Course Descriptions

This course serves to introduce bioengineering students to ethical issues related to their work which includes introductions to ethical theories, ethical decision-making, accessibility, and social justice concerns, questions in personalized medicine, environmental concerns, and so on. This course will also cover ethical and technical issues related to biomedical devices. (2 units)

Broad coverage of ethical issues related to software development. Formal inquiry into normative reasoning in a professional context. Application of ethical theories to workplace issues, viz., cost-benefit analysis, externalities, individual and corporate responsibility, quality and authorship of product. Case studies and in-class topics of debate include computer privacy, encryption, intellectual property, software patents, and copyrights, hackers and break-ins, freedom of speech and the internet, error-free code, and liability. (2 units)

This course draws on key ideas from anthropology, sociology, science and technology studies, philosophy, and ethics to examine the relationships between technologies of mobility and society. Mobility is fundamental to the human experience and transportation plays a key role in our increasingly interconnected world. From the emergence of bi-pedialism to the advent of pilotless personal air taxis, moving through time and space has been inseparable from existing as humans on earth. A wide range of technologies, systems and processes intersect with mobility. Consideration of the social and ethical impact of these factors on contemporary human experience is a core goal of this course. (2 units)

This course will explore technological innovation by studying the evolution of technologies and industries in Silicon Valley. We will review the development of fundamental technologies such as vacuum tubes, semiconductors, and biotechnology, and systems such as radar, communications, aerospace, personal computing, the internet, social media, and platforms. This approach will help students to understand 1) the defining features of this region and how it has continued to lead in global technology development even as the fundamental technologies have changed, and 2) the complexity of the innovation process and the influence of the public sector, academia, investors, and other entities on innovation and entrepreneurship. Also listed as ENGR 145. (3 units)

Provides concepts of human resource management in tech companies, including staffing, performance management, people development, compensation, and benefit strategies. Also explores the meaning of work, the individual and organization behaviors, growth and learning, the manager’s role in career/life management, corporate cultures, as well as the development of major management theories. (2 units)

The class will survey the types of energy used historically from traditional biomass to coal, to natural gas, to nuclear and renewables, as well as the increasingly diverse possibilities for future use discussed in current policy debates. Coverage will also include a historical review of regulation and policy in the energy industry. The geographic scope will be international. The field of energy analysis and policy is inherently interdisciplinary. Prerequisite: ECEN  280/MECH 287. (2 units)

Leadership skills taught to develop and leverage key relationships in one’s own organization, including person-to-person (manager), group-to-group (director), and company-wide (executive) relationship management strategies. Learn to develop and manage interaction models, dependency analyses, and team structures. Develop people skills and techniques to manage outsourcing, partnerships, joint development strategies, and change management. Calibration and driving key metrics as part of the ability to influence across one's network. High class participation using group exercise, combined with practical training methods. (2 units)

Provides practical, theoretical, and experiential tools to manage a multicultural workforce. Cases from Silicon Valley engineering environments will be studied. Topics will include (1) insights into various cultures’ approaches to time, information, planning, decision-making, relationships, power, and change; (2) developing leadership, motivation, and participation in multicultural teams; (3) creating an environment that maximizes the benefits of diversity and retains workers from a variety of cultural backgrounds; (4) resolving conflict when there are different cultural approaches; and (5) the role of corporate culture for multicultural and global companies. (2 units)

This course, based on brain science, culture, and communication, provides a foundation for managing the different worlds—the various cultural lenses, paradigms, and different competencies—many women and men bring to an engineering workplace. Gender Competence, effective management of differences increases “fire prevention,” customer focus, and innovation in research, development, and marketing of products; and advancement of both women and men. (2 units)

Challenges of working virtually and globally. Building global teams. Working across cultures and distances; achieving goals while managing differences. Diverse approaches to managing task, time, and hierarchy. Social interactions and decision-making. Culture’s impact on teamwork. Global leader dimensions. Trust building. Empowering self and others. Business practices in China, India, Russia, and other countries. (2 units)

It can be challenging to communicate and collaborate effectively with people from different disciplines. This course will help students from business, engineering, and law learn to understand each other’s perspectives, speak each other’s language, and work together effectively in a collaborative environment. Students from different schools will be organized into teams to work together on a simulated project involving a technological matter, such as privacy/security or IP. Also listed as LAW 371. (3 units)

This class is designed to introduce students to 3D print technology, which offers a range of exciting possibilities for product design, delivery, and democratization of entrepreneurship. Along with hands-on experience of the technology, students will be exposed to the ecosystem engaged by the technology. Implications for life sciences, career opportunities, entrepreneurship, and restructuring of global markets and society will be examined. (2 units)

Will artificial intelligence and machine learning save humanity and create heaven on Earth? Or will it take away what makes us human or even kill us? Or somewhere in between? This course takes a broad perspective on some of the ethical issues related to AI and ML. It will explore ethical reasoning and application to AI and ML technologies. Numerous case studies will make sure the theoretical ethical level of the course always remains connected to the concrete experience of AI and ML as practiced in the world. (2 units)

Space: the final frontier for ethics. As humankind and our machines leave Earth, we open up potential problems that are literally larger than our planet. This class will look at ethical issues including whether we should go to space at all, the effects of space on human health, the dangers of space debris, war in space, asteroid risks, the search for extraterrestrial life and intelligence, responsible exploration, new players in space, long duration spaceflight, settlements in space, and terraforming planets. Every topic will include case studies and practical ethical tools for resolving not only ethical issues in space but much more typical ethical issues to be found on Earth as well, especially involving emerging technologies. (2 units)

Designed to create a holistic understanding of leadership, through readings, discussions, and case studies, students will learn to integrate key leadership concepts from psychology, ethics, political science, philosophy, and sociology. Students will be able to characterize their individual approaches to leadership and learn to adapt it to changes resulting from globalization and advancing technology. (2 units)

Global markets present growth opportunities for both business and professionals. Approaches the development of global technology from the perspective of the engineering manager engaged as either part of a large corporate team or as an entrepreneur in a small business. Skills for characterizing, developing, and leveraging trending technology and risk management tools, as well as diversified cultures and global resources. Approaches include formal methodologies and practical lessons learned from industry. (2 units)

Designed for students who are interested in starting their own venture as well as those working for a start-up company. Students will discover the process of moving from an idea to making a profit. Topics will include idea development, intellectual property, forming a team, obtaining funding, start-up logistics, executing your plan, and finding customers. Understanding the steps, risks, and pitfalls to avoid in starting a high-tech business can help in being better prepared for launching a successful technology venture. (2 units)

Provides concepts of human resource management in tech companies, including staffing, performance management, people development, compensation, and benefit strategies. Also explores the meaning of work, the individual and organization behaviors, growth and learning, the manager’s role in career/life management, corporate cultures, as well as the development of major management theories. (2 units)

Role of communications in the workplace, persuasive communications, organizing and leading meetings, interviewing skills, and delivering effective technical presentations to large and small groups. (2 units)

Cluster writing; pyramid technique; audience analysis; opening, body, and end of text; technical correspondence; abstracts and summaries; presentation patterns for reports and proposals; proposal presentation. (2 units)

Intensive writing practicum, overview of writing, mechanics of style, editing techniques, digital communications. (2 units)

Leadership skills taught to develop and leverage key relationships in one’s own organization, including person-to-person (manager), group-to-group (director), and company-wide (executive) relationship management strategies. Learn to develop and manage interaction models, dependency analyses, and team structures. Develop people skills and techniques to manage outsourcing, partnerships, joint development strategies, and change management. Calibration and driving key metrics as part of the ability to influence across one's network. High class participation using group exercise, combined with practical training methods. (2 units)

Leadership skills taught to develop and leverage key relationships in one’s own organization, including person-to-person (manager), group-to-group (director), and company-wide (executive) relationship management strategies. Learn to develop and manage interaction models, dependency analyses, and team structures. Develop people skills and techniques to manage outsourcing, partnerships, joint development strategies, and change management. Calibration and driving key metrics as part of the ability to influence across one's network. High class participation using group exercise, combined with practical training methods. (2 units)

Challenges of working virtually and globally. Building global teams. Working across cultures and distances; achieving goals while managing differences. Diverse approaches to managing task, time, and hierarchy. Social interactions and decision-making. Culture’s impact on teamwork. Global leader dimensions. Trust building. Empowering self and others. Business practices in China, India, Russia, and other countries. (2 units)

Exploration of legal issues affecting project engineers, contractors, and owners. Topics include structure of project teams, contracts, standard of care, insurance, and dispute resolution. Evolving legal issues with Integrated Project Delivery (IPD) and Building Information Modeling (BIM). (2 units)

Study of available legal provisions for establishing, receiving, preserving, and enforcing intellectual property rights in research, development, engineering, and marketing of products. Includes a study of patents, trade secrets, copyrights, mask works, trademarks, and employer-employee contracts regarding intellectual property. (2 units)

It can be challenging to communicate and collaborate effectively with people from different disciplines. This course will help students from business, engineering, and law learn to understand each other’s perspectives, speak each other’s language, and work together effectively in a collaborative environment. Students from different schools will be organized into teams to work together on a simulated project involving a technological matter, such as privacy/security or IP. Also listed as LAW 371. (3 units)

Designed to create a holistic understanding of leadership, through readings, discussions, and case studies, students will learn to integrate key leadership concepts from psychology, ethics, political science, philosophy, and sociology. Students will be able to characterize their individual approaches to leadership and learn to adapt it to changes resulting from globalization and advancing technology. (2 units)

Global markets present growth opportunities for both business and professionals. Approaches the development of global technology from the perspective of the engineering manager engaged as either part of a large corporate team or as an entrepreneur in a small business. Skills for characterizing, developing, and leveraging trending technology and risk management tools, as well as diversified cultures and global resources. Approaches include formal methodologies and practical lessons learned from industry. (2 units)

Designed for students who are interested in starting their own venture as well as those working for a start-up company. Students will discover the process of moving from an idea to making a profit. Topics will include idea development, intellectual property, forming a team, obtaining funding, start-up logistics, executing your plan, and finding customers. Understanding the steps, risks, and pitfalls to avoid in starting a high-tech business can help in being better prepared for launching a successful technology venture. (2 units)