MANAGING SUSTAINABLE BUSINESS EXCELLENCE

SHE Level 4
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MHN124372
Module Leader Angela Sutherland
School Glasgow School for Business and Society
Subject Management
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)

Pre-Requisite Knowledge

360 UG credit points at levels 1, 2, 3 or equivalent

Summary of Content

Performance delivery is critical for organisational competitiveness. In pursuing performance delivery, managers and organisations must be particularly mindful of the resources, systems, processes and factors which contribute to, or impede, sustained performance. This module focuses on the management challenges associated with ensuring organisations achieve sustainable business results in a sustainable global environment. This includes an examination of issues relating to the mainstreaming of corporate social responsibility and environmental management into the operational and strategic management of the organisation. The challenges associated with operational and strategic performance management are central to the module, with a particular focus on the cultural issues associated with creating sustained improvement in organisational performance . This encompasses a critical review of the application of various approaches, techniques and organisational self-assessment frameworks designed to facilitate continuous improvement and business excellence in organisations operating in national and international contexts. Summary of how PRME-related issues / topics are covered in this module: Students will develop critical appreciation of the importance of sustainable organisational performance through three interrelated components; strategy, best practice policies and tools; techniques and frameworks for self-assessment and performance management. External industry experts provide contextual insight into organisational challenges in meeting social and environmental responsibilities, the use of environmental management systems and the contribution of a TQM culture towards the triple bottom line. Thus, issues/topics covered in the module dovetail with Principles 1-4 of PRME for sustainable development at individual, business and strategic levels.

Syllabus

-360b7 Introduction to Quality Management: The Customer Perspective b7 Managing quality across different sectoral contexts b7 Role of Quality Assurance and Quality Accreditation for continuous improvement b7 Pressures for ethical operations and Corporate Social Responsibility b7 Sustainability Drivers and Challenges confronting Business b7 Business Case for Environmental Sustainability b7 Environmental strategies to innovate, create value and build competitive advantage b7 Best Practice Policies for managing sustainability in operations b7 Environmental Management Systems b7 Strategic Performance Management Systems b7 Use of EFQM Model and other frameworks for Self-Assessment b7 Tools, techniques and approaches for Continuous improvement b7 Total Quality Management and Continuous Improvement Culture

Learning Outcomes

On successful completion of the module, students should be able to:1). Analyse the drivers for sustainable business excellence from the perspective of different stakeholders in national and global environments;2). Critically review the application of tools, techniques and frameworks used to achieve continuous improvement and business excellence; 3). Critically review approaches to strategic performance management, drawing on research on the behavioural impact of performance management systems;4). Critically evaluate the role that quality and environmental management accreditation standards play in promoting business excellence in national and international contexts;5). Reflect on current challenges and issues relating to managing sustainable business excellence in public, private and social enterprises;6). Critically review the role of ethical leadership in striving for sustainable operations across a range of organisational/sectoral contexts.

Teaching / Learning Strategy

A blended learning approach is adopted on the module with lectures, seminars and online learning. Lectures will be used to introduce key theoretical principles, practices and techniques pertaining to managing sustainable business excellence in organisations across a range of industry sectors. Student learning experience will be enriched by inviting industry experts to lecture on specific areas of business excellence good practice. Students will be expected to take responsibility for their learning by preparing in advance and participating in class plenary discussion of organisational case studies, as well as participating in module online discussion board activities held on the university virtual learning environment - GCU Learn. During seminar time, participation in group activities and plenary class discussion will embed learning in relation to theory, research and best practice in the subject area. Internationalisation: The module incorporates an international dimension to student learning through discussion of ethical operations challenges, quality and performance management systems and environmental management systems across the international landscape. The internationalisation strategy within the module complies with principles 1, 4, 5, 7 and 8 of an Internationalised Curriculum. Feedback strategy: Formative feedback will be issued throughout the module. Students will submit all coursework electronically through GCULearn Turnitin, and marks and electronic feedback will provided via Grademark, normally within 3 working weeks of submission. After each Trimester students will be invited to attend a further feedback session scheduled to enable students to seek additional guidance on feedback received and to clarify actions required for the submission of future assignments. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

-108 Recommended reading Aguinis H. (2013) Performance Management , 3rd edit, USA: Prentice Hall, New Jersey. Baker, R. J. (2006), Measure What Matters to Customers: using KPIs, UK: John Wiley and Sons. Crane, A. & Matten, D. (2004). Business Ethics: Managing Global Citizenship and Sustainability in the Age of Globalization, UK: Oxford University Press. Dale, B.G. (2007), Managing quality , 4 th Ed, UK: Blackwell Publishing. Esty, D.C. and Winston, A.S. , (2006), Green to Gold: how smart companies use environmental strategy to innovate, create value, and build competitive advantage, USA: John Wiley and Sons Inc. Evans, J.R. (2008), Quality & Performance Excellence , USA: Thomson. Evans, J. R. (2010), Quality management, Organization, and Strategy, UK: Cengage Learning Evans, J.R. (2014) Quality & Performance Excellence: Management, Organisation and Strategy, 7th edition, Thomson. Fisher, C. & Lovell, C (2009), Business Ethics and Values, UK: Prentice Hall. Hill, A & Hill, T (2011), Essential Operations Management , UK: Palgrave MacMillan. Hussen, Ahmed. (2013), Principles of Environmental Economic and Sustainability , 3 rd Edit, UK: Routledge. Johnston, R. & Clark, G. (2008) Service Operations management; Improving Service Delivery , 3 rd Ed, UK: Pearson Education Ltd. Johnston, R., Clark, G. & Shulver, M. (2012) -2 Service Operations Management, UK: Prentice Hall. Kaplan R.S. & Norton D.P. (2006) Alignment: How to Apply the Balanced Scorecard to Corporate Strategy, USA: Harvard Business School Press. Kirchmer, M. (2009), High Performance through Process Excellence: Turning Strategy into Operations - Smart and Fast , USA: Springer-Verlag Berlin Heidelberg. Marr, B (2006), ' Strategic Performance Management: leveraging and measuring your intangible value drivers', UK: Elsevier/Butterworth-Heinemann. [E-book] Muras, A. & Goodnight, G. (2009) Process Improvement & Performance Management Made Simple , USA: Xlibris Corporation. Oakland, J. S. (2003), Total Quality Management: text with cases, Oxford: Elsevier. [E-book] Olson, E.G (2010), Better Green Business: handbook for environmentally responsible and profitable business practices , USA: Pearson Education. Porter, L. & Tanner, S. (2005), Assessing Business Excellence , UK: Elsevier. Slack, N., Chambers, S. & Johnston, R. (2010), ' Operations Management', UK: Prentice Hall. [Available as E-book] Relevant Journals: Corporate Governance Corporate Responsibility and Environmental Management European Business Review International Journal of Quality and Reliability Management The TQM Magazine Total Quality Management and Business Excellence Journal of Business Ethics Journal of Operations Management Managing Service Quality Measuring Business Excellence Recommended Web Sources: British Standards Onlinehttp://www.bsonline.techindex.co.uk ISO 9000 http://www.iso.ch European Organisation for Quality: <http://www.eoq.org> ; <http://www.european-quality.co.uk> Chartermark, Service First: <http://www.cabinet-office.gov.uk> European Centre for Business Excellence, <http://www.ecforbe.com/index.asp> British Quality Foundation, www.quality-foundation.co.uk <http://www.quality-foundation.co.uk> Chartered Management Institute, www.managers.org.uk <http://www.managers.org.uk> International Organization for Standardization, www.iso.org/ <http://www.iso.org/> Ethics Resource Centre, <http://ethics.org/> Improvement Service (Scottish local government), <http://www.improvementservice.org.uk/> Office of Government Commerce, www.ogc.uk/ <http://www.ogc.uk/> European Foundation for Quality Management, www.efqm.org/ <http://www.efqm.org/> Quality Management Systems, www.qmsuk.com/ <http://www.qmsuk.com/> Quality Scotland, www.qualityscotland.co.uk <http://www.qualityscotland.co.uk> Six Sigma, www.isixsigma.com/ca/baldridge/www.qmsuk.com/ <http://www.isixsigma.com/ca/baldridge/www.qmsuk.com/

Transferrable Skills

The following transferrable and employability skills are embedded within the module: -360b7 Self-development: planning, organising, time management, critical reflection and self-evaluation of professional development; b7 Critical thinking and analytical skills; b7 Problem solving and diagnostic skills through case study analysis. b7 Secondary research skills via literature searching and review -360b7 Knowledge and understanding in the context of the subject -360b7 Communication skills: online, academic writing, interpersonal and oral; b7 Ability to understand the application of continuous improvement techniques and systems used by managers. -360b7 Sensitivity to cultural challenges surrounding performance management in the real world

Module Structure

Activity Total Hours
Seminars (FT) 12.00
Independent Learning (FT) 114.00
Assessment (FT) 50.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 50.00 n/a Portfolio comprising of 1 x 1600-word Report (80%) and Appendix containing 2 x 200-word supporting E-tivity/online seminar contributions (each worth 10%).
Course Work 02 n/a 50.00 n/a Portfolio comprising of 1 x 1600-word Report (80%) and Appendix containing 2 x 200-word supporting E-tivity/online seminar contributions (each worth 10%).