Graduate Elective Course Descriptions

Graduate Elective Course Descriptions

DSO 505- Sustainable Supply Chains (1.5 units, Fall)
This course aims to provide students with an understanding of the sustainability challenges and opportunities facing supply chains today. We will look at some of the factors that are contributing to the adoption of sustainability strategies, such as legislations that are penalizing negative environmental and social impacts, and society’s expectations of business in terms of health, human rights, and the environment. The supply chains today cannot be concerned only with creating shareholder value; their performance is also measured in terms of social, environmental and economic impact. The main topics covered in the course are sustainability concepts and frameworks, environmental legislation, sustainable design of products, renewable energy, closed-loop supply chains, facilities, locations, and transportation decisions, supplier management, and strategic sustainability implementation. The class format includes lectures, case discussions, guest speakers, and movie clips.

DSO 506 – Sourcing and Supplier Management (1.5 Units, Fall)

This course aims to provide students with an understanding of the impact that sourcing and supply management have on the success and profitability of firms in today’s business environment. Increased levels of outsourcing and offshoring make correct selection of suppliers and their quality, along with development of relationships between suppliers and producers, more crucial than ever. We will look at some of the factors that need to be considered when making sourcing and supplier management decisions (ethics, contracts, globalization, risks, sustainability), and discuss the influence that sourcing and supply management have on other functional activities, such as product design, inventory management, electronic commerce, etc. The class format includes lectures, case discussions, simulations, and movie clips.

DSO 528 – Data Warehousing, Business Intelligence and Data Mining (3 units, Summer)
This course helps to build Business Analytics skill set required by companies. At least sixty percent of the class time is spent on data mining which is especially useful to companies, because it allows you to understand customers to a level not possible before. This course is about how companies apply two new technologies, data warehousing (DW) and data mining (DM, including business intelligence, BI) to empower their employees, and build and manage a customer-centric business model. Besides learning the strategic role DW and DM plays in an enterprise, you will also get a close-up look at DW and DM by working on cases and gaining hands-on experience using software tools. Students taking this class will get an overview of the technologies of DW and BI/DM from a managerial perspective. Finance companies have started data mining, example: Capital One Credit Card Company. Real Estate companies are now using neural networks to evaluate the price of homes.

DSO 529 – Advanced Regression Analysis (3 units, Irregular)
Students completing this course will have a detailed understanding of Multiple Regression, Analysis of Variance, and other Data Aggregation methods. Advanced Multiple Regression Analysis, Survey Analysis, ANOVA testing for Marketing-type applications, and some Times Series Analysis methods will be covered. Practical problems in estimating and testing all of the above will be discussed using various computer software packages. Focus will be placed on applications to Finance and Marketing, although other fields also benefit from the procedures we will cover.

DSO 530 – Applied Modern Statistical Methods (3 units, Fall)
This course aims to provide a very applied overview to such modern non-linear methods as Generalized Additive Models, Decision Trees, Boosting, Bagging and Support Vector Machines as well as more classical linear approaches such as Logistic Regression, and Linear Discriminant Analysis. We will cover all of these approaches in the context of Marketing, Finance and other important business decisions.

DSO 543 – Global Business Issues in the Networked Digital Industry (3 units, Fall)
This course was created at the request of, and with significant input from senior corporate executives in the digital media industries including Cisco, Disney, Qualcomm and ATT. This course will analyze the role of new technologies, such a 4G, Wimax and cloud computing on business models of companies in the digital eco-system. This course provides students with the tool-sets, such as business modeling and scenario construction techniques, to identify new areas of growth or opportunities and profitability for new product development. The class format includes lectures, case discussions, guest speakers and a corporate consulting project.

DSO 547 – Designing Spreadsheet Based Business Models (3 units, Fall and Spring)
This course focuses on structuring, analyzing, and solving managerial decision problems across business areas. Using Excel as the modeling platform, we learn to summarize useful information from available data, optimally allocate limited resources, synthesize sequences of decisions, and incorporate uncertainties into analysis. The course covers plenty of practical examples and offers ample problem solving opportunities.

DSO 551 – Digital Transformation in the Global Enterprise (3 units, Spring)
This course prepares the general manager to be more effective in dealing both strategically and organizationally with the digital transformation of the global enterprise and its ecosystem of partnerships. It is a survey course that teaches how to intelligently harness the strategic business value of information technologies through large enterprise systems applications (such as ERP, CRM, Business Intelligence,..). It illustrates methods for how to design and manage business models for services offered through digital platforms. It provides guidelines on how to organizationally implement and deploy different types of information systems within and across enterprises while understanding user needs. It also addresses how to track and manage emerging disruptive technologies (Web 2.0, mobile apps, social networks, augmented reality) in the context of the enterprise. The course includes cases and exemplars, current articles, and executive guest speakers.

DSO 580 – Project Management (3 units, Fall and Spring)
This course begins with organizational issues in project management and focuses on skills and roles of project leaders and structure of project teams. Then the course moves on to more technical areas and covers project integration, scope, time, and cost management. It will also cover project resource, risk, and procurement management. It will be finalized with controlling, monitoring and terminating projects. Throughout the course students will learn how to use MS Project, Monte Carlo simulation for project risk management, and spreadsheet models for various optimization problems within the project management context.

DSO 581 – Supply Chain Management (3 units, Fall and Spring)
The course focuses on the management and improvement of supply chain processes and performance. We explore important supply chain metrics, the primary tradeoffs in making supply chain decisions, and the basic tools for effective and efficient supply chain management, production planning and inventory control, order fulfillment and supply chain coordination. Several recent and influential innovations such as revenue management, VMI, reverse logistics, RFID and supply chain software solutions will be discussed. We also investigate topics such as global supply chain design, logistics, e-commerce, and outsourcing. The class format includes lectures, case discussions, guest speakers, movie clips, simulation games, etc. The content covers both quantitative and qualitative materials.

DSO 582 – Service Management: Economics and Operations (3 units, Spring)
This course examines the service industry from a managerial and entrepreneurial perspective; emphasis will be on the tactical decisions needed to design and deliver successful and profitable services, and on interfacing with other functional areas of business. This course is targeted at students interested in pursuing a management career in the service industry, consulting, or with an entrepreneurial disposition.

DSO 583 – Operations Consulting (3 units, Spring)
This course provides conceptual, analytic and managerial skills needed for leading and adding value in consulting projects with a focus on operations. The students will develop the ability to identify and analyze strategic issues in operations, link these to business strategy and competitive advantage, and create action plans to implement the firm’s strategy. The operational issues and decisions that we will cover include: developing competitive advantage through operations, capacity investments, process design, development of operational capabilities such as flexibility, speed, quality, and six sigma capability and revenue management. We will consider strategic, design and tactical decisions in the various cases we cover and explore the interplay between them. The students will also obtain hands-on real world consulting experience at leading firms with operations in Southern California.

DSO 584 – Global Operations Management (3 units, Summer)
This course will help students gain an exposure to the spectrum of issues which are crucial to the globalization of operations and describe successful (and unsuccessful) operations management approaches in several industries and countries, with special focus on South Korea. The course covers basic tradeoffs associated with making operations decisions in a global context and highlight the crucial role of inter-functional coordination in successful global operations. The students will develop the ability to identify strategic issues in global operations, link these to business strategy and competitive advantage, and create action plans to implement the firm’s strategy. The course also includes an experiential learning trip to South Korea (Seoul and potentially other cities) in the Spring break. Team consulting projects will be carried out with 5 global companies in South Korea.

DSO 599 – Global Healthcare Operations Management (3 units, Spring)
Across the world, some of the biggest challenges facing healthcare include increasing access and quality of care to effectively address the priorities of large segments of the population. In this course you will learn how Operations Management tools and techniques can be utilized to improve the performance of healthcare delivery systems. Healthcare delivery system is the network composed of facilities such as families, community centers, clinics, emergency rooms, and hospitals that individually and collectively provide care to the community. Clearly these changes must be driven by the needs of the community. We will also explore tools and techniques that enable us to get a better understanding of the short term and long term healthcare needs and the differences in how patients consume health services. A significant component of the course is a field project. These projects are based in Los Angeles, Brasilia, Brazil and Buenos Aires, Argentina and their goal is to increase the access and quality of care provided to low income communities. If you are working on a project that is based in Brazil or Argentina then you will have to travel during Spring break. You will work in a team consisting of 5 or 6 students.

DSO 599 – Operations Performance Analysis (3 units, Irregular)
Most courses in finance and accounting focus on information in financial statements, how does one go underneath financial statements to get a better handle on firm valuation? In this class, we will focus on operational levers and you will learn frameworks, analytical tools, industry language, and personalities to help you confront questions like these in your future careers as private equity investors, analysts and analyst-facing CEOs and entrepreneurs, and management consultants. Specifically, we will discuss which operational indicators best suggest future financial performance? How does one do operational due diligence? And what are best practices in operational turnarounds? This course uses case studies and you will work in a team consisting of 4 or 5 students.

GSBA 554 – Digital Strategies for Sustainability in Global Emerging Markets (3 units, Spring)
This course brings together the intersection of  three managerial issues. It provides an understanding of business strategies for  sustainability that encompasses social, environmental, and economic issues. It marries that with the use of digital platforms and digital business models to enable sustainability strategy. And finally, it considers that confluence in the context of global emerging markets. In addition to six regular sessions and assignments, the course includes a semester-long field consulting project with a pre-selected company in Dubai/Abu Dhabi, and an experiential trip to visit and engage with the client companies in Spring break.

GSBA 556 – Business Models for Interactive Digital Media & Services (3 units, Spring)
This course teaches current approaches for generating, designing, and assessing new business models for services offered through interactive digital platforms. It takes a strategy approach to understanding dynamics, business models, and digital business ecosystems. It uses a business development perspective to assessing new and growing niches in the dynamically evolving media/entertainment/gaming/telecom market space. It prepares the MBA to effectively contribute to new business development initiatives in that dynamic ecosystem. The course uses case studies, articles, videos, industry reports, and features executive guest speakers.