Posted: March 9th, 2015

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). .