MANAGING SUSTAINABLE OPERATIONS AND PROJECTS

SHE Level 4
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MHN224841
Module Leader Constantinos Choromides
School School for Work Based Education
Subject SCWBE
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)
  • A (September start)-B (January start)
  • B (January start)-C (May start)

Summary of Content

The aim of this module is to provide students with an applied and theoretical understanding of the role and objectives of operations management; to demonstrate an awareness of the relationships between stakeholder needs, organisational objectives and operational strategies; to critically analyse a range of strategic options available to operations decision-makers; to be able to appraise and select the most appropriate sustainable operational strategies; to demonstrate how to apply the stage-gate approach to managing projects; to appraise, select, plan, control and manage projects, to critically analyse the operational performance of organisations.

Syllabus

Defining operations strategy; Analysing operations; Examining the market/operations interface; Integrating corporate objectives and operations strategy; Design in operations; Capacity strategies; Quality management; Performance Measurement; Improvement strategies; Operation Sustainability Policy; The stage-gate approach to projects - taking projects from the concept stage, through scoping, business/development planning, testing and launch.

Learning Outcomes

On successful completion of this module, the student should be able to:Analyse organisations and stakeholder needs to clearly understand what is required for gaining competitive advantage and translate corporate objectives into coherent operational strategies.Select appropriate options, from a range of alternatives that can deliver a sustainable operational strategy.Examine the importance of effective design, planning, control and improvement of processes to operations management.Design and build a comprehensive project plan for a product or project.Identify problems, conduct research and develop solutions for a range of operational situations.

Teaching / Learning Strategy

Students will be expected to draw on academic theories and techniques in order to frame, analyse and solve actual work based problems. To this end, learning will involve not only formal but informal learning strategies and assessment. This module particularly emphasises the integration of learning and work e.g. the student's assessment may involve them in conducting actual work based analysis and decision making within a work context. The module utilises an interactive lecture programme where students are encouraged to participate and contribute. Students are required to undertake a programme of specified reading for independent learning, and reflect upon managerial practices within the workplace. Teaching material also includes the use of videos where appropriate. The teaching and skills development programme will be supported via GCU Learn, which will also enhance the students' ability to utilise e-communication.

Indicative Reading

Arial Greek; Aaker, D. (2002) Building Strong Brands, Free Press, New York Cooper, R.G. (2011). Winning at new products: creating value through innovation. 4th ed. New York: Basic Books Fitzsimmons, J. A. and Fitzsimmons, M. J. (2011) Service Management: Operations, Strategy and Information Technology (7th edition), New York: McGraw-Hill Haksever C et. al. (2000) Service Management and Operations Prentice Hall Johnston R, Clark, G., Shulver, M. (2012) Service Operations Management Pearson Johnston, R. and Clark, G. (2008), Service Operations Management (3rd edition), London: FT. Prentice Hall Mahadevan, c2., (2010) Operations Management: Theory and Practice, 2nd Edition, Pearson Panneerselvam, R (2012) Production and Operations Management, 3rd Edition, Eastern Economy Edition Pinto, J. (2013). Project management: achieving competitive advantage, 3rd ed. Pearson Slack, N., Johnston, R. and Brandon-Jones, A. (2011) Essentials of Operations Management. Prentice Hall Slack, N., and Lewis, M. (2011). Operations Strategy. 3rd ed. Harlow: FT Prentice Hall/Pearson Slack, N., Chambers, S. and Johnston, R. (2013), Operations Management. 7th ed. Harlow: FT Prentice Hall Jones, P., fdPeter Robinson, P. (2012) Operations Management, Oxford.

Transferrable Skills

Self-management: self-motivation, time management and critical self-reflection and evaluation of personal performance. Interpersonal Skills: an ability to work collaboratively and constructively with others in seminars and outside of class in allocated groups. Communication skills, negotiation skills and presentation skills when participating in the group work in seminars and outside of class in allocated groups. Peer assessment: skills in giving and receiving constructive feedback. Research skills: data gathering using secondary methods, and data analysis. C & IT skills: engaging in a virtual learning environment; using MS PowerPoint and MS Word packages for presentations and report writing; accessing and using industry databases such as FAME, MINTEL, KEYNOTE. Using Refworks software to develop referencing skills, and Turnitin software to improve writing style.

Module Structure

Activity Total Hours
Independent Learning (PT) 145.00
Seminars (PT) 12.00
Lectures (PT) 3.00
Assessment (PT) 40.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 100.00 40% Individual negotiated assignment (4000 words) to include, for example, (i) a valid research plan and a project in response to a business management problem (3500 words) and (ii) evidence of critical reflection/ evaluation at the end of the report (500 words) that outlines what you have learned as a result of completing the project.