auspices of the Center for Global Business and the Economy.

Appropriateness:	MBA and Sloan
Attendance:	Attendance is required
Capacity:	Capacity Limited to 20 students
Certificate Program:	GMP and PMP certificate course
Exams:	No Exam
Pass/Fail option:	P/F Not Allowed

GSBGEN 354 / 01 - Globalization Strategies

Instructor(s):
George Foster

Meeting Times:

MTH

8:00 AM-9:45 AM

THORNT110

Units: 4

Course Description:
This course examines the planning and execution of globalization strategies of (a) startups and SME's (small to medium-sized enterprises), and (b) larger firms. The challenges of "going global" can be very daunting; especially in ventures where resource constraints are severe. Yet, the opportunities from expanding beyond a local arena can be sufficiently large to warrant a sizable commitment of resources. The five keys are: 1. THE WHY-Pivotal importance of understanding diverse motivations for globalization. 2. THE WHEN-Going Too Late versus Going Too Early Trade-offs. 3. THE HOW TO GO GLOBAL-Comparison of Greenfield expansion versus joint ventures versus franchising versus acquisitions. Also use of direct versus indirect sales approaches. 4. THE WHERE TO GO GLOBAL- Comparison of day 0 global rollout versus country-by-country roll-out. Approaches used to prioritize sequence of country-by-country markets to enter. 5. THE WITH WHOM-Use of quality partners to turbo-speed global reach. 6. CUTURAL/ECONOMIC/POLITICAL DIFFERENCES-benefits/costs of localization versus upside of global execution/global brands. The general format for each class is a case discussion and linkage to an overall evolving conceptual framework. At about 80% of the sessions, there will be a class guest who will co-teach the session. Cases are drawn from multiple parts of the globe as well as across multiple types of industries. The grading is based on 2 case write-ups, a group project, and class participation. (Foster)

Appropriateness:	MBA, Sloan, & PhD Students
Attendance:	Mandatory Attendance Absences will impact grade
Capacity:	Limited to 46 GSB, 20 Non-GSB
Certificate Program:	GMP certificate course
Cross Listed Courses:	Cross-listed as MS&E 278
Exams:	No Exam
Grade Distribution:	Participation 20% Projects/Papers 80%
Mode of Instruction:	Case discussion
Pass/Fail option:	P/F Allowed with Permission of Instructor
Prerequisites:	Pre-req ACCT 210
Projects or Papers:	2 Group Project/Paper

SBGEN 304 / 01 - Deals

Instructor(s):
Robert Daines

Meeting Times:

MTH

10:00 AM-11:30 AM

Units: 4

Course Description:
This course will focus on the logic and structure of complex deals and on how professionals can add value by helping to engineer solutions to common problems. The goal is to explain both how private parties actually order their commercial interactions and also how they ought to.
The first part of the course will examine the generic set of problems common to all complex transactions. The problems include transaction costs, adverse selection, moral hazard, problems of enforceability, strategic behavior, agency problems and contracting over time. These problems largely stem from asymmetric information and the possibility that the parties will act opportunistically to enrich themselves at the expense of the other. We also examine contractual and market responses that are intended to limit