TMP 411 - Economics of Competition in High Tech Industries
This course will introduce managerial economics. Managerial economics is fundamentally a branch of applied microeconomics, focused on the decision and organizational design problems faced by managers. This course will stress strategic issues arising in markets that are not perfectly competitive. The underlying analysis for these competition issues comes from the field of Industrial Organization (IO), broadly conceived. IO is the branch of applied microeconomics that deals with imperfect competition, especially the small number strategic interactions that are virtually inevitable in high tech industries. In these industries, both antitrust law and intellectual property law are important. The course is designed to develop the student's economic intuition, especially the ability to analyze problems, and provide problem-solving principles that will serve well in many settings. No background in economics is necessary.
TMP 421 - Finance and Accounting for Technology Businesses
This course provides a foundation of the financial concepts and practices essential for managers in technology businesses. Topics covered include; measuring and analyzing financial performance, budgeting and forecasting, time value of money, capital investing, cost of capital, risk and return, managerial accounting, and various economic concepts central to managerial finance. The course utilizes textbooks, topical readings, as well as case studies.
TMP 431 - Product and Market Validation
This course is focused on the early stages of product development. The punch line of the course is that product development does not occur in a vacuum. Instead, to be successful, product development must coincide with the development of the market in which you hope to sell your product, the development of your business plan, and the development of your organization. Each week is organized around a specific skill-set necessary to do effective product and market development and validation work. Throughout the term you will work on a real-world market validation project. The concepts and skills you learn in this course are equally valuable if you are working with a new venture or if you are looking to develop a new product within a large organization
TMP 441 - Creating Value Through Human Capital
This is an introductory-level course that seeks to develop business leaders who understand human resources practices essential to firm performance. The course is relevant for entrepreneurs who are building successful organizations and aspiring leaders in existing enterprises. In this course you will examine how to structure and adjust an organization’s basic human capital levers to achieve superior results. You will learn about how organizations link organizational requirements, corporate strategy, and human capital systems with specific business objective; talent management processes, including how companies hire, socialize, appraise, reward, and retain talent; the practices and analytical frameworks that help managers leverage human capital; the factors that affect your success as a developing business leader. In this course you will exercise your critical thinking skills by analyzing how managers and organizations apply human capital strategies in practice. It will develop your skills in problem solving, creative thinking, and written and oral communication and will broaden your perspective about the role of managers in determining organizational success.
TMP 451 - Opportunity Recognition Practicum
This course is the first of two practicums in the MTM curriculum and a launch point for the integrative MTM field project. The course has two objectives. The first is to learn about some modern views, misconceptions, and best-practices regarding innovation, entrepreneurship, intrapreneurship, and opportunity recognition. For this we will use some selected readings and a number of invited guest speakers—prominent founders and leaders of regional technology businesses—who will share their own views and experiences. Second, students will shape, and compete for ideas, teammates, and mentors in preparation for the required field project in subsequent quarters.
TMP 412 – Strategy for Technology-Based Companies
This course features case studies, guest speakers, computer simulations and discussions to understand approaches and techniques to manage technological innovation and change within their organizations, including business models and structures for value creation, innovation, competitiveness; strategic leadership and decision-making;industry/competitor analysis, and innovation models; strategic planning, implementation, and renewal – strategies for profitable growth in technology driven companies. This course is about business success and the strategies and leadership needed to achieve it. Implicitly or explicitly, every firm must define the scope of its business operations and how it will compete against rivals and cooperate with partners within its chosen scope. Decisions about the scope of the business constitute the firm’s corporate strategy; decisions about how to compete within chosen market segments reflect the firm’s business-level strategy. You will be asked to assume the senior management role of a multinational technology company and thus determine both its corporate and business level strategies. A general management perspective will be necessary, because effective strategies require a fundamental understanding of the interrelationships among the different functions of the organization and the relationships of these functions to the external environment.
TMP 422 – Decision Analysis
From the life altering to the mundane, we make thousands of decisions a day, and must live with their consequences, forever. At the crossroads of philosophy, economics, statistics, psychology, technology, business and the life we lead, exists the decision. This course explores how decisions are made, key factors affecting the decision making process, biases we must account for and the tools available for improving our decisions, as well as predicting those of others. We begin with an introduction to how decisions should be made (normative), followed by an exploration of how decisions are actually made (descriptive) before leading into an examination of choice architecture and the movement it has launched in an effort to help people make better decisions for themselves (prescriptive). Above all else, the goal of this course is to introduce practical applications of the concepts covered so that students can effectively become the choice architects of their own lives.
TMP 432 – Project and Program Administration
Project and Program Management has become an expected professional skill for managers and specialists in most technical disciplines. The use of project management is expanding wherever organizations need to achieve performance objectives in the face of global competition, extreme time pressures, and rapidly changing technologies. This course is intended to provide a solid grounding in traditional and modern project and program management with an emphasis on applying the principles to New Product Development teams in Technology-Driven businesses. We will take a methodology-agnostic view, preferring instead to survey a number of available tools and techniques and emphasize that these may or may not be useful for all projects. Although not a conventional course in Project Management, many of the traditional methods will be discussed as a foundation for further study and practice.
TMP 442 – Leading Technology Teams
This course examines “leading teams” in two respects: how to aid/lead a team to be more effective in its performance, and how to be personally more effective as a team leader/member. In the first area, we treat research and best practices concerning how to set challenging but attainable goals, create a cohesive team, strengthen members’ desire for team success, enhance decision-making processes, facilitate communication among members, assess and improve operations, develop cooperation and coordination with other teams, lead virtual and distributed teams, work with teams characterized by diversity (including cross cultural and multigenerational diversity), and foster creativity and innovativeness. In the second area, we review research and foster skills that will help improve personal effectiveness in teams including influencing team members and advocating effectively for them, dealing effectively with others who have different/difficult styles, avoiding and handling defensiveness, strengthening interpersonal skills, mediating conflict, planning and running meetings, team building, facilitating team processes, delivering presentations, and leadership credibility. These topics will be relevant for new and established teams involving both technical and nontechnical members, including formal work units, project groups, standing and ad hoc committees, research teams, cross-functional and multidisciplinary teams, and management teams.
TMP 452A – Field Project and Leadership Practicum
This course is the second in the practicum series (TMP 451, 452A, 452B). It is a forum for the MTM field project that is completed in partnership with a variety of firms, and it is a crucible for integrating other MTM coursework. This practicum offers instruction as well as team-based and individual coaching in skills that are key to personal effectiveness in teams, and it enhances capabilities necessary for leading successful teams.
TMP 413 – Building Brands
What is a brand? While “experts” talk about branding everything from companies to our online selves these days, it is remarkably difficult to shape and maintain a strong brand in our increasingly global, interconnected world. This course aims to help managers understand, develop, assess and evolve successful brands in the 21st century. Our five intensive Monday sessions will each focus on an aspect of branding, beginning with identifying the components of brands and brand building, all the way to analyzing a current brand that needs help and creating a plan to invigorate and evolve it.
TMP 423 – Technology-Based Operations
Technology Based Operations is about the flow of materials and information necessary to effectively and efficiently design and supply a product to a customer. This course will provide an understanding of the principles involved in designing, managing, and improving supply chain organizations and the related business systems and processes. These concepts will be presented through a combination of lectures, case studies, in-class discussions, and exercises, as well as through presentations by experts in the field.
TMP 433– Organizational Design for Continuous Innovation
We live in a psychologically oriented culture. When we try to explain what occurs in an organization and why it occurs, we usually favor accounts that feature individuals’ personalities or interpersonal dynamics. There can be no doubt that psychology, especially social psychology, tells us a great deal about why people and teams do what they do and how to manage them. But there are structural and cultural aspects of organizations that also shape behavior in organizations and the actions that organizations take. These topics are the domain of organizational sociologists and anthropologists who tend to view organizations as systems. This course will focus on how structural and cultural dynamics shape organizations and, hence, the behavior of people within them. The course covers a number of topics including differences in formal organizational structures, the importance of informal organizational structures conceived of as networks, sources of innovations, how space and time structure work, organizational culture and science and engineering as social systems and how the two differ. Throughout we ask how these systemic phenomena influence an organization’s ability to innovate.
TMP 443 – Building Strategic Partnerships
This course provides students with an understanding of the unique challenges in managing relationships and resources outside a focal firm. In startups, as well as more established firms, survival and growth often require on partnering with others—a process that involves imperfect information and imperfect people (including ourselves). Using a mix of readings, online simulations, negotiations and other in-class exercises, we focus on three themes in this course: creating value through alliance portfolios, claiming value through structured negotiation, and managing the relationships that sustain growth. We draw on tools and theory from strategy, organization theory, and entrepreneurship.
TMP 452B - Field Project and Leadership Practicum
The "business development teams" formed in the Opportunity Recognition Practicum Fall quarter course and that progressed during Winter quarter will conclude at the end of this term. Field projects include a new venture, development of UCSB intellectual property, or project supplied by a firm. This practicum offers additional instruction as well as team- based and individual coaching in interpersonal communication skills that are key to effectiveness in teams and enhances capabilities necessary for creating and leading effective teams.