TECHNOLOGY MANAGEMENT BUSINESS COURSES

TMP 111 Opportunities and Perspectives in Technology, Business, and Society
(formerly ENGR 111 Professional Seminar in Technology Management)
View Syllabus [PDF]
(1 unit) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
This one-credit course is a series of lectures by faculty and visiting speakers covering new advances, business practices, and opportunities in technology, innovation management, entrepreneurship, education and social responsibility.

TMP 120 Business Strategy & Leadership Skills
(formerly ENGR 120 Business Strategy & Leadership Skills)
View Syllabus [PDF]
(4 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Introduction to basic business skills in strategic thinking, negotiations, marketing, finance and business modeling. Prepares engineering, science and non-technical students for successful entry into the business world.

TMP 122 Entrepreneurship 
(formerly ENGR 122 Entrepreneurship) 
View Syllabus [PDF]
(4 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Overview of the new venture creation process. Includes analysis of new business opportunities, development of new business value propositions, team building, venture financing, new venture planning, managing and protecting intellectual property, business formation, and other topics relevant to the entrepreneurial process.

TMP 130 Managing Operations 
(formerly ENGR 130 Managing Operations) 
(3 units) Open to all upper division students.
View Syllabus
Studies the flow of materials and information necessary to effectively and efficiently supply products and or services to customers. Provides an understanding of the principles of design and management of manufacture, service and supply chain organizations, business processes and systems.

ENGR X130A Entrepreneurial Marketing (Offered through Extension) 
(formerly ENGR 191A Professional Seminar: Entrepreneurial Marketing) 
View Syllabus [PDF]
(2 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Introduces the student to the role of marketing in a total business strategy. The basic objective of this course is to provide students with a broad introduction to marketing concepts, the role of marketing in technology firms, and the various factors that influence marketing decision-making.

ENGR x130B New Venture Finance (Offered through Extension) 
(formerly ENGR 191B Professional Seminar: New Venture Finance) 
View Syllabus [PDF] 
(2 units) Prerequisite: Econ 1 or Econ 3A with a minimum grade of B-; upper division standing.
Provides the tools necessary for the strategic analysis and understanding of financial information particular to new ventures. Provides insight into how financial information can be used to design optimal financing strategies, prepare valuation models for new ventures, and assist in strategic planning for the venture.

ENGR x130C Entrepreneurial Leadership of Teams and Talent (Offered through Extension) 
(2 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
View Syllabus
Focuses on the important link between the business strategy and talent strategies including talent value chain, recruitment/selection, strategies for rewards/incentives, employee relations, leadership and team formation; conflict resolution, problem solving and decision-making, the importance of organization culture; cultural diversity and global village.

TMP 131 Patents and Intellectual Property 
(formerly ENGR 131 Patents and Intellectual Property)
View Syllabus
(3 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Provides students with the tools to identify and plan for legal and proprietary issues particular to new ventures. Provides insights into the legal framework of business entities including formation, capitalization, employee law and personnel, patents, contracts, licensing and distribution agreements. 

TMP 132 Business Planning for New Ventures 
(formerly ENGR 132 Business Planning for New Ventures) 
(4 units) Prerequisite: ENGR 120 or ENGR 122; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Analysis and creation of a business plan for a new business venture including demand forecasting, financial modeling, selling of the new business idea and other issues for current business conditions.

TMP 134 Selling High Tech Products
(formerly ENGR 134 Selling High Tech Products)
View Syllabus [PDF] 
(3 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
This course provides the theory and its application of building and managing a sales team. Learning how sales and sales force management is critical to business success and the problems and opportunities that new technologies create are central concepts to this course. Topics includes: principals of direct, indirect and on-line sales; pricing and distribution strategies; personal selling and sales force management; sales forecasting and management. 

TMP 135 New Product Development 
(formerly ENGR 135 New Product Development) 
View Syllabus [PDF] 
(4 units) Open to all upper division students. 
Explores engineering and business topics important to the development of innovative customer-driven engineering products. Design optimization, innovative thinking and the principles and methodologies of product development are examined. Students are taught the tools, techniques and organizational structures that support new product development.

TMP 140 The Business of Healthcare: How Innovation and Entrepreneurship will Alter the Future Delivery of Medical Goods and Services 
(formerly ENGR 140 The Business of Healthcare: How Innovation and Entrepreneurship will Alter the Future Delivery of Medical Goods and Services)
View Syllabus [PDF] 
(3 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
This course will review the major industries (hospitals, physician offices, insurance companies and medical suppliers) that make up the health care universe, the history and evolution of the business models by which they deliver goods and services and how they profit from the existing healthcare system. The U.S. system will be compared to healthcare delivery of other countries. The need for innovation and entrepreneurship to treat an aging population will be discussed by exploring innovative new medical products, services and healthcare delivery methods and how they might "disrupt" the existing healthcare system, leading to lower cost, more effective healthcare in the future. Students will participate in team projects where they will develop and present innovative ideas for new products and services.

TMP 141 The Early Stage Life Science Company: The Challenges Faced by Entrepreneurs in Creating and Growing New Businesses Based on Human Biology  
(formerly ENGR 141 The Early Stage Life Science Company: The Challenges Faced by Entrepreneurs in Creating and Growing New Businesses Based on Human Biology)
View Syllabus [PDF] 
(3 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
The last 50 years have seen tremendous advances in the development of treatments for many diseases. Because of our aging population, this field will become even more important to our quality of life in the future. However, life science-based businesses face different challenges than most other businesses, making them "high risk, high reward" propositions. Through assigned reading and class discussions, and using the biotechnology industry as a protoype, the course will explore what makes these businesses different from other enterprises, and the special risks (and opportunities) faced by these businesses both in the earliest stages and in maintaining long-term growth. Utlizing a textbook, analyzing the industry, and guest speakers who are expert in the field, this course explores key activities in both early stage and mature biotechnology companies through the processes of drug discovery, product development, and commercialization.

TMP 145 Entrepreneurial Opportunities in IT and Telecom
(formerly ENGR 145 Entrepreneurial Opportunities in IT and Telecom)
View Syllabus [PDF] 
(3 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Provides key analysis and management models: competitive, market and industry analyses (Porter’s Five Forces Model and SWOT analysis tools). Focuses on IT and Telecom companies and their unique competitive, regulatory and standards-related issues.

TMP 146 Critical Issues in Early Stage IT and Telecom Companies 
(formerly ENGR 146 Critical Issues in Early Stage IT and Telecom Companies) 
View Syllabus [PDF] 
(3 units) Prerequisite: Writing 2 with a minimum grade of B-; and Writing 50 or 50E with a minimum grade of B-; upper division standing.
Investigates the development cycles and regulatory issues specific to IT and Telecom companies and how these impact management and organizational factors critical to the successful launch of a new product or idea. Overview of the industry and keys to formulating a disruptive technology-based strategy.

TMP 190D Creating a Market-Tested Startup Business Model
(formerly ENGR 190D Creating a Market-Tested Startup Business Model) 
View Syllabus [PDF]
(4 units)
Provides real world, hands-on learning on what it's like to start a high-tech company. This course is not about how to write a business plan. It's not an exercise on how well a student can use the library to research markets. This is an experiential course. The goal, within the constraints of a classroom and a limited amount of time, is to create an entrepreneurial experience with all of the pressures and demands of an early stage startup.

TECHNOLOGY MANAGEMENT BUSINESS COURSES

TMP 211 Opportunities and Perspectives in Technology, Business and Society
(formerly ENGR 211 Professional Seminar in Technology Management)
View Syllabus [PDF]
(1 unit) Open to all graduate students.
This one-credit course is a series of lectures by faculty and visiting speakers covering new advances, business practices, and opportunities in technology, innovation management, entrepreneurship, education and social responsibility.

TMP 240 Business Strategy & Leadership Skills
(formerly ENGR 240 Business Strategy & Leadership Skills)
View Syllabus [PDF]
(4 units) Open to all graduate students.
Introduction to basic business skills in strategic thinking, negotiations, marketing, finance and business modeling. Prepares engineering, science and non-technical students for successful entry into the business world.

TMP 241 Managing for Innovation 
(formerly ENGR 241 Managing for Innovation) 
View Syllabus [PDF] 
(4 units) Open to all graduate students. 
This course examines communication and key management functions including: envisioning and strategic planning, creating high performance teams, establishing appraisal/reward systems, and innovation and organizational change. Emphasis on leading innovative technical people, leadership that fosters entrepreneurship and intrapreneurship, and new forms of organizing.

TMP 242 Entrepreneurship 
(formerly ENGR 242 Entrepreneurship) 
View Syllabus [PDF] 
(4 units) Open to all graduate students.
Overview of the new venture creation process. Includes analysis of new business opportunities, development of new business value propositions, team building, venture financing, new venture planning, managing and protecting intellectual property, business formation, and other topics relevant to the entrepreneurial process.

TMP 244 Entrepreneurial Marketing 
(formerly ENGR 244 Entrepreneurial Marketing)
View Syllabus [PDF]
(3 units) Open to all graduate students. 
Introduces the student to the role of marketing in a total business strategy. The basic objective of this course is to provide students with a broad introduction to marketing concepts, the role of marketing in technology firms, and the various factors that influence marketing decision-making.

TMP 246 New Venture Finance 
(formerly ENGR 246 Professional Seminar: New Venture Finance)
View Syllabus [PDF] 
(3 units) Open to all graduate students.
Provides the tools necessary for the strategic analysis and understanding of financial information particular to new ventures. Provides insight into how financial information can be used to design optimal financing strategies, prepare valuation models for new ventures, and assist in strategic planning for the venture.

TMP 250 Managing Operations 
(formerly ENGR 250 Managing Operations)
View Syllabus [PDF] 
(3 units) Open to all graduate students.
Studies the flow of materials and information necessary to effectively and efficiently supply products and or services to customers. Provides an understanding of the principles of design and management of manufacture, service and supply chain organizations, business processes and systems.

TMP 251 Patents and Intellectual Property 
(formerly ENGR 251 Patents and Intellectual Property)
View Syllabus
(3 units) 
Provides students with the tools to identify and plan for legal and proprietary issues particular to new ventures. Provides insights into the legal framework of business entities including formation, capitalization, employee law and personnel, patents, contracts, licensing and distribution agreements. 

TMP 252 Business Planning for New Ventures 
(formerly ENGR 252 Business Planning for New Ventures) 
(4 units) Open to all graduate students.
Analysis and creation of a business plan for a new business venture including demand forecasting, financial modeling, selling of the new business idea and other issues for current business conditions.

TMP 254 Selling High Tech Products 
(formerly ENGR 254 Selling High Tech Products)
View Syllabus [PDF] 
(3 units) Open to graduate students. 
This course provides the theory and its application of building and managing a sales team. Learning how sales and sales force management is critical to business success and the problems and opportunities that new technologies create are central concepts to this course. Topics includes: principals of direct, indirect and on-line sales; pricing and distribution strategies; personal selling and sales force management; sales forecasting and management. 

TMP 255 New Product Development 
(formerly ENGR 255 New Product Development) 
View Syllabus [PDF]
(4 units) Open to all graduate students.
Explores engineering and business topics important to the development of innovative customer-driven engineering products. Design optimization, innovative thinking and the principles and methodologies of product development are examined. Students are taught the tools, techniques and organizational structures that support new product development.

TMP 258 Asia: Opportunities and Challenges 
(formerly ENGR 285 Asia: Opportunities and Challenges) 
View Syllabus [PDF] 
(4 units) Open to all graduate students.
Investigates the background and framework for assessing the changes in technology business environment in China; government structures, policy priorities, motivations and influence on markets; Reforms in intellectual property rights, banking, capital markets, business licensing and formation; entrepreneurial activity and new opportunities.

TMP 261 Entrepreneurial Opportunities In Healthcare and Life Sciences Industry 
(formerly ENGR 261 Entrepreneurial Opportunities In Healthcare and Life Sciences Industry)
View Syllabus [PDF] 
(3 units) Open to all graduate students.
For students with an interest in learing about the industires theat serve health care. This course involves interaction with health care professionals and industry executives. Expert guest lecturers will address the opportunities, challenges, and current products and services in the fields of biomedical products, diagnostics and biotechnology/pharmaceutical product development.

TMP 262 Critical Issues in Early Stage Healthcare and Life Science Companies 
(formerly ENGR 262 Critical Issues in Early Stage Healthcare and Life Science Companies)
View Syllabus [PDF] 
(3 units) Open to all graduate students.
Course includes visiting speakers to facilitate learning about the critical issues in early stage, life science related companies. This course explores key activities that take place in a U.S. biotech company through the process of drug discovery, development, and approval. The course will be an introduction to different areas of expertise that are required to support the business of biotechnology and will expose students to career options both for science and non-science majors. Experts from each industry, including the US healthcare delivery arena, will present an overview of their industry, of their company, and aspects of their field (such as research/licensing from universities, the global regulatory and business environment) that are critical to understand for successful launch of a new product or idea. Guest speakers, team presentation and final paper.

TMP 265 Entrepreneurial Opportunities in IT and Telecom
(formerly ENGR 265 Entrepreneurial Opportunities in IT and Telecom)
View Syllabus [PDF] 
(3 units) Provides key analysis and management models: competitive, market and industry analyses (Porter’s Five Forces Model and SWOT analysis tools). Focuses on IT and Telecom companies and their unique competitive, regulatory and standards-related issues.

TMP 266 Critical Issues in Early Stage IT and Telecom Companies 
(formerly ENGR 266 Critical Issues in Early Stage IT and Telecom Companies)
View Syllabus [PDF] 
(3 units) Investigates the development cycles and regulatory issues specific to IT and Telecom companies and how these impact management and organizational factors critical to the successful launch of a new product or idea. Overview of the industry and keys to formulating a disruptive technology-based strategy.