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