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Syllabus:EntrepreneurialOperationsSpecializationCertificate: LeadingandManagingtheStart-up
Faculty: ProfessorKumarRajaram
Course1: EntrepreneurialOperations
CourseDescriptionThisCourseshowsanewentrepreneurtheinsideworkingsofabusinessprocess,viewedwithprecision.ProfessorRajarambeginswithascientificunderstandingofoperationsmanagement,demonstratingthestepsinprocessanalysis,andthendiscussesvariabilityanditsimpactonaprocess,usingLittle’sLawtoillustratetheassessment,andshowshowandwhentousework-in-progressbuffers.Hecompletesthecoursebyaddressingvariouswaystoreduceprocessvariabilityanditseffectonleadtimes.
CourseLearningObjectives:
Bytheendofthiscourse,youwillbeableto:• Analyzeaprocessscientificallytofinditsbottleneck/sandevaluateoptionsforimprovingandbalancing
theprocess.• Integratebuffersappropriatelyintoyourworkprocessestomaximizesmoothproductionoutput.• UseLittle’sLawtoinvestigatetheimpactofvariabilityandcycletimesonleadtimesandbottlenecks,
thensystematicallyreducethoseimpacts.
OverviewVideo:KellyBean,AssociateDean,UCLAAndersonSchoolofManagementExecutiveEducation
ProfessorKumarRajaram
Kumar Rajaram is a Professor of Operations and TechnologyManagement at theUCLA Anderson School of Management. Professor Rajaram's current researchinterestsincludeimprovingoperationsinthehealthcareindustry,non-profitsectorand in the process manufacturing sectors including food processing,pharmaceuticals and the petrochemical industry. He has focused on developinganalytical models of complicated systems with a strong emphasis on practicalimplementation.Hisworkhasbeenpublished in leading research journals suchasOperationsResearch,ManagementScience,ManufacturingandServiceOperationsManagement,MarketingScienceandtheEuropeanJournalofOperationalResearch.HehasbeenawardedtheEricand'E'JulineFacultyExcellenceinResearchAwardattheUCLAAndersonSchool.
Professor Rajaram has developed a new control paradigm called "Robust Process Control" to increase theproductivity of large-scale industrial processes. By focusing on the design and control of these processes inoperationalenvironments, this techniquehasresulted in four-fold increases inproductivity inseveral typesofindustrial processes. These methods have been implemented at several process companies worldwide. Thiswork was awarded the prestigious Franz Edelman finalist award for outstanding applications of operationsresearch and management science techniques to practice by the Institute for Operations Research and theManagementSciences(INFORMS).Hehasalsodevelopedtechniquestobetterbalancesupplywithdemandforproductswith short life cycles andhighlyunpredictabledemand. Thisworkhasbeenapplied at several largefashionretailers inEuropeandNorthAmericaandhasresulted insubstantial improvementstoprofitabilityatthesesites.
At theUCLAAndersonSchool,ProfessorRajaramteaches theMBAcorecourseonoperationsandtechnologymanagement,variousExecutiveEducationcoursesanddoctoral levelcoursesonoperationsmanagementandmodels for operations design, planning and control. He has been awarded the George Robbins Award, theCitibankAwardandtheNeidorf"Decade"AwardforexcellenceinteachingattheUCLAAndersonSchool.
EducationPh.D.OperationsManagement,1998,TheWhartonSchool,UniversityofPennsylvaniaM.A.ManagerialScienceandAppliedEconomics,1997,TheWhartonSchool,UniversityofPennsylvaniaM.S.IndustrialEngineeringandOperationsResearch,1993,UniversityofMassachusettsatAmherstM.Sc.Mathematics,withHonors1991,BirlaInstituteofTechnologyandScience,Pilani,IndiaB.E.ElectricalandElectronicsEngineering,withHonors1991,BirlaInstituteofTechnologyandScience,Pilani,India
Module1:IntroductiontoOperationsManagementModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Explainbasicprocessanalysistermstoanoviceinoperationsmanagement.• Createalogicaloperationalprocessinitscorrectorder,labelingeachstepasinput,tasks,flow,storage,
andoutput.• Usingalogicalprocess,correctlycalculate/determineitsbottleneck,idletime,directlaborcontent,
directlaborutilization,andwhethertheprocessis“inbalance.”
ModuleComponents:
• VideoLecture1:IntroductiontoOperationsManagement• VideoLecture2:WhatIsaProcessandWhyStudyProcessAnalysis?• VideoLecture3:BasicDefinitionsandanIllustrativeExample• Reading1:IntroductiontoBusinessProcessImprovement• Reading2:UnblockingBottlenecks:FixingUnbalancedProcesses• Reading3:HowtoManageBottlenecksinOperationsManagement• Assignment:CaseStudyonUltimateTeeth
• CheckforUnderstandingAssessment
Module2:IllustrativeAnalysisModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Usedatatodescribeacurrentprocessintermsofitsefficiencyanditseconomicmeasures.• Analyzeanexistingprocesstofindoptionsforimprovingitsefficiencyandrelatedeconomicmeasures.• Foronechangeoption,analyzethedatatodetermineifitwouldorwouldnotbeanimprovementto
theexistingprocessandmakearecommendation.
ModuleComponents:
• VideoLecture1:IllustrativeExample:Analysis• VideoLecture2:IllustrativeExample:Improvement• VideoLecture3:AFrameworkforProcessAnalysis• Reading1:ImprovingBusinessProcesses:StreamliningTaskstoImproveEfficiency• Reading2:HandbookforBasicProcessImprovement• Reading3:BusinessProcessManagement:AComprehensiveSurvey• Assignment:CaseStudyonUltimateTeeth,continued• CheckforUnderstandingAssessment
Module3:OperationsManagement:Modeling,Analyzing&OptimizingProcesses,PartIModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Calculatetherangeandthestandarddeviationofthevariabilityinanexistingprocess.• Evaluatethevalueofincorporatingawork-in-progressbufferintoanexistingprocessandrecommend
for/againstit.• Evaluateeachofthemanagerialleversthatcanreducevariabilitytodetermineitssuitabilityfor
addressingaproblemwithvariabilityinaprocess.
ModuleComponents:
• VideoLecture1:FundamentalsofManagingtheImpactofVariability• VideoLecture2:HowVariabilityAffectstheProcess• VideoLecture3:HowVariabilityAffectsOperations’PerformanceandHowtoReduceVariability• Reading1:Variability,Throughput,andCycleTimeinManufacturingandProductDevelopment• Reading2:SecretstoVariabilityReduction• Reading3:AnalysisandControlofVariation:UsingProcessControltoReduceVariability:Comparisonof
EngineeringProcessControlwithStatisticalProcessControl• Assignment:CaseStudyonUltimateTeeth,continued• CheckforUnderstandingAssessment
Module4:OperationsManagement:Modeling,Analyzing&OptimizingProcesses,PartIIModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Calculatetheleadtimeforaprocess,usingLittle’sLawandprovideddata.• FollowthedirectivesoftheP-KFormulatofocusonreducingvariabilitytoremovesomeofthe
randomnessofthearrivaloforders,thusreducingleadtime;considereachofthethreemaintypesofmanageriallevers:externalpolicies,internalpolices,andtechnology.
ModuleComponents:
• VideoLecture1:BusinessOperations:ManagingtheImpactofVariabilityonLeadTimes• VideoLecture2:LeadTimesinProcesses• VideoLecture3:ActionPlan• Reading1:ManufacturingLeadTime–Whatisit?• Reading2:ManufacturingCritical-pathTime:AMeasureofTrueLead-Time• Reading3:LeadTimeReduction• Assignments:CaseStudyonUltimateTeeth,continued• CheckforUnderstandingAssessment
Syllabus: Entrepreneurial Human Resources Specialization Certificate: Leading and Managing the Start Up
Faculty: Professor Corinne Bendersky
Course 2: Entrepreneurial Human Resources
Course Description This Course focuses on the human side of business. Professor Bendersky moves from the general topic of corporate culture and how it can be consciously shaped and managed to the effective use of teams, then concludes with topics on decision-‐making and change management, two universal challenges managers face.
Course Learning Objectives:
By the end of this course, you will be able to: • Analyze organizational culture to proactively shape and reinforce it for strategic alignment. • Build, coach, and develop teams in your business so that they work together efficiently, confidently, and
productively. • Take an informed, analytical, and strategic approach to making decisions and proactively managing
dynamic change within your organization, using structured processes and best practices.
Overview Video: Kelly Bean, Associate Dean, UCLA Anderson School of Management Executive Education
Professor Corinne Bendersky
Corinne Bendersky, Ph.D., is an associate professor of Management and Organizations at the UCLA Anderson School of Management. She has been a member of the faculty since 2002, and teaches in the MBA and Fully-‐Employed MBA programs. She received her B.A. with honors from Oberlin College, and her Ph.D. in Management from the Massachusetts Institute of Technology's Sloan School of Management. Prior to joining academia, Dr. Bendersky worked as a mediator, dispute systems design consultant and negotiation trainer.
Professor Bendersky's research focuses on various aspects of organizational conflict management and negotiation processes. She has published articles in numerous academic management journals and books. Dr. Bendersky’s current research focuses on conflicts over status, or social esteem. Emphasizing symbolic resource interests and the causes and consequences of pursuing status ambitions contributes new insights to the role of conflict in group performance and how status hierarchies evolve over time.
Module 1: Culture Module Learning Objectives:
As a result of participating in this module, you will be able to: • Diagnose a company’s culture based on agreement and intensity, and write a prescription for improving
the culture. • Use 15 dimensions of organizational culture to create a cultural profile that represents the ideal culture
for a specific organization. • Create an action plan for an organization’s Human Resources Director that addresses three tools for
building and maintaining a strong, vibrant corporate culture.
Module Components:
• Video Lecture 1: What Is Culture? • Video Lecture 2: Characteristics of Culture • Video Lecture 3: What Can We Do About Organizational Culture? • Reading 1: Defining Organizational Culture • Reading 2: Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction • Reading 3: Structures that Shaped Zappos’ Culture • Assignment: Case Study: Toupeé Tickets • Check for Understanding Assessment
Module 2: Team Effectiveness Module Learning Objectives:
As a result of participating in this module, you will be able to: • Create an action plan for a struggling team, to help them develop a shared mental model. • Clarify the objectives and purposes of several teams in a business context. • Use the GRIP model to create a framework for a dysfunctional team to improve its collective state
regarding thoughts, motivations, and feelings.
Module Components:
• Video Lecture 1: Defining “Team” • Video Lecture 2: Selecting the Right People • Video Lecture 3: Team Performance • Video Lecture 4: Team Tools • Reading 1: Characteristics of a High-‐Performance Team • Reading 2: 3 Success Factors for High Performance Teams, and What Gets In the Way: Interview with a
Millennial • Reading 3: Ten Tips for Choosing the Right Employee for New Small Business Owners • Reading 4: Brian Tracy on How to Hire the Right People • Reading 5: Four Basic Steps to Hire the Right Person
• Assignment:CaseStudy:ToupeéTickets,continued• CheckforUnderstandingAssessment
Module3:StrategicDecision-MakingModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:• Evaluateasetofoptionstosolveabusinessproblem,identifyingpossibleheuristicsandbiasesthat
couldbeaffectingthedecision-makingprocess.• UsetheWRAPprocesstoanalyzeeachoftheavailableoptionswhenfacedwithaseriousbusiness
problem.
ModuleComponents:
• VideoLecture1:IntroductiontoDecisionBiasesandHeuristics• VideoLecture2:CorrectingforBiases:WRAPProcess• Reading1:TheProcessesofOrganizationandManagement,sectionon“DecisionMakingProcesses”• Reading2:IdentifyandDefinetheProblem• Reading3:BusinessDecisionMakingWelcomesScience• Reading4:ThreeEffectiveMethodsforMakingBetterDecisions• Assignment:CaseStudy:ToupeéTickets,continued• CheckforUnderstandingAssessment
Module4:ChangeManagementModuleLearningObjectives:
Asaresultofparticipatinginthismodule,youwillbeableto:
• Listseveralofthechallengesofchangemanagementinabusinessandthebestpracticesforrespondingeffectively.
• UseKotter’s8-StepModelforChangetomapoutaplantomoveabusinessthroughalarge-scalechangewithminimalstrain.
ModuleComponents:
• VideoLecture1:OrganizationalChange• VideoLecture2:StrategicModelforChange• Reading1:ChangeManagement• Reading2:StrategiesforSuccessfulOrganizationalChange• Reading3:DidYouKnow–TheSequel• Assignment:CaseStudy:ToupeéTickets,continued• CheckforUnderstandingAssessment
Syllabus: Entrepreneurial Finance Specialization Certificate: Leading and Managing the Startup
Faculty: Professor George Geis
Course 3: Entrepreneurial Finance
Course Description This final Course in the Leading and Managing the Startup Certificate addresses growth as seen through a financial lens. Professor Geis’s topics include analyzing a business opportunity via a pro forma, including Internal Rate of Return and Net Present Value. Next are investigations of cash-‐flow management, accounts receivable, and using trade credit, followed by examples showing various approaches to expansion, both organic and inorganic.
Course Learning Objectives:
By the end of this course, you will be able to: • Evaluate the financial returns of potential business investments and strategic initiatives, using structured
business analysis processes.
• Manage the key areas of accounts receivable, collections, and credit, maintaining clear internal policies and procedures.
• Consider a range of business-‐development options to work with other firms for mutual benefit, including partnerships and alliances, acquisitions, joint ventures, licensing agreements, and other types of business growth.
Overview Video: Kelly Bean, Associate Dean, UCLA Anderson School of Management Executive Education
Professor George Geis
George T. Geis, Ph.D., is an adjunct professor of Information Systems at the UCLA Anderson School of Management. Geis teaches at UCLA Anderson in the areas of mergers & acquisitions, financial modeling, entrepreneurship, and accounting. He has been voted Outstanding Teacher of the Year at UCLA Anderson four times and has received a number of other teaching awards. Geis has also served as Associate Dean and Faculty Director of UCLA Anderson's Executive MBA program. He is currently Faculty Director of Anderson's Mergers and Acquisitions Executive program. Geis has also taught mergers and acquisitions at the Haas School, UC Berkeley and has been a visiting professor at Bocconi University (Milan) and at Darden School of Business (University of Virginia).
Dr. Geis is an expert on M&A activity in technology, communications and media markets. His most recent book, Digital Deals, provides a blueprint for planning and executing sound corporate business development strategies. Geis' research interests include market modeling for M&A-‐related strategies as well as venture initiation and growth processes.
A National Science Foundation and Woodrow Wilson Honorary Fellow, Dr. Geis has extensive consulting experience and has published dozens of professional articles and six books. He is the recipient of the Financial Executives Institute Award for outstanding achievement in finance.
Dr. Geis taught in the LEAD Summer Institute for minority youth for more than 10 years. He has provided management education for directors of Head Start programs nationwide as well as for Iraq veterans in UCLA’s Entrepreneurs’ Bootcamp for Veterans with Disabilities. His 16-‐ tape lecture series on “Statistical Analysis in Business” appeared as part of the Teaching Company’s Super Star Teacher series.
Geis is editor of a web site that provides a visual analysis of M&A deals in technology, media and communications markets at http://www.trivergence.com . Geis also writes an M&A blog at http://maprofessor.blogspot.com .
Geis received a B.S. "summa cum laude" and with "honors in mathematics" from Purdue University , an M.B.A. from University of California, Los Angeles, and a Ph.D. from University of Southern California.
Module 1: Growth via Capital Investments Module Learning Objectives:
As a result of participating in this module, you will be able to: • Analyze the financial projections in the cash flow, income statement, and balance statement portions of
a pro forma for a proposed new product line. • Analyze Net Present Value and Internal Rate of Return projections for a proposed new product line. • Make a recommendation about proceeding with a proposed investment based on financial analysis.
Module Components:
• Video Lecture 1: Using a Pro Forma to Evaluate Opportunities • Video Lecture 2: Net Present Value, Internal Rate of Return • Video Lecture 3: Subtleties in Evaluating a Potential Investment • Reading 1: Pro Forma Income Statement • Reading 2: Pro Forma Balance Sheet • Reading 3: Chapter 17: Financial Modeling and Pro Forma Analysis • Reading 4: How to Calculate a Five-‐Year Pro Forma • Reading 5: Internal Rate of Return (IRR) • Reading 6: Present Value (PV) • Assignment: ARTificial Plants • Check for Understanding Assessment
Module 2: Cash Flow and Working Capital Management Module Learning Objectives:
As a result of participating in this module, you will be able to: • Analyze cash flow to determine which potential acquisition would be better financial investment. • Make key decisions about policies for accounts receivable and collections to support the growth of an
entrepreneurial venture. • Explain the importance to an entrepreneurial venture of using trade credit intelligently to support the
growth of an entrepreneurial venture.
Module Components:
• Video Lecture 1: The Importance of Cash Flow • Video Lecture 2: Managing Accounts Receivable and Collections • Video Lecture 3: Credit Policy Implementation and Using Trade Credit • Reading 1: How to Better Manage Your Cash Flow • Reading 2: Manage Your Cash Flow • Reading 3: A Guide to Business Cash Flow Management • Reading 4: The Advantages & Disadvantages of Trade Credit • Assignment: ARTificial Plants, continued • Check for Understanding Assessment
Module 3: Entrepreneurial Finance Module Learning Objectives:
As a result of participating in this module, you will be able to: • Generate a list of options for business growth – both organic and inorganic – to determine which is best
for a given set of circumstances. • Create a presentation explaining the strategic reasons supporting a growth decision, addressed to
business neophytes.
Module Components:
• Video Lecture 1: Corporate Business Development in Entrepreneurial Ventures • Video Lecture 2: The Case of Apple iTunes/iPod • Video Lecture 3: Google: What's Distinctive about Semi-‐Organic Growth? • Reading 1: Organic Growth • Reading 2: Mergers and Acquisitions • Reading 3: Designing for Growth -‐ Apple Does It, So Can You • Reading 4: What Do Google’s Acquisitions Reveal about the Company’s Strategy? • Reading 5: Charting Acquisitions across Google’s History • Assignment: ARTificial Plants, continued • Check for Understanding Assessment
Module 4: Entrepreneurship and Venture Initiation Module Learning Objectives: As a result of participating in this module, you will be able to:
• Analyze your areas of strength and weakness relative to the core issues of entrepreneurship. • Use the definitions of entrepreneurship – “The relentless pursuit of opportunity beyond the resources
you currently control” – and opportunity – “A desired future state that is different from the present and the belief that achievement of that state is possible” – to identify at least five entrepreneurial ideas you could explore as potential ventures in your own future.
Module Components:
• Video Lecture 1: Bringing It All Together • Video Lecture 2: Entrepreneurship Myths and One Final Thought • Reading 1: Self Awareness: The Secret Ingredient for Success • Reading 2: Generating Initial Ideas for New Venture Opportunities • Assignments: Final Thoughts • Check for Understanding Assessment