Technology and Operations M anagement (TOM) Electives 2014 - 2015

1. Technology and Operations Management (TOM)Electives2014 - 2015

2. CUSTOMER CAPABILITIES The Operations Management Process CONTROL COORDINATION Recall the 5C model of Operations from our FY course. designing the capabilities to meet those needs, We spoke about identifying customerneeds, then coordinatingwith our suppliers and customers along the supply chain. developing a control system to assure those needs are met and improved upon, CONTEXT All of this is done within the general contextof the environment and our competitors.

3. TOM Electives by “C” of the 5C Model • Customer • Developing New Products and Services (Q2) • Chao/Hutchison-Krupat • Global Innovation and Technology Commercialization (May 2014) • Raz • Capabilities/Control/Performance Improvement • General Management and Operational Effectiveness (Q1 and Q4) • Landel • Operations Strategy (Q1) • Laseter • Managing Innovation and Product Development (Q3) • Laseter • Coordination • Supply Chain Management (Q2) • Raz • Context • Emerging Topics in Technology and Operations (Q4) • Weiss • Systems Design and Business Dynamics (Q2) • Landel • Management of Service Operations (Q3) • Weiss

4. Developing New Products and ServicesRaul ChaoJeremy Hutchison-Krupat • Focus • Learn how to successfully manage the development of new products and services by actually experiencing the process • Teams identify an unmet user need and develop a working prototype of a new product, service or web-based service. • Who should take this class? • Anyone who will be involved in developing new products or services and those interested in starting their own businesses or who will work as consultants in the area of product development.

5. General Management and Operational EffectivenessBob Landel • Focus • Performance improvement management through lean thinking, 6-sigma and design of experiments • Emphasis on implementation • “Hands-on” exercises • Who should take this class? • Anyone who will be involved in managing operations either immediately upon graduation or at a later date, and/or is interested in management consulting

6. Operations StrategyTim Laseter • Focus • Major issues and managerial concepts relating to the strategic management of the Operations function in today’s global company. • The course has a particular focus on competitive cost analysis including scale curves, bottoms-up cost models, parametric cost models, and the experience curve to assess the strategic implications of a particular operations strategy in support of the corporate positioning. • Who should take this class? • Prospective general managers and consultants who desire to become more fluent with the tools and techniques of Operations strategy

7. Managing Innovation and Product DevelopmentTim Laseter • Focus • To equip future general managers with the mindset and practical methods that enable better management of innovation in a corporate setting, including but not limited to product and service development. • Who should take this class? • This course targets the broader population of general management track students who seek an understanding of the innovation processes in a corporate context.

8. Supply Chain ManagementGal Raz • Focus • Understanding the strategic role of supply chains in organizations. Provide concepts and frameworks for analyzing supply chain management problems, evaluating supply chain performance, and formulating a supply chain strategy taking. The course provides special focus on supply chain contracts and negotiation and on sustainability issues. • Teach students to manage a global supply chain with a strategic simulation game that competes by making timely decisions relating to pricing, ordering, and logistics as well as supply chain contracts • Who should take this class? • Prospective general managers and consultants interested in supply chain issues and concepts. Finance people who would like to understand supply chain strategy as a means of valuation of companies

9. Emerging Topics in Technology and OperationsTim Laseter • Focus • Expose students to a range of emerging issues and topics in technology and operations management. Offers students a means to gain direct exposure to the world of practical affairs by engaging Darden’s strong and loyal base of alumni. • Who should take this class? • Students interested in learning about current best practices and leading edge thinking in the TOM area as well as interacting with Darden alumni.

10. System Design and Business DynamicsBob Landel • Focus • Systems thinking as applied to business issues that are characterized by multiple interactive stakeholders, conflicting goals, and decisions that often produce unintended consequences • Who should take this class? • Students wishing to pursue learning a new skills-set for diagnosing high level business strategy design and implementation problems and those who will be charged with analyzing complex situations and designing new management approaches to chronic business issues

11. Management of Service OperationsElliott Weiss • Focus • Understanding the unique challenges in managing excellent service operations and exposure to and mastery of analytical tools specific to service industries. Frameworks for developing the ability to design and deliver operations to achieve competitive advantage in services will be introduced. • Who should take this class? • The course is designed for students who plan to work as managers of service organizations or who need to be able to understand and evaluate service organizations from an external perspective (e.g., consultants and investors).

12. Darden Independent Studies One of the benefits of coming to Darden is the opportunity to interact and work closely with our world-class faculty. If you have a specific research or case-writing interest or a topic which you would like to explore, please contact one of us to check our availability to work with you. At a minimum, we might be able to send you to the appropriate resource.