ULMS Electronic Module Catalogue |
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module. |
Title | STRATEGIC OPERATIONS MANAGEMENT | ||
Code | KMGT604 | ||
Coordinator |
Dr M Tickle Operations and Supply Chain Management M.Tickle@liverpool.ac.uk |
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Year | CATS Level | Semester | CATS Value |
Session 2020-21 | Level 7 FHEQ | Whole Session | 15 |
Pre-requisites before taking this module (other modules and/or general educational/academic requirements): |
KMGT705 Business Management & Analysis |
Modules for which this module is a pre-requisite: |
Programme(s) (including Year of Study) to which this module is available on a required basis: |
Programme(s) (including Year of Study) to which this module is available on an optional basis: |
Teaching Schedule |
Lectures | Seminars | Tutorials | Lab Practicals | Fieldwork Placement | Other | TOTAL | |
Study Hours |
50 100 |
150 | |||||
Timetable (if known) | |||||||
Private Study | 0 | ||||||
TOTAL HOURS | 150 |
Assessment |
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EXAM | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
CONTINUOUS | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
Assessment 1 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | Weekly | 35 | ||||
Assessment 2 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | Weekly | 25 | ||||
Assessment 3 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | Weekly | 30 | ||||
Assessment 4 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | Weekly | 10 |
Aims |
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Understand the drivers and dimensions of competitive performance; Understand the strategic role and importance of operations; Understand operations strategy and practice in the context of its importance to the success of a company in its marketplace; Understand the inputs to the development of an operations strategy. |
Learning Outcomes |
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(LO1) Demonstrate an awareness of the principles governing modern approaches to the management of operations; |
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(LO2) Identify and apply methods for establishing fit between markets and operations; |
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(LO3) Identify a range of operations management initiatives and techniques that can be considered in the development of an operations strategy; |
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(LO4) Interpret operations success and business health and performance using a range of financial and non-financial measures. |
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(S1) Communication Skills: Students will have opportunities to develop written communication skills through group discussions and assignments; |
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(S2) Numeracy Skills: Students will learn quantitative techniques. Students will have the opportunity to analyse and use financial and statistical data to support business decisions; |
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(S3) Information and Communication Technology Skills: Students will have opportunities to improve their ICT skills. Students will demonstrate skills in the use of software applications including word processing, visual presentations, data bases, spreadsheets and using the internet for information searches in the course; |
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(S4) Group Working Skills: Some work will require students to work in groups and manage the interaction and relationships with other group members. In doing so, they will gain experience in negotiation, persuasion, influencing and managing conflict; |
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(S5) Personal Effectiveness: Students will be encouraged to think critically about theory and practice and to challenge and critique assumptions about the management of people and organisations. In doing so they will be able to recognise and consider issues such as ethical dilemmas, corporate social responsibility, organisational values, leadership approaches and styles; |
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(S6) Time management. This involves planning scheduled work and meeting assessment deadlines. This will be evident in the students’ independent management of their assignments and coursework and by meeting coursework deadlines. |
Teaching and Learning Strategies |
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Teaching Method 1 - Virtual classroom hours (for online modules) Teaching Method 2 - Non-classroom hours (for online modules) |
Syllabus |
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Strategic Operations Management – Part 1:- Evaluate strategic operations management in organisations; Evaluate the need for operations strategy in organisations of different size; Design operations strategy for organisations. Strategic Operations Management – Part 2:- Analyse role of supply management in organisations; Evaluate strategic operations management in organisations; Design operations strategy for organisations. Globalisation & Sustainability Strategy:- Analyse outsourcing in supply chain environmental management; Evaluate corporate social responsibility in organisations; Evaluate strategic operations management in organisations; Design operations strategy for organizations. Manufacturing & Service Sectors:- Analyse development strategies for manufacturing and service operations; Evaluate globalisation models of manufacturing and service organizations; Comp are peer-reviewed and non-peer-reviewed articles; Evaluate strategic operations management in organisations; Design operations strategy for organizations. Analyse organisational environments; Analyse operations principles applicable to non-governmental organization and not-for-profit organisations; Evaluate strategic operations management in organisations. Technology as a Strategy Enabler:- Analyse benefits of social media and networking for public and non-governmental organisations; Evaluate relationship between organisations and technology; Analyse technology options for organisations. Performance Measurement Strategy – Part 1:- Analyse performance measurement strategies; Analyse performance measurement frameworks; Evaluate performance measurement models. Performance Measurement Strategy – Part 2:- Analyse Porter’s five forces; Design operations strategy for organisations. |
Recommended Texts |
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Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module. |