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About Stanford University. Academics.

Article / Review by on October 11, 2011 – 7:11 amNo Comments

About Stanford University. Academics.

Stanford University. About intro

Located between San Francisco and San Jose in the heart of Silicon Valley, Stanford University is recognized as one of the world’s leading research and teaching institutions.

About Stanford University. History.

Leland and Jane Stanford founded the University to “promote the public welfare by exercising an influence on behalf of humanity and civilization.” Stanford opened its doors in 1891, and more than a century later, it remains dedicated to finding solutions to the great challenges of the day and to preparing our students for leadership in today’s complex world.

Medicinezine.com Stanford University Logo 500 red

Stanford is unusual among great universities in having seven schools on one campus: Humanities and Sciences, Law, Medicine, Business, Earth Sciences, Engineering and Education.

This breadth provides students with unparalleled freedom to cross departmental boundaries and discover intellectual and personal passions. Creative thinking, problem-solving and research are central to the academic programs at Stanford, and learning takes place in an environment of intimate collaboration. Around three-quarters of Stanford’s classes have fewer than 20 students.

Medicinezine.com Stanford University Logo 500 red

> About Stanford University. Academics. Schools.

Three of Stanford’s seven schools offer undergraduate and graduate programs: Earth Sciences, Engineering, Humanities & Sciences. The other four offer graduate programs: Business, Education, Law and Medicine.

>>>>>>>>>>>>>>>>>><<<<<<<<<<<<<<<<<<

>> About the Stanford Graduate School of Business

Change lives, Change organizations, Change the world.

Heraldic banner of the Stanford Business School The heraldic banners for the schools of the University combine the colors normally used on the hoods of the various disciplines with symbols illustrating the activities of the histories of the disciplines. The element which appears in all the flags is a triple frond of the redwood tree. By long usage, the Palo Alto redwood tree has been taken as the symbol of the whole University.

The hood color for the Stanford Business School is drab or biscuit—not a heraldic color—and is used sparingly on the flag. The design elements are the true knot, illustrating the unifying function of management, and the lion. The lion not only reflects the concern of the school with finance-the red lion representing gold-but also commemorates the first dean of the school, Professor Willard E. Hotchkiss, whose family bore the red lion on its coat of arms.


Catch a glimpse of the Stanford Graduate School of Business experience at the Knight Management Center. Hear about the aspirations of its students, faculty and alumni.


Overview: Change Lives. Change Organizations. Change the World.


Change Lives


Change Organizations


Change the World

 

>>> Stanford Graduate School of Business. The School at a Glance

Founded: 1925
Total Faculty: 106 (FTE), including 3 Nobel Laureates

Dean:
Garth Saloner, AM ’81, MS ’82, PhD ’82

Student Body:
MBA students: Approximately 750 annually
Sloan Fellows: Approximately 57 annually
PhD students: Approximately 100 annually
Executive Education: Approximately 40 open enrollment programs annually

Official Name:
Stanford Graduate School of Business

Address:
Knight Management Center
Stanford University
655 Knight Way
Stanford CA 94305-7298
Phone: 650.723.2146

>>> Stanford Graduate School of Business. Misssion.

Our Mission

Our mission is to create ideas that deepen and advance our understanding of management and with those ideas to develop innovative, principled, and insightful leaders who change the world.

Who We Are

The Stanford Graduate School of Business has built an international reputation based on its innovative programs, which include:

Academic programs, including the two-year  MBA, the 10-month Sloan Management Program, and the PhD program,  create a transformational student experience that reflects the tagline: Change lives. Change organizations. Change the world.

Today the state-of-the-art Knight Management Center complex enables Stanford’s innovative, globalized MBA curriculum, offering flexible classroom spaces for hands-on experiential learning small-group leadership labs, and team-based learning. It engages faculty and students across Stanford University, as well as alumni, global executives, and the broader world community.

Admissions

MBA Program

Each year approximately 365 students with a passion to lead organizations and to impact the world in significant ways enroll in this full-time program.

PhD Program

Students interested in careers in academic research and in joining the faculties of leading universities are attracted to the PhD program.

Stanford Sloan Master’s Program

In this full-time 10-month degree program, mid-career managers prepare to move to higher levels of responsibility in their organizations and to take on broader management duties.

We Create the Future

Rapid change in our world and in managed organizations demands a focus on preparing for the future, whatever it may hold. The Stanford Graduate School of Business prepares students for the years to come, producing leaders and ideas that empower and improve organizations. Our focus for the future is based on our pioneering heritage and is fueled by Stanford University President John Hennessy’s vision of Stanford as the University of the 21st century. Tomorrow begins here. It has, it does, and it will.

>>> Stanford Graduate School of Business. Innovative Curriculum.

Our curriculum is designed to transform students — expanding their ideas, knowledge, and capabilities and preparing them to think, act, and even dream differently than when they arrived. During their first year, MBA students are greeted by a challenging curriculum divided into:

  • Perspectives courses such as Ethics in Management and Strategic Leadership, to give them the broad context of managerial issues.
  • Foundations courses to provide the groundwork, such as how to use accounting to understand the performance of a company or how to build models and use economic theory to project future outcomes.

In addition to these curricular challenges, we work to help students develop capabilities necessary to lead, to achieve, and to change the world — to help them reach heights they may not have imagined when they arrived. We do this in three areas:

    • Critical Analytical Thinking

— the ability to construct and recognize solid logical arguments, their underlying assumptions, and their limitations.

  • Personal Leadership — a deep self-awareness of their own strengths, weaknesses, and even identity, coupled with an understanding of myriad influence styles and how best to use them.
  • Innovative Thinking — the ability to think creatively and to develop new solutions to old problems.

 

>>> Stanford Graduate School of Business. More Collaboration

Great ideas come from crossing traditional boundaries to anticipate the future. Our culture encourages collaboration and produces ideas and solutions that flourish in today’s fast changing world.

New research and ideas are critical to the creation of new courses and to affecting the broader world. Our small size means that collaborations among faculty from different disciplines happen frequently and naturally. As an example, current research projects involve business school faculty from operations, economics, and organizational behavior working with colleagues from the schools of medicine and engineering.

Business school faculty play an important role in Stanford University’s Emmett Interdisciplinary Program in Environment and Resources (EIPR), an interdisciplinary program that trains the next generation of leaders to address the world’s most challenging environmental and sustainability problems.  In 2010 six graduates earned  EIPR masters’ degrees in addition to their MBA degrees.

Innovative courses such as Design for Extreme Affordability and Biodesign Innovation attract graduate students from across campus who forms teams with MBAs to solve problems.

The size of our student body means that students in all our academic programs have ample opportunities to build working relationships, as well as friendships, with peers from vastly different backgrounds and with different interests.

>>> Stanford Graduate School of Business.  The Knight Management Center.

Knight Management Center Highlights
The Knight Management Center — new home of the Stanford Graduate School of Business — is composed of eight buildings designed to meet diverse current instructional and technological demands, as well as future needs. The tabs below highlight key features and benefits of the new facility.

Knight Management Center Vision

The vision for the Knight Management Center reflects a commitment to creating space that enables collaboration between faculty and students, between the GSB and the rest of Stanford, and with the global business community. The buildings support today’s GSB community and provide space flexible enough to enable growth and change over the next century and beyond. And, it is done on a site that is responsible in its use of energy, water, and materials while providing a wonderful environment for people.

Five Artistic Monuments Illustrate School’s Commitment to Change

On a spring night, a lone runner padded through Stanford’s newly built Knight Management Center. Suddenly he stopped in his tracks, transfixed by a brilliantly colored piece of art on the side of Zambrano Hall.



The work, Monument to Change as It Changes, looks like a massive wall of paint chips come to life. In fact it’s a computer-controlled array of 2,048 “flip digit” modules like those on departure and arrival boards at European train stations, but with colored cards instead of letters and numbers. As the cards flip around within each module, they create a pleasant fluttering sound and a mesmerizing, ever-evolving set of patterns and images.

Looking on quietly, Peter Wegner was delighted by the jogger’s reaction. “He stayed for 18 minutes; I checked my watch,” the Berkeley-based artist recalls. “I thought, ‘If I can take a runner to a dead stop at 10 at night and hold him there for that length of time, I’m really onto something.’”

Reared in South Dakota and educated in fine arts at Yale, Wegner already had pieces hanging at the Getty Center in Los Angeles, and in New York’s Guggenheim and Museum of Modern Art. To prepare for this job, he talked at length with Stanford students, faculty, and staff, as well as representatives from the Nike Foundation. He even sat in on some GSB classes.

In the end he created five new pieces for the cutting-edge campus. Together they tell a story about where the Graduate School of Business is headed, rather than where it has been. As he explains, “I don’t do [traditional commemorative] work and I’m not particularly compelled by it myself as an artist or as a viewer. I’m more interested in change and the future.”

Weighing in at 3 tons, Monument to Change was a challenge to engineer, fabricate, and install. Working on “multiple laptops on multiple continents,” Wegner painstakingly designed every color pattern so that nothing repeats within an 8-hour cycle. The final product, manufactured by a Swiss company, was so heavy that engineers had to recalculate the loads on the wall where it was to hang. “We ended up adding steel to the wall to reinforce it,” says Knight Management Center program director Kathleen Kavanaugh. Fortunately, she adds, “it’s all we hoped it would be. … From the tiniest child to the oldest person, people are fascinated by it.”



A second Wegner piece, Ways to Change, hangs near the TA Associates Café. It consists of 300 glossy black panels lit from behind with LEDs. Each panel is printed with an adverb that can be used to modify the verb “change”: intangibly, profitably, fearlessly, brutally, satisfactorily, and so on. Sometimes the board lights up with groups of synonyms or antonyms; other times it blinks in arresting visual patterns. One group of undergrads, reportedly making a game out of it, shouted out definitions of the words as they lit.

Nike Foundation President and CEO Maria Eitel, SEP ’01, who played a key role in planning the new campus, couldn’t be more pleased by the response. “I admit I was a skeptic,” she says, particularly regarding the Monument to Change. “But when I saw the wall and experienced it, I had just the opposite reaction. When I look at his art I’m struck by how it really tells a story. It’s beautiful, it’s provocative, and it causes you to pause and think big thoughts.” Nike Inc. co-founder and chairman Phil Knight, MBA ’62, shares her opinion. “On seeing the results,” he says, “I am delighted.”

Other Wegner pieces created for the Knight Management Center include a cornerstone “dedicated to the things that haven’t happened yet and the people who are about to dream them up”; Monuments to the Unknown Variables, a set of benches shaped like academic equation components [x] and [y]; and Monument to Your Future Collaborators, a collection of footprints near the Bass Center that were inspired by Knight’s own distinctive waffle footprints and quotation at the school entrance. (That gateway piece was designed by Steve Sandstrom of Sandstrom Partners Inc., a Portland, Ore., design and advertising firm.)

By popular demand, the southwest entrance also will feature one piece of art from the old campus: François Stahly’s 1961 bronze Les Oiseaux Flammes, “The Flame Birds.”

Facility Improvements

Benefits of the Knight Management Center — new home of the Stanford Graduate School of Business — include a wider variety of instructional, research, and working spaces over the school’s prior facility.

Stanford Graduate School of Business. Knight Management Center. Facility Improvements.

Going Green

How the Knight Management Center Went Green

Former Dean Robert Joss emphasized, “Progress on environmental sustainability will only come about if businesses act differently, and if the organizations and systems designed to promote sustainable behavior are constructed and managed in the most effective manner.” With that vision, the course was set for the Knight Management Center to be an example of business leading change.

Construction of the Knight Management Center also leverages Stanford President John L. Hennessy’s call for the University to be a force for change on issues of global importance, especially regarding the environment.

The Knight Management Center is Stanford’s and the Business School’s demonstrable example of leadership in business and the environment.

LEED® Platinum Goal for the Knight Management Center

The Graduate School of Business chose to seek the LEED® Platinum rating for the design of the new Knight Management Center, which is thehighest level of certification offered by the LEED® Green Building Rating System of the U.S. Green Building Council. The Knight Management Center serves as an environmentally sustainable model that inspires the GSB and Stanford communities and beyond.

Stanford Graduate School of Business. Knight Management Center. Going Green.

Key goals for the Knight Management Center:

    • Flexibility: From site design to floor plate to office layout, we created adaptable spaces that can accommodate present and future needs.
    • Energy: We designed the facilities’ mechanical and electrical systems to exceed current energy efficiency standards by at least 42%, and we will generate at least 12.5% of our electricity use on site.
  • Water: We use rainwater and/or re-circulated gray water to reduce potable water use for building sewage conveyance by 80%.
  • Materials: Throughout the facilities, we use low or no volatile organic compound-emitting materials to ensure exceptional indoor air quality.
  • Economics: We used life cycle cost analysis, rather than simple payback, to evaluate design decisions in building what is envisioned to be a 100-year facility.

Stanford University and our Sustainable Campus Master Plan Legacy

Frederick Law Olmsted’s master plan for Stanford University, developed in the late 1800s, has the Main Quad as the dominant feature of the campus. For the 21st century and beyond, Stanford has embarked on a mission to build on and restore the original master plan by reinforcing Serra Street as the primary east/west axis for the campus. Placing the Graduate School of Business at the east end of Serra Street, with the School of Medicine at the west end, strengthens the importance of Serra Street as the primary campus link.

This east/west axis is also the ideal orientation for sustainable building design. The eight buildings that comprise the Knight Management Center predominantly take advantage of the southern exposure to reduce the need for artificial lighting, while the long north orientation allows us to take advantage of the Mediterranean climate through the use of operable windows providing natural ventilation to many interior spaces.

For the landscape plantings, Stanford has continuously used native and drought-tolerant plantings to reduce the need for irrigation. This tradition is continued at the Knight Management Center.

>>> Stanford Graduate School of Business. Centers and Research Programs

Centers.

Center for Leadership Development and Research
Founded 2003

Center for Entrepreneurial Studies 
Founded 1996

Center for Global Business and the Economy
Founded 2004

Center for Social Innovation 
Founded 2004

Research Programs.

>>> Stanford Graduate School of Business.  Admissions

MBA Program

Each year approximately 365 students with a passion to lead organizations and to impact the world in significant ways enroll in this full-time program.

PhD Program

Students interested in careers in academic research and in joining the faculties of leading universities are attracted to the PhD program.

Stanford Sloan Master’s Program

In this full-time 10-month degree program, mid-career managers prepare to move to higher levels of responsibility in their organizations and to take on broader management duties.

Executive Education

Highly interactive residential executive programs attract highly qualified managers who test new ideas against peers and members of the world’s leading business faculty.

Other Programs

Program in Innovation and Entrepreneurship
This four-month academic program is for individuals formulating, developing and commercializing ideas. It combines current Stanford master’s, PhD, MD, and post-doc students with Silicon Valley innovators, scientists, and engineers.

Summer Institute for General Management
College students and recent graduates in non-business fields get a grounding in business basics in this four week program.

Summer Institute for Entrepreneurs
This month-long program is designed for current graduate students interested in gaining an intimate knowledge of the challenges faced by entrepreneurs.

PLEASE NOTE

The Graduate School of Business does not offer part-time or distance learning MBA programs. It offers the Stanford Sloan Master’s Program, a full-time 10-month degree program, and non-degree executive education programs.

In addition, an undergraduate business degree is not offered through the Graduate School of Business.

>>> Stanford Graduate School of Business. From the Dean.

Architecting Impact

Dear Friends,

We are always grateful to the Stanford Graduate School of Businesscommunity— for its capacity, energy, and dedication to working together in pursuit of bold goals. This year, we have gained tremendous momentum. I have been fortunate to connect with many of you, and I am consistently amazed at what a select group of committed, capable people can achieve. It is clear that GSB community members are shaping the world across industries, functions, and geographies with innovative thought and principled leadership.

Particularly significant for us has been the completion of the Knight Management Center, our new home for innovation, impact, and inclusiveness. Thanks to the generous support of Nike founder Phil Knight, MBA ’62, and more than 200 alumni and friends, the Knight Center has already become a place where you can reconnect with familiar faces and meet new ones; share your ideas with others and learn from them; and seek inspiration, ideas, and allies to change the world.

The Knight Center is built upon the GSB’s distinct style and strategy. In architecting a lasting structure, we strove to envision what the school will become in the future, and we created a facility that bridges our roots and our possibilities. Originally, we had hoped our new home would support the GSB in employing our traditional strengths in new ways. It has already done so and promises much more.

Architecting for Identity and Innovation

In designing Knight, we wanted to leverage our identity, literally building the unique aspects of the GSB into the bricks and mortar of our home. The new center ensures that we will continue to:

  • Deliver a transformative educational experience built around the individual learner.
  • Build a cohort of preeminent scholars to further our understanding of business and the world.
  • Convene an unrivaled community, mobilizing global leaders in thought and in action.
  • Accomplish all of this in the GSB’s distinctive culture: vibrant, passionate, innovative, and committed to a better future.

This identity is the bedrock of the GSB’s distinctive success. Still, we strove for more. We also wanted to ignite innovation. By intentionally designing a home that attracts leading thinkers and an environment that fosters collaboration and creativity, we have created a place from which great ideas and initiatives will emerge. This will pave the way for our continued contributions in the coming years and will enable future generations of scholars and students to flourish and to realize their dreams.

Transformative Education

We architected the Knight Center to deliver a transformative educational experience, rooted in the philosophy that course content and pedagogy should determine teaching method and class size. By releasing the traditional constraints of a prescribed section size and tiered classroom, we created conditions for innovation.

The new facility’s seminar rooms were designed to house our Critical Analytical Thinking course and our courses on personal leadership development. Additionally, faculty have employed them for new small-group, discussion-based classes. Professor of organizational behavior Jesper Sørensen developed a seminar on Poverty, Entrepreneurship, and Development. This fall, GSB faculty member and former U.S. Secretary of State Condoleezza Rice will co-lead the seminar Crisis Management on the World Stage with the Rt. Hon. David Miliband (MP), U.K. secretary of state for foreign and commonwealth affairs from 2007 to 2010. The Knight Center’s NGP Collaboration Lab, known as the CoLab, was created to foster courses in innovative thinking. Using hands-on, design-thinking methods, faculty members Jim Patell and Stefanos Zenios developed Design for Service Innovation. This course uses multidisciplinary teams of students to address the needs of underserved users. Last spring, the focus was on young adults living with chronic medical conditions. One team developed a social tracking system for teens with lupus and rheumatoid arthritis to help identify which lifestyle choices cause flare-ups and to share information quickly with others living with the diseases. Other teams developed ways to increase medical compliance of transplant patients, raised testicular cancer awareness, and created a discreetly portable catheter to help those with bladder problems.

To innovate, one must build upon established knowledge. We continue to hone essential classes across the spectrum of management and to develop new foundational courses as opportunities arise. We also are creating electives that delve more deeply into specific topics. Nobel laureate Myron Scholes developed Managing Under Uncertainty, which looks at how changing opportunities shape investment planning. Accounting professor Ron Kasznik teamed up with Safra Catz, president of Oracle, to lead Mergers and Acquisitions: Accounting, Regulatory, and Governance Issues, to discuss both the theory and practice of M&A.

Preeminent Scholarship

The Knight Center was designed to bring scholars together, exchanging ideas within and across disciplines, to advance the understanding of management. We envisioned a place that fostered creativity and spontaneous intellectual discussion and designed ample shared space for this to occur.

Faculty collaborations have led to groundbreaking insights. Accounting professor Charles Lee partnered with two Peking University scholars to assess the size and extent of damage created in China by “tunneling,” the practice in which a majority shareholder diverts corporate funds for personal use. Faculty member George Foster teamed up with the World Economic Forum and Endeavor Global to study the growth accelerators and inhibitors of early-stage companies in a report that included businesses from more than 20 countries. Marketing professor Itamar Simonson developed pioneering insights into the role of genetics in influencing consumer choice. Finance faculty member John Beshears combined psychology and finance to uncover surprising findings about how people make investment decisions.

Books remain an important vehicle through which we synthesize current thinking, provide original perspective, and share our knowledge with the world. Finance professor Darrell Duffie published Why Big Banks Fail and What to Do About It, in which he analyzes weaknesses contributing to the crisis failures of large banks and recommends changes. Organizational behavior professor Jeffrey Pfeffer published Power: Why Some People Have It and Others Don’t, which provides insights on paths to top management.

Working across disciplines, our faculty members are exploring topics from new angles. We are on the threshold of launching a major initiative to encourage innovation in the developing world to alleviate poverty. We are working with colleagues throughout the university to bring perspectives from other fields to help solve intractable management problems. We are seeking ways to provide comprehensive support to family businesses, combining among other areas studies in entrepreneurship, succession planning, governance, and personal leadership.

Together with Stanford Law School, we founded the Steyer-Taylor Center for Energy Policy and Finance. Here, we bring together top experts in finance, policy, and law to advance the development and deployment of clean energy technology.

Leading scholars recognize the vibrancy of our intellectual atmosphere. We experienced tremendous success in faculty recruiting this year, with 10 new hires, plus 2 more faculty rejoining us from other institutions. With promising young talent coming aboard in every area within the GSB faculty, we are laying the groundwork for distinctive scholarship in the years and decades to come.

Unrivaled Community

At the Knight Center, we wanted to assemble leaders from all walks of life to share knowledge and develop new ideas. To this end, the center includes numerous spaces for conferences, both large and small, as well as the Town Square, which serves as the hub of the complex.

CEMEX Auditorium in Zambrano Hall and the Oberndorf Event Center have already been put to great use. Over the past year our students have had the opportunity to hear from the presidents of Mexico and Costa Rica; the Latvian prime minister; the CEOs of Disney, Ford, United Airlines, Siemens, and AB InBev; and the founders of Sequoia Capital, SM Entertainment (the largest entertainment agency in Korea), Mercado Libre, and Skype.

We have used the Town Square and conference facilities to bring people together to exchange insights and understanding. The Health Care Innovation Summit assembled academics, industry leaders, venture funders, service providers, and representatives of NGOs to discuss how medical innovation can be spurred to prolong lives, especially in the developing world. The Stanford Finance Forum brought together academics, financiers, government policymakers, and regulators to discuss the state of the banking system and regulatory proposals.

Distinctive Culture

We developed the Knight Center to capitalize on and enhance the GSB’s vibrant, innovative, and collaborative culture. We envisioned a place abuzz with intellectual energy. Alcoves outside classrooms encourage students and faculty to exchange ideas directly after class. Seventy break-out rooms are used by students to collaborate on group projects and for club meetings and videoconferences.

We envisioned a campus that is alive during all hours of the day and all months of the year, and designed the facilities and services to enable this. Students now regularly stay on campus late into the evening, grabbing dinner at the new Arbuckle Dining Pavilion, studying in the Bass Center, or watching international sports events in the Hemsley MBA Student Lounge.

In sum, the Knight Management Center underscores and augments what is distinct about the Stanford Graduate School of Business: Its transformative education, preeminent scholarship, unrivaled community, and distinctive culture. By architecting a home that facilitates intellectual discovery, audacious dreams, and innovation, we further inspire our faculty, students, and alumni to change lives, change organizations, and change the world.

Architecting for Impact

We are thrilled with the energy, ideas, and outcomes the Knight Management Center is generating. At the same time, we understand that not everyone can take time to come to Silicon Valley. With the increasing pace of change, today’s leaders must learn continuously just to keep abreast. This raises the questions: How can we apply the spirit of the Stanford GSB to empower future leaders, including those who can’t spend considerable time in Palo Alto? How can we best draw on the vast resources of Stanford to leverage the extended GSB community in pursuit of a better world? How can we architect for future impact?

Rapid change demands lifelong learning, and thus we are piloting ways to better serve alumni beyond graduation. Our faculty members continue to host webinars, which are often attended by more than 1,000 alumni, to share new ideas and knowledge. This winter, economics professor Edward Lazear and lecturer Keith Hennessey conducted a multipoint videoconference with alumni leaders in the finance industry to exchange ideas on fiscal policy and implications for the macroeconomic outlook. This spring we launched Beacon, a program aimed at helping our alumni define and achieve success in their second careers. In the upcoming years, we will look for new ways to support and engage our alumni throughout their careers.

We are also experimenting with new ways to reach global leaders. We launched an executive program in partnership with Caterpillar that leverages the advances in our curriculum, including Critical Analytical Thinking and personal leadership development, using distance learning to reach senior managers around the world. This past year we held Executive Circle Summits in India and China, with a third planned for Brazil in September. These events bring together alumni, faculty, and executives to explore global business challenges and ways to overcome them.

As the pace of change and forces for globalization increase, we will continue to experiment with new ways to educate the world’s leaders. Yet, all avenues must be consistent with our core identity. We will remain intimate in size and continue to deliver a personalized, high-touch education to the most promising of leaders. We will engage with our students in ways that are life changing, leading them to think, act, and dream differently because of their Stanford experience. We will maintain the highest level of scholarship, ensuring that our research will stand the test of time. We will continue our bent toward innovation, creativity, and entrepreneurship, grounded in academically rigorous business fundamentals. Always striving for impact, we set our sights on making the world a better place because of our actions.

Architecting for Inclusiveness

The Knight Management Center is a testament to your commitment to the GSB. Your generosity allows us to demonstrate the power of the GSB in changing lives, organizations, and the world.

Your support has allowed us to continue to attract the very best faculty and students and to provide a truly transformative experience for all. You have helped us build a world-class facility, a place where we can convene leading thinkers to share ideas and turn them into action. You have enabled us to lay the foundation for a future of innovation and leadership.

You have joined with us, dedicating your time to this effort. You have shared your knowledge with peers by participating and speaking in conferences and chapter events. You have furthered our students’ learning through your participation in the Executive Challenge and by returning to our classrooms. You have helped us identify promising applicants and helped those same people find rewarding jobs after they graduate. You have celebrated with us at reunions and in the opening of the Knight Center.

Much of what we do, especially the creation of the Knight Management Center and all that it enables, would not be possible without you. Your contributions have been invaluable to the Stanford Graduate School of Business, to our students, and to leaders and communities worldwide. Thanks to you, we can architect a better world for tomorrow, transforming dreams and passion into reality.

>>> Stanford Graduate School of Business. Facts and Figures.

Deans of the School

Garth Saloner 2009-
Robert L. Joss 1999-2009
A. Michael Spence 1990-1999
Robert K. Jaedicke 1983-1990
Rene C. McPherson 1980-1982
Robert K. Jaedicke (acting dean) 1979-1980
Arjay Miller 1969-1979
Samuel “Pete” Pond (acting dean) 1968-1969
Ernest C. Arbuckle 1958-1968
Carlton A. Pederson (acting dean) 1956-1958
J. Hugh Jackson 1931-1956
Willard E. Hotchkiss 1926-1930

Faculty Strengths

  • 3 Nobel laureates
  • 4 members of the National Academy of Sciences
  • 17 members of the American Academy of Arts and Sciences
  • 2 recipients of the John Bates Clark Medal in Economics

For the 2011-12 academic year the faculty is composed of:

Tenure and Tenure Track 108
Full ProfessorsConsulting Professors, Senior Lecturers, and Fulltime Lecturers 6414
Active Emeriti 28
Endowed Professorships 58

Academic Programs

MBA Program

Class Profile:
Academic Year
2011-2012 2010-2011 2009-2010 2008-2009
MBA Total Enrollment 803 799 765 739
MBA Class 2013 2012 2011 2010
Applications 6,618 7,204 7,536 6,575
Enrollment 397 389 385 370
Women 34% 39% 34% 36%
Minority 27% 23% 21% 24%
International (includes permanent residents) 38% 37% 33% 34%
Median Years Work Experience 4 4 4 3.9
Undergraduate Majors: MBA Class 2013 2012 2011 2010
Business 19% 19% 17% 19%
Engineering / Math / Natural Sciences 35% 31% 36% 35%
Humanities/Social Science 46% 50% 47% 46%
Placement: Top Industries MBA Class 2011 2010 2009 2008
Management Consulting 27% 29% 32% 27%
Financial Services (includes hedge funds, I-banking, I-management, pvt. equity, and venture capital) 36% 31% 27% 37%
Technology 13% 18% 12% 12%
Median Total Compensation $185,000 $165,000 $166,500 $180,000
Median Base Salary $125,000 $120,000 $120,000 $120,000

PhD Program

Class Profile: Class Entering Fall 2011 2010 2009 2008
Applications 700 650 588 473
Enrollment 30 21 17 25
Women 7 6 33 10
Minority 2 0 2 4
International 11 13 47 10
Total PhDs in residence 108 100 97 104

Stanford Sloan Master’s Program

Class Profile: Class Entering Fall 2011 2010 2009 2008
Participants 67 57 57 57
Women 10 8 13 13
International 42 39 38 33

Costs and Financial Aid

MBAs who receive financial aid: 70%

Figures below are for a single MBA student living on campus.

Academic Year 2011-12 2010-11 2009-10 2008-09
Tuition & Fees $55,200 $53,118 $51,321 $48,921
Room & Board $22,395 $21,222 $21,111 $19,932
Books & Supplies $2,118 $2,079 $1,941 $1,869
Course Reader Fee $1,710 $1,710 $1,845 $1,845
Medical Insurance $3,384 $3,072 $2,400 $2,268
Transportation $993 $915 $897 $864
Week Zero Expenses $822 $789 $661 $633
Est. Annual Total $87,081 $83,406 $80,677 $76,332

Executive Education

All Programs (FY) 20010-11 2009-10 2008
Attendance 1,937 2,284 2,683
Number of Programs 44 81 85

Alumni

Living Alumni by Program
MBA 17,359
PhD 737
Sloan 1,958
Stanford Executive Program 6,720
Total Living Alumni 26,774
Degrees Awarded since School’s Founding
MBA 19,335
PhD 804
Sloan 2,128
Stanford Executive Program certificates 7,738
Total Degrees Awarded 30,005
NOTE: Although a number of alumni hold multiple GSB degrees, individuals are counted once, according to the degree hierarchy listed above. These figures include degree holders and those who did not graduate but were enrolled in a program for three or more quarters.
Reported Geographic Distribution
United States 18,476
International 6,096
NOTE: Information based on addresses of living alumni reported in the Alumni Directory as of September 2011.

Financial Resources and Support

Fiscal Year Ending August 31 2010 2009 2008 2007
Operating Revenue $156 $155.4M $152M $133.4M
Operating Expenditures $133.1 $137.7M $140.4M $127.1M
Endowment Market Value $825 $755M $1,008M $1,005.1M
MBA Participation 41% 41% 44%

>>> Stanford Graduate School of Business. Distinguished History.

Stanford Graduate School of Business. Since its creation in 1925, the School has continued to innovate its curriculum and to build a faculty known for its cutting-edge research. The Stanford Graduate School of Business, with a faculty that includes three Nobel laureates, has established itself as a global leader in management education and has built an international reputation based on educational programs designed to develop insightful, principled global leaders. Since its creation in 1925, the School has continued to innovate its curriculum and to build a faculty known for its cutting-edge research.

Over the years faculty members have been leaders in developing academic fields such as organizational ecology, organizational behavior, political economy, personnel economics, and economic development, to name a few. The School created a Public Management Program in 1971 as a bridge between industry and government. The Global Management Program followed in the early 1990s.

Early classes in entrepreneurship were launched in the 1980s, followed in 1996 by creation of the Center for Entrepreneurial Studies. In the 1990s, as the dot.com era created an unprecedented boom in the surrounding Silicon Valley, the Graduate School of Business created a Center for Electronic Business and Commerce, announcing it would exist for five years before being disbanded as the topic became a ubiquitous part of the curriculum.

Today, besides entrepreneurship, the School boasts the Center for Social Innovation, the Center for Global Business and the Economy, and the Center for Leadership Development and Research.

The School was created after a 1924 meeting, at the request of Herbert Hoover, to bring together a group of business leaders to the Bohemian Grove, an executive retreat north of San Francisco, to consider creating a graduate school of business on the West Coast. Hoover, a Stanford alumnus, trustee, and future U.S. president, hoped to halt the drain created when bright students went to the East Coast to pursue business degrees.

Timeline

1925 A group of business leaders gathers at the Bohemian Grove at the request of Herbert Hoover to consider creating a graduate business school on the West Coast to halt the trend of bright students going east to get a degree and not returning.
1926 Willard Hotchkiss becomes the first dean of the Stanford Business School.
1931 Hugh Jackson becomes dean of the Business School, a position he will hold until 1956. Students establish the Business School Club, which sponsors a weekly 50-cent dinner and guest speaker program for students and faculty. Two future alumni—Frank E. Booth, MBA ’34, and Benjamin Bangs Eastman, MBA ’35, win silver medals for their performances in the 1932 Olympics in Los Angeles. The athletes are featured in a Time magazine cover story on the games.
1933 The Business School’s first library opens with 7,000 books. Elizabeth Breid, MBA ’31 was the School’s first librarian. Business School Club members donate $200 for a fund to support needy students with small loans. By 1940, the fund has grown to $4,537.
1937 The School moves from Jordan Hall to new quarters.
1939 Professor Paul Holden completes the first survey of Business School alumni.
1940 Ever concerned about his former students, Dean Jackson counsels them to be loyal to their employers and to persevere.
1941 World War II affects the School as MBA enrollments dip. As special war emergency measures, degrees are offered in industrial administration and in business administration. By 1944, the U.S. Office of Education also sponsors a course focused on wartime economics and the war industries. Professor Edward K. Strong, creator of the Strong Vocational Interest Test, studies graduates of the Business School and finds that executives are more eclectic than other career groups.
1946 Students flood back from World War II. A housing shortage and an increase in married students changes student living patterns. The Stanford Business School Alumni Association is organized to bring together the 700 graduates the school has in 1946.
1948 With servicemen and women returning in droves, the employment picture for the class of 1948 is rosier than at any time in the School’s history.
1952 The Executive Development Program offers its first classes to business managers. It will become known as Executive Education in a few years.
1954 The University Board of Trustees approves creating the Stanford Business School Fund. Business School faculty help rehabilitate the School of Administration in Manila after the end of World War II.
1956 Dean Hugh Jackson retires after 25 years. He is succeeded by acting Dean Carlton A. Pederson. Dean Jackson dies in 1962.
1957 The Sloan Program is founded under a grant from the Alfred P. Sloan Foundation.
1958 Ernest C. Arbuckle becomes dean and puts the Business School on the road toward recognition as one of the nation’s best.
1959 Dean Arbuckle creates the school’s Advisory Council.
1961 To help train faculty members from business schools in emerging countries, the ICAME program is established under a grant from the Ford Foundation. By 1967 the program has 214 students representing 63 universities in 25 countries.
1963 Under a U.S. State Department initiative, the ESAN program is founded, directed by Gail Oxley, is founded to create a school of business in Peru. A project is set up through ESAN, the Business School, and the Peace Corps to train recent MBA graduates and send them to Columbia and Peru. Class of 1965 applicants soar to 976, representing greater geographic diversity. Faculty teach summer courses in Paris, Rome, and Frankfurt.
1966 The Business School dedicates its new building.
1967 The Stanford Business School Trust is established with $85,000 in pledges and gifts
1968 Ernest C. Arbuckle steps down as dean, saying it’s time to “repot.” He is succeeded by Acting Dean Pete Pond. That year, Arbuckle is the first recipient of the Arbuckle Award for leadership, created by the Business School’s Alumni Association. The U.S. draft eliminates the educational deferment, causing the number of applicants to shrink. Under a grant from the Ford Foundation, the School creates management education programs in Yugoslavia for executives and educators. A committee on minorities chaired by Professor Gail Oxley recommends that the School include material on racial and urban problems in courses and increase its recruiting of disadvantaged students.
1969 Arjay Miller becomes dean. A volunteer student group called the Business Development Association helps more than 100 small businesses, including several minority-owned businesses in East Palo Alto. The class of 1969 dwindles to 252 students as the Vietnam War rages on. Twenty-seven students leave school to enlist and avoid being drafted.
1970 By a margin of 3 to 1, Business School students approve a three-day strike to protest U.S. troops in Cambodia. Stanford President Kenneth Pitzer orders the University closed on May 8 as a cooling-off period. With nine other U.S. business schools, Stanford forms a council to encourage increased minority enrollment. At the Business School, enrollment of minority students increases from 4 in 1968 to 37 in 1970.
1971 Computers become available for students use. Under the leadership of Arjay Miller, an MBA program is launched to prepare students for careers in government and other nonprofit organizations. It will become known as the Public Management Program.
1972 The number of women students continues to grow; 34 are enrolled in the Class of 1974. (In contrast, there were two in the Class of 1964.) The student association earmarks 20 percent of its revenue to establish fellowships for minority students.
1974 MBA applications increase 25 percent; 16 percent of the enrolled students are international, 20 percent are women.
1975 Emeritus faculty member Ted Kreps celebrates his 80th birthday as Dean Arjay Miller establishes the Theodore and Esther Kreps Fellowship.
1978 The University purchases a DEC System 20 computer.
1979 Arjay Miller leaves the deanship in June. He is succeeded by acting dean Robert Jaedicke.
1980 Rene McPherson is named dean of the Business School. McPherson, who had been in a serious auto accident in 1979, resigns as dean in 1982.
1982 Robert Jaedicke is named dean of the Business School. The Pillars of Hercules are installed in front of the School.
1983 George Leland Bach, credited by many with being the key person in building the quality of the Business School’s faculty, retires. Three courses in entrepreneurship are offered at the School. Dean Jaedicke argues that the general management skills taught at the School are as valuable for future entrepreneurs as for leaders of big businesses.
1984 The School offers two elective courses designed around microcomputers. A computer driven course-bidding system for students, known as “Le Grande,” is introduced. A donation from Edmund W. Littlefield launches a fund drive for a new Business School building.
1985 Student Mike McTeigue starts the Hug Club to encourage students to show affection. The initiation fee is 20 hugs.
1986 Former Dean Ernest C. Arbuckle and his wife, Kitty, are killed in a traffic accident.
1987 The Challenge for Charity raises $30,000 for Special Olympics. MBA alumnae Debbie Pine and Alison Elliott create the Alumni Consulting Team (ACT) to provide pro bono consulting for nonprofits. A loan forgiveness program is created for MBA graduates working in the nonprofit sector. Fifty MBA students take a study tour of Japan.
1988 The Littlefield Management Center, built to house a growing faculty, is dedicated.
1989 A 7.1 earthquake damages School buildings.
1990 A. Michael Spence becomes dean of the Business School as a sagging economy causes a budget squeeze at the University. Russian President Mikhail Gorbachev visits the Stanford campus. William F. Sharpe shares the Nobel Prize in Economic Sciences.
1991 The Library, closed since the 1989 Loma Prieta Earthquake, reopens after a retrofit. The Schools of Business and Engineering combine to launch a doctoral program to educate professors of manufacturing. In a new joint business and engineering course, Integrated Design for Manufacturing and Marketability, teams of students from both schools work together in a product design and marketing project.
1992 MBA students fund an I Have a Dream program and adopt an East Palo Alto School.
1993 Professors Jim Baron and David Kreps develop a core course in human resource management.
1994 The Global Management Program is created. Doris McNamara starts a fund to support programs for women at the Business School. Some 250 attend the School’s first annual conference for women.
1995 A fund is launched to build a complex that will house executives and MBA students; two years later the Schwab Residential Center is dedicated.
1996 A new MBA research scholar program is created to promote student involvement in faculty research. The first Bonini Fellows arrive at the Business School.
1997 Emeritus Professor Myron Scholes shares the Nobel Prize in Economic Sciences. The School establishes the Center for the Study of Entrepreneurship. More than 300 attend the School’s first Entrepreneurship Conference. The Schwab Residential Center opens.
1998 Two ’96 classmates, Leela de Souza and Bruce McNamera, become the 19th and 20th graduates named as White House Fellows. Michael Spence announces he will step down as dean.
1999 Robert Joss is named eighth dean of the Business School and moves into his office in the recently opened Knight Building, which adds 20,000 square feet of space to the three-building Business School complex. With the support of $20 million in donations, the new Center for Electronic Business and Commerce is founded.
2000 Center for Social Innovation (CSI) is created. Students of ãI Have a Dreamä Program go to college. Founded in 1991, the program ultimately sent 34 of the 38 original students to college or other educational programs. The partnership was set up with Flood School in East Palo Alto to provide tutoring, mentoring, and financial support for students enrolled in the program. MBA students who raised money to create the program guaranteed fourth graders at the nearby school that they would support them financially through college if they graduated from high school as part of the program. In 2000 the students began receiving $4,800 per year toward their tuition. However, the program reaches far beyond monetary borders, inspiring hard work and guidance for the students of Flood School and of the Stanford Business School Program. The Center for Social Innovation held its first annualCorporate Philanthropy workshop, attracting leading philanthropists and individuals interested in the topic. Center for Entrepreneurial Studies introduces the Entrepreneurship Resource Database, an online conduit to connect alumni (and students) seeking help with their businesses to mentors, investors, and service providers. The center also launched Founders Forums, three groups of alumni entrepreneurs who get together for monthly discussions about the similar challenges they face in their businesses.
2001 Michael Spence (Philip H. Knight Professor, Emeritus, and Former Dean) shares the Nobel Prize in Economics. September 11th aftermath —Dean Joss wrote an electronic letter to all students in the aftermath of the terrorist attacks on the United States. Stanford GSB and National Arts Stabilization announce creation of the Nonprofit Arts Management Executive Education Program.
2002 2002 MBA grads David Carmel and Amy Wilkinson are selected as White House Fellows, the 21st and 22nd from Stanford GSB alum recognized by the honor.
2003 Executive Education Program for NFL Leaders is offered for the first time. Corporate Governance Program is offered to executives for the first time.
2004 Center for Global Business and the Economy is created with faculty directors John Roberts and John McMillan. The organization includes the Global Management Program, launched in 1994. James W. Hsu, a second-year MBA student at the Stanford Graduate School of Business, was killed in an earthquake-caused tsunami in Thailand. Classmate Laura Wales was seriously injured but survived. First Global Business, Global Poverty Conference is sponsored by the Center for Global Business and the Economy with speakers including business executives, government leaders, academics, and leaders of nonprofits.
2005 The Business School hosts its largest student conference with nearly 1,600 members of the national organizationNet Impact attending. Keynote speaker was former U.S. Vice President Al Gore. Stanford Global Supply Chain Forum celebrates its 10th anniversary.
2006 A new MBA core curriculum is adopted, effective in fall 2007, following recommendations from an 11-member committee headed by Professor Garth Saloner. In August, 2006, NIKE Inc. founder and chairman Philip H. Knight, MBA ’62, presented the Business School with what, at that time, was the largest gift ever given to a business school, $105 million. The majority of the gift—$100 million—was earmarked to construct a new $275 million campus for the Business School, to be named the Knight Management Center. Center for Entrepreneurial Studies celebrates its 10th anniversary.
2008 The Stanford Graduate School of Business formally breaks ground on its new business school campus. Designed to fulfill the academic needs of the School’s new MBA curriculum and other programs, the 360,000-square-foot campus will be named the Knight Management Center.  Robert L. Joss announces he will step down as dean at the end of the 2008-09 academic year.
2009 In response to decreased endowment revenue, a projected drop in executive education revenue and expected alumni-giving declines, the School  announces a comprehensive expense reduction plan on Jan. 13 designed to overcome a $15 million (10 percent) budget shortfall for the 2008-09 budget year.  Garth Saloner, a scholar of entrepreneurship and business strategy, is named the School’s ninth dean.

>>> Stanford Graduate School of Business.  Frequently Asked Questions.

When was the school founded? 1925

Is the school accredited? Yes, by the AACSB.

Is the school public or private?  Private

Does the school offer an undergraduate business program?While we do not offer an undergraduate degree in business we do offer the Summer Institute for General Management, a four-week, non-degree business program in the summer for non-business college juniors and seniors and recent graduates.

Does the school offer online courses? No

Does the school offer part-time degree programs? No

Does the school offer evening or summer sessions? We do not offer a degree program with evening or summer sessions. We do offer the Program in Innovation and Entrepreneurship, a four-month academic program that combines current Stanford master’s, Ph.D., M.D., and post-doc students with Silicon Valley innovators, scientists, and engineers.

Throughout the year, we offer a wide variety of Executive Education programs as well as the Summer Institute for Entrepreneurship (aimed at non-business masters, PhD, or postdoctoral students) and the Summer Institute for General Management (aimed at college juniors and seniors or recent graduates).

Does the school offer joint or dual degree programs? Yes

The GSB offers the following joint degrees:
Stanford Law School JD/MBA
School of Education MA Education/MBA
School of Humanities & Sciences MPP/MBA
School of Earth Sciences,
Emmett Interdisciplinary Program in Environment and Resources (E-IPER)
MS Environment & Resources/MBA
  • In a joint degree program, a single course may count toward multiple degrees.
  • Your degrees must be conferred simultaneously, upon completion of degree requirements for both programs.
The GSB offers the following dual degrees:
School of Engineering MS Bioengineering/MBA
School of Medicine MD/MBA
Other You may apply for an MBA with a dual degree in another field from Stanford or another university.
  • In a dual degree, you may apply credit from a course to only one degree.
  • All dual degrees may require more than the two years of study at the Stanford GSB.
  • Typically, students apply to the other department in your first year in the MBA Program and take classes toward the dual degree in your second year at the GSB.
  • For the MD/MBA, you typically apply to the MBA Program either concurrently with the MD application or in your third or fourth year of the MD program.

Are there other academic program options? As part of the MBA and Sloan Programs, students can earn a certificate from the Public Management Program by completing certain course requirements.

Does the school offer courses in locations besides the main campus? Yes, some of our executive programs are taught in off-campus locations.

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