Operations and Strategy
Operations and Strategy
Part A – Operations
Part B – Strategy
Module Introduction
The purpose of this module is to develop an understanding of the role of operations and strategic management in facilitating enterprise development. It provides a comprehensive understanding of Operations Management at strategic, tactical and operational level within the Service and Non-service sectors of industry. It deals with the major themes within the Operations Management arena and equips participants with the ability to evaluate and recommend appropriate organisational responses to operations issues. The module also introduces key strategic issues and frameworks and develops students’ abilities in applying appropriate analytical techniques used in strategic decision-making. The module will use case studies to provide an integrative perspective on business development.
Module Aims
To develop an understanding of Operations Management and the concepts of enterprise and strategy. To apply appropriate methodologies and techniques to the analysis of operational and strategic issues and problems. To develop an understanding of the cross-disciplinary integrative nature of the subject material. To use the principles covered in the course to analyse issues in a variety of markets and contexts. To introduce the case study method.
Learning Outcomes
ASSESSED LEARNING OUTCOMES: At the end of a module the learner will be expected to be able to:
• Appraise and evaluate theoretical approaches to Operations and the relevance of such approaches in the work environment.
• Develop an understanding of Quality Management, Performance Measurement, Resource and Project Planning as applicable to operations in the service and non-service environment.
• Demonstrate an ability to synthesise and to critically assess different perspectives on enterprise strategy.
• Appreciate the strategic significance of value creation and competitive advantage.
• Select and apply appropriate techniques of strategy analysis to obtain useful strategic insights.
• Convert strategic analysis and vision into strategies appropriate to the operational context of the enterprise
• Understand and critically assess alternative approaches to entrepreneurial behaviour and innovation.
• Effectively communicate and present the results of analysis.
Module Assessment Criteria
• Display evidence of understanding of relevant operations and/or strategy concepts, theories and issues
• Demonstrate critical application of the above
• Demonstrate collection and sound use of relevant information (e.g. objective rather than descriptive analysis which illuminates issues)
• Provide a coherent and structured argument
• Conclusions/recommendations should be well supported and substantiated
• Demonstrate, professional quality submission and presentation
• Provide evidence of general reading
Part A – Operations
Reading
Core text:
Slack et al (2013) Operations Management (7th Edition) FT Prentice Hall, London
Supplementary Text:
Jones, P and Robinson, P. (2012) Operations Management, Oxford University Press
Further Reading:
• Johnston & Clark (2012) Service Operations Management (4th Edition), Pearson Education.
• Stevenson, W (2008) Operations Management (10th Edition), McGraw Hill.
• Van Looy et al (2003) Services Management (2nd Edition), Pitman Publishing.
• Hill, T. (2005) Operations Management (2nd Edition), Palgrave Macmillan.
• Jick & Peiperl (2002) Managing Change, Text & Cases (2nd Edition), McGraw Hill.
Journals:
• International Journal of Operations and Production Management
• Journal of Operations Management.
• Harvard Business Review
• Production Planning & Control
• Management Decision
Operations Teaching Outline
To maximise the value of the lecture sessions, you need to undertake the specified preparation / reading in advance.
Week Date: Lecture Preparation / Reading
25 13th Jan Intro to Operations and the module N/A
26 20th Jan Operations Strategy
Slack Chapters 1-3 / Ferdows,K. & De Meyer, A. (1990) “Lasting Improvements in Manufacturing Performance: In Search of a New Theory,” Journal of Operations Management, Vol 9, No 2, pp168-184.
27 27th Jan Customer Focused Operations Slack Chapters 4+5
28 3rd Feb Capacity Planning Slack Chapter 11 / Schmenner, R. & Swink, M. (1998). On theory in operations management,” Journal of Operations Management, Vol 17, No 1, pp97–113.
29 Reading week (no Lecture)
30 17th Feb Managing Change Slack Chapter 20
31 24th Feb Supply chain management Slack Chapters 6 +13
32 3rd Mar Lean and Just-In-Time Slack Chapters 12+15 / McDermott, C. Greis, G. & Fischer, W. (1997) “The Diminishing Utility of the Product/Process Matrix, International Journal of Operations and Production Management, Vol 17, No 1, pp65-84.
33 10th Mar Total Quality Management Slack Chapters 17+18 / Zu, X. Fredendall, L. & Douglas, T. (2008) “The evolving theory of quality management: The role of Six Sigma” Journal of Operations Management, Vol 26, No 5, pp630-650.
34 17th Mar Revision Session N/A
35 25th Mar End of Module Test (Ops & Strat) N/A
Part B – Strategy
Reading
The core texts for this part of the module are Johnson, G. Whittington, R., and Scholes, K., Angwin D., and Regner, P (2014), Exploring Strategy: Text and Cases, (10th Edition). Prentice Hall, (Please note the order of the authors may be different on the website) Or Grant, R., (2013) Contemporary Strategy Analysis, 8th Edition, Blackwell.
The texts examine the relevant concepts and provide practical examples and relevant exercises. It is strongly recommended that all participants purchase a copy of one of these books from The University Bookseller.
In addition, it is suggested that you make use of the University Library to read more widely around the subject. Some useful titles available include:
• Barney, J.B. and Hesterly, W.S., (2012) Competitive Management and Competitive Advantage, (4th Edition), Pearson.
• Clegg, SR, Carter, C, Kornberger, M and Schweitzer J, (2011), Strategy
Theory and Practice, Sage.
• Hamel, G. and Prahalad, C.K., (1994) Competing for the Future, Harvard Business Press.
• Jarazabkowski, P, (2005) Strategy as Practice, Sage.
• Kay, J. A., (1993) Foundations of Corporate Success: How Business Strategies Add Value, Oxford University Press.
• Lynch, R., (2012) Strategic Management, (6th Edition), Pearson.
• Mintzberg, H., Quinn, J.B., and Ghoshal, S.,(2003) The Strategy Process: Concepts, Contexts, Cases, Prentice Hall.
• Mintzberg, H., Lampel, J. and Ahlstrand, W., (1998) Strategy Safari: A Guided Tour Through the Wilds Of Strategic Management, Prentice Hall.
• Porter, M., (2004) Competitive Advantage: techniques for analyzing industries and competitors, New York: Free Press.
Journals
Articles on strategic management are found in both specialist journals and in general management journals. For example:
• Academy of Management Review
• Journal of Management Studies
• Strategic Management Journal
• Long Range Planning
• Sloan Management Review
• British Journal of Management
News papers
Business news often has a strategic angle. You should be reading the business section of a quality UK paper i.e. Guardian, Independent, Telegraph or Times. More detail is usually available in the Financial Times. Or an overseas publication eg Wall Street Journal.
Strategy Teaching Programme
Week W/C Lectures Core Text(s) Reading Seminar Activities
25 13th Jan Introduction and Business Environment Grant Ch1 and p. 64-5.
J et al Ch1 and pp.49-54 Module booklet and short case
26 19th Jan Market and Competitor Analysis Grant Ch3 and 4
J et al pp.54-76 Produce a PEST and key external drivers for Apple
27 26th Jan Internal Analysis Grant Ch 5 and 6
J et al Ch 3 Using Five forces review an industry you are familiar with. You shoud also gather data in the profitability of firms in that industry. This works best if students work in groups of about 4.
28 2nd Feb Expectations, Stakeholders, and SWOT Grant Ch 6, pp.12-13 and 35-37.
J et al pp.
106-8, 123- 148 & Ch 5 Tower Game – no preparation required
29 9rd Feb Reading Week – –
30 16th Feb Competitive Advantage, Vision, which market and where within it? Grant pp. 20-21 and Ch 8, 9 and 10.
J et al pp. 120-123, Chapter 6
J et al cases p.116 (News Corporation) and p.149 (Project management: UK and Chinese perspectives)
31 23th Feb Products, Geographical & Value Chain Scope and
Tools for pursuing Strategy Grant Ch 13,14 and 15
J et al Ch 6, 7 & 10 Alpha Motors Ltd.
Case available from the Portal. Produce an Internal and External Analysis for Alpha.
32 2nd March Evaluation and Implementation Grant Ch 7
J et al Ch 11 and 14 RyanAir Case Part One J, W and S 612-624.
External and Internal Analysis.
33 9th March Strategic Planning Society Guest Speaker RyanAir Case Part Two SWOT, Competitive Advantage and Mission
34 16th March Revision session
– RyanAir Case Part Three, choosen market, position within, product geographical and vaule chain scope, innovation, evaluation (option choice and implementation).
35 23rd March Test Wednesday 25th March 15:15 – 16:45. in the Main Hall. – –
J et al = Johnson, G. Whittington, R., and Scholes, K., Angwin D., and Regner, P (2014), Exploring Strategy: Text and Cases, (10th Edition). .
