| Unit name | Operations Management |
|---|---|
| Unit code | EFIM30014 |
| Credit points | 20 |
| Level of study | H/6 |
| Teaching block(s) |
Teaching Block 2 (weeks 13 - 24) |
| Unit director | Professor. Wang |
| Open unit status | Not open |
| Pre-requisites |
EFIM10008 Mathematical and Statistical Methods 1 or EFIM10014 Quantitative Analysis in Management |
| Co-requisites |
N/A |
| School/department | School of Management - Business School |
| Faculty | Faculty of Social Sciences and Law |
This unit deals with the key operations strategy, operational and project management functions in a work setting. The core theme is the relevant knowledge and management skills necessary to effectively and efficiently develop strategies for the delivery of high quality services and/or goods in complex and dynamic environments. Students will examine the strategic importance of operations; apply operations ideas in manufacturing, service, and non-profit contexts; and identify the link between operations and business strategies.
As well as examining the topic theoretically and critically, it is anticipated that the unit will provide students with practical skills to deal with tasks, issues, and decisions associated to how to produce services and products – thus, enhancing their employability. The unit will seek to combine the core elements involved in operations strategy and the management of operations and projects with demonstrations of ‘best practice’ from a number of different commercial and public sector settings, in a global context. In this way, learning outcomes will be enhanced and more easily transferred to the workplace.
a) Have an awareness of a range of factors that shape the discipline of operations strategy and management and be able to explore and comment upon the viability of the subject and its broader applicability to organisations and management.
b) Understand the benefits for the study of operations strategy and management using a multidisciplinary approach.
c) Cognitive skills of critical thinking, analysis and synthesis. This includes the capability to critique both practice and theory through their comparison using real-world cases.
d) Effective problem solving and decision making using appropriate quantitative and qualitative skills including identifying, formulating and solving business problems. The ability to create, evaluate and assess a range of options together with the capacity to apply ideas and knowledge to a range of situations.
e) Effective communication, oral and in writing, using a range of media which are widely used in business, for example, the preparation and presentation of business reports.
f) Effective self-management in terms of time, planning and behaviour, motivation, self-starting, individual initiative and enterprise.
g) Abilities to conduct research into business and management issues, either individually or as part of a team for projects/coursework/presentations. This requires familiarity with a range of business data, research sources and appropriate methodologies and for such to inform the overall learning process
This unit will encompass weekly lectures supported by seminars and field work.
Formative
Team presentations to assess and give feedback on: • Transferable skills (team working, oral communication, visual presentation, advocacy, negotiation)
Summative
2500 word individual written assignment (40%) to assess: • ability to identify and describe relevant issues • ability to explain and discuss relevant theory • ability to apply theory to practice • ability to structure thoughts in a critical manner
2 hours exam (60%) to assess: • ability to identify and describe relevant issues • ability to explain and discuss relevant theory • ability to apply theory to practice • ability to use appropriate quantitative and qualitative skills for problem solving and decision making
Slack N, Alistair Brandon-Jones A and Johnson R (2013), Operations Management, 7th edition, FT Prentice Hall
Slack, N, Chambers, S, Johnston, R and Betts, A (2009), Operations and Process Management: Principles and Practice for Strategic Impact, 2nd edition, Financial Times Prentice Hall, ISBN: 978-0-273-71851-2
Greasley, A (2009), Operations Management, 2nd edition, John Wiley & Sons, ISBN: 978-0-470-99761-1
Johnston, R, Chambers, S, Harland, C, Harrison, A & Slack, N, (2003), 3rd Ed, Cases in Operations Management, Harlow, Pearson, ISBN: 918-0-273-65531-2
Hill, T. and Hill, A. (2009), Manufacturing Operations Strategy, by T. Hill and A. Hill, 3rd edition, Palgrave Macmillan, ISBN: 9780230520912.
Lysons, K. and Farrington, B. (2012) Purchasing and Supply Chain Management, 8th edition, Prentice Hall, Pearson, Harlow, ISBN: 978-0-273-72368-4
