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The MIT Sloan Fellows, Stanford MSx, and LBS Sloan …

This is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from idea to launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students within Stanford who bring expertise of particular relevance to the idea being pursued. This course is designed not only for students with immediate entrepreneurial aspirations, but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, and morph their idea into a viable business concept. In the spring quarter they will further refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The new course builds on a predecessor course S356 "Evaluating Entrepreneurial Opportunities" and encapsulates new and important research and findings as they relate to the process of new venture creation. The teaching method is primarily learning by doing (LBD) through a structured process and supported by relevant lectures. Learning is further enhanced through meetings with the instructor, coaching by experienced mentors and review by peers. Field research as well as prototype product development are integral to the course. Since admittance to S321/S322 is by team and the quality of their idea, team formation takes place during the autumn quarter. Informal student mixers and seminars will be held to facilitate team formation and idea generation. Each team of 3-4 students should preferably consist of 1 or more MSx students and graduate students from the MBA program or other Schools - Engineering, Medicine, Law, Science, Education - to bring diversity and depth to the team. The application-selection process is described on the S321/S322 website.

Tips from Cindy Tokumitsu on how to ace your 2013 Stanford Sloan Masters in Management essays

This is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from idea to launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students within Stanford who bring expertise of particular relevance to the idea being pursued. This course is designed not only for students with immediate entrepreneurial aspirations, but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, and morph their idea into a viable business concept. In the spring quarter they will further refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The new course builds on a predecessor course S356 "Evaluating Entrepreneurial Opportunities" and encapsulates new and important research and findings as they relate to the process of new venture creation. The teaching method is primarily learning by doing (LBD) through a structured process and supported by relevant lectures. Learning is further enhanced through meetings with the instructor, coaching by experienced mentors and review by peers. Field research as well as prototype product development are integral to the course. Since admittance to S321/S322 is by team and the quality of their idea, team formation takes place during the autumn quarter. Informal student mixers and seminars will be held to facilitate team formation and idea generation. Each team of 3-4 students should preferably consist of 1 or more MSx students and graduate students from the MBA program or other Schools - Engineering, Medicine, Law, Science, Education - to bring diversity and depth to the team. The application-selection process is described on the S321/S322 website.

Mit sloan supplemental essay stanford - …

Stanford Sloan Essays - Triepels Slagwerk

The Sloan Research Fellowships seek to stimulate fundamental research by early-career scientists and scholars of outstanding promise. These two-year, $60,000 fellowships are awarded yearly to 126 researchers in recognition of distinguished performance and a unique potential to make substantial contributions to their field; fields as diverse as Chemistry, Computational & Evolutionary Molecular Biology, Computer Science, Economics, Mathematics, Neuroscience, Ocean Sciences, and Physics.

The best answers will transport us to that moment in time by painting a vivid picture not only of what you did, but also of how you did it. Include supporting details. What led to the situation? What did you say? How did they respond? What were you thinking at the time? What were you feeling at the time? Include details about what you thought and felt during that time and your perceptions about how others responded. From these short-answer responses, we visualize you "in action."

Mit sloan supplemental essay stanford

Stanford MSx Program; MIT Sloan Fellows Program;

Fred Turner is the Harry and Norman Chandler Professor and Chair of the Department of Communication at Stanford University. He is the author of three books: (University of Chicago Press, 2013); (University of Chicago Press, 2006); and (Anchor/Doubleday, 1996; 2nd ed., University of Minnesota Press, 2001). Before coming to Stanford, he taught Communication at Harvard’s John F. Kennedy School of Government and MIT’s Sloan School of Management. He also worked for ten years as a journalist. He has written for newspapers and magazines ranging from the Boston Globe Sunday Magazine to Nature.

The Stanford Master of Science in Management for Experienced Leaders Program (MSx) is an intensive, one-year course of study for middle-management executives leading to the degree of Master of Science in management. Participants generally have eight or more years of work experience, with at least five years of management experience. Some students are sponsored by their company, but most are self-sponsored.

MIT Sloan Fellows Program - My MBA Journey: March …
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Essays | Stanford Graduate School of Business

In the Leadership Labs class we ask you to consider the question, "Why would someone follow YOU?" This is a course in which you consider what kind of leader you want to be, what kind of leader you are, and how to align your leadership behavior with your leadership goals. In this class you will have an opportunity to lead your squad and in doing so to discover your strengths and challenges as a leader. You will receive feedback about your approach to leadership and you will have the opportunity to try out new skills and tools. Students will be placed into 5-6 person "squads" and the majority of class time will be spent in these squads. Your squad will meet to work on basic leadership challenges (e.g. managing conflict, assessing a team's progress). There will be the opportunity for a lot of feedback so you can achieve a deeper understanding of the impact of your behavior on others. The squads will do role-play cases and group exercises designed to help you think more deeply about the dynamics in your workgroup and to allow you to practice and experiment with new ways of leading. Each session will be divided into two segments, and one squad member will be the leader for each segment. MBA1 squad members will rotate through the segment leader position. Your squad will have an MBA2 Leadership Fellow assigned to it and he or she will also be present for these meetings in order to provide coaching to the leader and to the squad as whole. Over the course of the quarter your squad will work together on the group project for your Strategy Class. While the deliverable on this project is for your Strategy class, the experience of working together as a team provides a rich opportunity for learning about peer leadership. A number of activities in the weekly Lab will be focused on assessing and reflecting on how you are working together in both the Labs and on your Strategy project. Finally, the quarter culminates with the Executive Challenge. The Executive Challenge will be an opportunity for you to further refine your leadership skills by engaging with alumni judges in role plays that test your ability to lead effectively. The alumni will provide you feedback and evaluate your performance.

Top 43 Stanford Admissions Essays - Study Notes

YOU, oh fearless leader of the future (and maybe present). Are very important. You will make critical and far-reaching economic, political, and social decisions in your quest beyond Stanford to change lives, change organizations, and change the world. That's serious stuff. So, why humor? The late journalist Eric Sevareid said "Next to power without honor, the most dangerous thing in the world is power without humor."€ Our goal is to pin you down and not let you leave Stanford without a healthy dose of humanity, humility, and intellectual perspective that only humor can bring. This class is about the power (and importance) of humor to make and scale positive change in the world, and also - surprise! - to achieve business objectives, build more effective and innovative organizations, cultivate stronger bonds, and capture more lasting memories. Throughout the course, we will explore various aspects of humor creation, reveal insight into what makes people laugh, practice engaging - and leading with - a mindset of levity, and provide tools to harness humor safely and effectively in a professional context. Because in today's world more than ever, humor is serious business. Class Goals: 1) Discover your own humor style and the styles of others, as well as understand strategic uses ofnhumor in business 2) Learn techniques for crafting your funny, and experiment with different humor mediums 3) Understand how to make humor a cultural and organizational practice, as well as how to embed humor into your leadership style 4) Leave with tools to reinforce and amplify cultures of levity.

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