Elective Courses with Entrepreneurial Content
Business Economics: Doing Deals 209
An introduction to the legal and economic framework of various agreements between parties to business transactions. Our intent is to understand the structure of deals in substantive areas of business practice through an analysis of the terms of agreements, key outcomes sought by each party (or parties), and discussion with one or more of the principals, agents, or advisors involved in the deal.
Topics in Business Law 224
Discussing common legal issues encountered by owners of growing companies; uses a combination of case studies and lecture to illustrate various situations.
Financing the Emerging Enterprise 231E
This course emphasizes the financial, control, and investment issues confronting rapidly growing companies in entrepreneurial settings. The main objective of the course is to consider and select financing vehicles which may be appropriate to securing organizations' money requirements.
Venture Capital and Private Equity 235
Covers the history of venture capital and explores issues related to establishing and raising a fund, investing in a protfolio, managing exisitng investments, adn exits, destributions, and liquidation of investments and funds.
Technology Management 241A
The course presents fundamental strategies and frameworks to analyze and evaluate various alternatives to creating, implementing, marketing and managing new technologies. An important part of the course is how to differentiate technology products, market them to tightly focused market segments and develop effective competitive strategies. Frameworks studied include the technology adoption curve, developing whole products, managing disruptive technology adoption, target market scenarios, managing through strategic dissonance and compelling value creation.
Sales and Channel Management 261A
This course provides the background and analytical skills necessary for effective management of the marketing aspects of a distribution channel. The course is organized around three modules. The first module, Channel Design and Selection, covers the strategic aspects of distribution and addresses the choice of distribution systems (e.g., direct sales versus distributors) and use of multi-channel systems. The second module, Management of Sales and Distribution Systems, covers the management of a direct sales force and the tactical management of a dealer network. The third module, Management within the Channel, focuses on the challenges involved in managing channel intermediaries such as retailers, brokers, and wholesalers.
Managing Entrepreneurial Organizations 284C
Examine issues and problems involved in developing and managing entrepreneurial organizations. Evaluate the factors that make an organization effective at each stage of growth. Discuss the nature and functioning of key management systems that are primary tools in managing an entrepreneurial enterprise: strategic planning, organizational design, management development, control systems and leadership
Entrepreneurship and Venture Initiation 295A
Explore entrepreneurship, particularly the formation and operation of new business ventures. Cover significant aspects of evaluating new business opportunities and starting a new business. Analyze successful entrepreneurs, identify and evaluate new venture opportunities, development new venture financing, examine legal and tax considerations, and develop appropriate entry and exit strategies.
Small Business Management 295B
Explore crucial aspects in managing small business enterprises. Emphasis on the identification and analysis of characteristic operating problems of small firms and the application of appropriate methods or techniques for their solution.
Corporate Entrepreneurship 295C
In a competitive environment, entrepreneurship is an essential and indispensable element in the success of every business organization - whether small or large, new or long-established and mature. Corporate entrepreneurship (or intrapreneurship) refers to activities involved in creating and exploiting new, innovative resource combinations in the context of existing corporations. Although corporate entrepreneurship encompasses a wide range of organizational endeavors, the course focuses primarily on managerial efforts aimed at the identification, development and exploitation of technical and organizational innovations, the management of new product or process developments, and on effective new venture management in the context of large corporations in manufacturing as well as in service industries. The essential objective of the course is to develop an awareness and understanding of the range, scope, and complexity of the issues related to the creation of an organizational environment that is supportive of entrepreneurial endeavors as well as to gain insight concerning the effective implementation of technological and organizational innovations in a corporate setting.
Business Plan Development 295D
Explore the factors involved in turning an idea into a serious business venture. Research and analyze a new business opportunity of choice and produce a business plan for the venture. Create the business venture, develop a critical path, structure a proforma, analyze financial statements, and look at cash flow vs. profit.
Green Energy - Entrepreneurship & Strategy 298D
Volatile commodity prices, geopolitical instability, and increased awareness of global warming have moved energy into the mainstream of consumer consciousness. With roughly 85% of world energy consumption derived from fossil fuels, a new wave of investment is underway to find alternative sources and technologies. Green Energy - Entrepreneurship & Strategy addresses this opportunity. The objectives of the course are to provide students with a firm understanding of the dynamics of the global energy market, to equip students with the tools necessary to build and/or manage a successful green energy start-up, and to give students insight into the decisions made by cleantech focused venture capitalists.
Law & Management of Non-Profits 298D
This introductory course is very practical, focusing on the important legal, financial and strategic management issues confronting nonprofit organizations.
This course helps future managers of non-profit organizations understand and deal with the special challenges of governance and management.
Leaders in Sustainability 298D
Common course for all students participating in Leaders in Sustainability Program, including those from engineering, law, management, public affairs, and public health. Creation of environment for academically based discussions on various sustainability-related themes, capitalizing on wide mix of disciplines represented among participating students. Sessions feature UCLA faculty members, external speakers, and leadership skills to help students learn more about how to best put their interests in sustainability to use.
Social Entrepreneurship 298D
Today, a growing number of non-profit organizations are very focused on the creation of renewable models that can scale their impact and sustain their mission well into the future via increasing capital flows. Multinational corporations are racing to launch "bottom of the pyramid" strategies that unlock the latent economic power of billions of people. In light of this changing domestic and global landscape, students must be equipped with the updated theoretical frameworks and practical insights about how to lead organizations through such turbulence. This is a hands-on course taught by a practitioner who has worked across sectors and succeeded as a social entrepreneur. The goal of the course is to challenge students to revisit traditional management conventions, exposing them to successful models that fuse management innovation, social impact and economic sustainability. Ideally students should come away from the course enriched by a set of learnings with broad applicability to any chosen career, whether in traditional business, the nonprofit sector, or even the entrepreneurial trappings of a new social venture.
Technology Commercialization and New Business Development 298D
This seminar is an introduction to the transformation of new knowledge and inventions into viable commercial products and services, with particular attention to the technology transfer process at major research universities like UCLA. Initial emphasis is on the assessment and protection of intellectual property (IP) and the early evaluation of technologies to determine the potential for commercialization. Student teams will understand how intellectual property in its various forms is protected, and how rights to these assets are negotiated by the several parties involved in these arrangements. The seminar will also examine the nature of contracts and negotiation between university technology transfer offices, researchers, technical experts, and early investors in the commercialization space that might lead to patents, licenses or the development of new business ventures.
Fieldwork in Investment Mgmt (Student Investment Fund) 457
Selected students employ academic theories learned in previous classes to practical experience by managing portfolio started with donated funds. Mirrors situations experienced by typical money management firms. Students tackle investment strategy, asset allocation, security analysis, and organizational issues.
Applied Management Research 444A-444B
Must be taken during second year in two consecutive quarters or as eight units in one quarter. Supervised study of an organization, including establishment of client-consultant relationships, identification of problems or strategic questions, design of study, collection of analysis of data, development and reporting of implementable recommendations. Teams of students, in this 30-year-old program, complete an eight-unit, six-month team Applied Management Research project as the capstone of their MBA, in conjunction with a real-world organization and management team. These projects, a central part of the second-year curriculum, are chosen by the student teams and often acquired by the students as well to match their own specific career interests. In addition, if their project is selected, students also may create their own well-planned business in the AMR structure as a Business Creation Option
FEMBA Mgmt Field Study 444A/B
The Global Access Program (GAP) at the UCLA Anderson School of Management was founded in 1998 and has since worked with 379 international technology companies in 17 countries. GAP is a unique educational program that matches a team of students from the Fully Employed MBA (FEMBA) program with existing international technology companies to develop a comprehensive business strategy that enables the companies to move to the next stage of their corporate development.
Research in Management (Independent Study) 596
Directed individual study or research, on a topic of the student's choosing. May be repeated for credit. Faculty advisor required. Venture Fellows program participants are required to write a case study under this course elective.