Note: The following provides a suggested course description,
objectives, and an outline. These may be modified pending discussion with
the Faculty Chairs, proposing faculty, and other curriculum
reviewers.
Course Description: Moore's Law (transistor density
doubling), Parkinson's Law (memory doubling), and Gate's Law (software
bloat outpacing technology advancement), each describe an aspect of the
rapid evolution of technology in the world today. Corporations often look
towards technology to gain competitive advantage or acceleration of their
business model. In looking at the relationship between technological
advancement and business acceleration, the interaction can be very
positive or it can be very negative. Under the right circumstances,
technology can provide tremendous momentum to an organization's
operations. When the conditions are not right, placing new technology on
top of poor operations can grind an organization to a halt. Students will
learn the concepts and develop the skills required to evaluate and manage
technology and operations within an organization to enhance its
competitive position. In addition to evaluating technology's fit, students
will learn techniques to evaluate healthy operational models. Students
will explore the complex business processes underlying the development and
manufacture of products as well as the creation and delivery of services.
Timing of technological implementations will also be studied to ensure
that technology's impact will accelerate positive rather than negative
momentum.
Course Objectives: Students will: gain a general
appreciation of management in technical organizations; learn about
different management models and best practices;explore issues and
techniques critical to strategic management of technology; learn how to
guide and manage innovation; explore issues and techniques critical to
strategic operations management; learn to plan for, cope with, lead, and
manage change within the organization.
Course Outline by Topical Areas:
| Management models and best practices in
high tech operations |
| Assessment of organizational strengths and
weaknesses, threats and opportunities |
| Integration of technology and business
|
| The intersection of business and
technological strategy |
| Managing in a fast-paced technological
environment |
| Contingency planning and evaluation of
alternatives |
| Organizational concepts for high-tech
organizations |
| Realizing Value from Intellectual Assets
|
| Strategic Management of Technology
|
|
Application of technology
|
|
Justification of technology
|
|
Technology as a strategic resource to
enable management to achieve organizational objectives
|
|
Problem solving in production operations
|
|
Strategic guidance and tactical decisions
for technology |
|
Strategic Management of Technology
|
|
Concepts and management processes to
manage technological developments and innovations
|
|
Integrating technology strategy with the
organization's overall business strategy |
|
Acquisition or Development?
|
|
Legal aspects of technology management
|
|
How technology creates new business
opportunities |
|
How innovation is a competitive
force/strategic innovation |
|
What is needed to foster innovation
|
|
Innovative capability and planning
innovation |
|
Managing Technological Innovation
|
|
Fostering an intrepreneurial spirit within
the organization |
|
Management principles and mathematical
analysis applied to operations |
|
Control of productive systems within
organizations |
|
Product development and production
|
|
Project Selection and Resource Allocation
Models |
|
Strategic guidance and tactical decisions
for operations |
| Process analysis and design
|
| Cross-functional and cross-firm
integration |
