Steven Dickstein is a senior lecturer in the Department of Management Sciences. He joined Fisher in 1999 after three decades in industry in a variety of sales, marketing, business development and engineering roles.
At Fisher, Dickstein teaches courses on business analytics, operations management and international operations management. He was a semi-finalist for the 2014 lecturer’s award at Fisher.
Areas of Expertise
- International business development
- Advertising and promotion
- Operations management
- MBA, Rutgers University
- BS in Aerospace Engineering, University of Virginia
2321 — Business Analytics
Examination of the use of business analytic models used in managerial decision making processes. Emphasis on formulation and interpretation of models; supported by spreadsheet based software.
3130 - Foundations of Operations Management
In 1962 two businesses began with similar names and business objectives. Over the years, one focused on marketing and promotion while the other, far less recognized, concentrated on operations issues. Today, Wal-Mart is the largest retailer in the world with over 2 million employees and annual sales over $400 billion. Its competitor and former industry leader K-Mart emerged from Chapter 11 in 2003, a much smaller and weaker company. Clearly, the growth and success of Wal-Mart cannot be attributed to a single issue alone, but their strategy demonstrates that companies can achieve competitive advantage through their operations.
The objective of this course is to introduce how operations contribute to the health of an organization. Some of the specific objectives include:
- Understand the role of operations management (OM) in the overall business strategy of the firm (strategic).
- Understand the interdependence of OM functions with other, key functional areas of the firm (tactical).
- Review several of the tools available to evaluate operations techniques.
3230 - Introduction to Operations Management: Improving Competitiveness in Organizations
Effective operations and supply chain management contributes to the competitiveness and survival of an organization. This course helps students to understand how concepts, principles, and techniques from operations and supply chain management can be leveraged to analyze, control, and improve critical processes responsible for efficiently making and delivering goods and services to the right customer, at the right cost, in the right quantity, with the right quality, and at the right place and right time (i.e., RIGHT6). These critical processes reside in manufacturing, as well as service, organizations; these critical processes are evident in for-profit, as well as non-profit, organizations. Students are introduced to key operational and supply chain challenges having strategic and tactical implications, as well as various conceptual aids and quantitative techniques to cope with these challenges. While quantitative techniques are discussed, the focus is on using these techniques to help make informed decisions to overcome operational and supply chain challenges.
4237 - International Operations Management
Current influences, practices and standards for structural and infrastructural decision making across national boundaries. Explores complexity of managing geographically dispersed operations with relationships between multiple entities.