module specification

Operations and Technology Management is core to two MSc Pathways, MSC International Business Management and MSC International Business Management with Project Management.

A business adds value through its operations, but only in combination with others in the value network or eco-system, critically linked by the use of technology. Matching internal operations capabilities to changing market (and regulatory) requirements, whilst responding to a tidal wave of data from suppliers, customers and digital platforms involves operations in strategy, design, planning and control, supply chain, improvement techniques like lean but also the technology to connect and join up the dots to capture value.

The module aims to equip students with a broad understanding of operations and technology management that will make them stand out from their peers through being able to grasp how value is being created. The potential for AI and robotics to further increase the use of technology in the operational domain is already clear, whether using AI in legal processes or in robots that flip burgers, an understanding of the links between technology and operations is critical for anyone aspiring to be a business manager, owner or entrepreneur. Analysis is the core of the module, for example through process mapping, and problem solving using both case studies and other active learning exercises.

On successful completion of this module:

• You will understand the basis of the value Operations and Technology Management creates in any organization in any sector
• You will be able to recognize the key concepts and principles of operations and technology management that need to be implemented to support that value creation approach.
• You will be able to critically assess various techniques of product, service design and improvement, deploying a contingent approach to what works best and where
• You will be able to apply appropriate Supply Chain Management techniques in the light of your new knowledge of the scope (and management of) of inter-organisational co-operation
• You will be able to evaluate the necessary trade-offs that have to be made between operations management performance objectives and achievable performance

No pre- or co- requisites for the module.

Available for Study Abroad? NO.

The course is delivered in four parts: directing the operation, designing the operation, delivering the operation and developing (LO4). In Directing the operation the syllabus frames operations management as a key discipline with the rise of mass production. Different modes of operation from chain to network are aligned to different methods of creating value (LO1, LO4). In Designing the operation early distinctions between products and services are discussed and the common theme of the need to manage processes, linked to value creation, leads to discussion of servitisation and co-production and solution based value creation via digital examples like digital twin (LO3). In Deliver, the need to design a service or a product in line with designing how it will be produced leads into planning and control of operations activities. The requirement to manage huge volumes of data leads to enterprise wide planning systems. Supply chain management and logistics are introduced to deal with the physical complexity of integrating goods, information and financial flows including blockchain (LO1, LO2, LO3).  Finally, in Developing operations improvement techniques such as lean operations and total quality management are discussed, concluding with risk and recovery for business continuity in value capture (LO4).

Subject to pending arrangements for blended learning the module is taught with a mix of lecture content, experiential exercises, case studies, class discussion, role play and video. Active student participation and engagement is expected. The group work element includes an individual reflection on what working in a group meant in terms of learning about the chosen technology. The cumulative nature of knowledge built up during the course means students have the opportunity within the module to try out their new learning. Early on, students/delegates are encouraged to write a Personal Development Plan for the module – goals, priorities, opportunities and threats to the plan, any support network and how will it be measured?  (The Personal Development Plan is a private document, it is not graded or mandatory, but students are encouraged to share their thoughts and approaches). The last session of the course briefly revisits these plans.

An extensive reading list and a variety of materials including video are placed on weblearn for students’ to engage with in a manner that gives them control over their time management and allocation, but these resources also form part of the independent learning requirements for the module. Set against this independent study requirement are 12 sessions of three hours each, of guided learning.

On successful completion of the module students will be able to:

1. Analyse how technology is used currently and may be used in the future to deliver value.
2. Critically evaluate the contribution of operations management and information systems to a business organisation’s strategic aims.
3. Critically evaluate the key concepts and theories of digital business.
4. Critique key concepts and theories within the areas of operations management, service operations, and process management.

Core Text:

Slack, N. and Brandon-Jones, A. (2019). Operations Management, 9th Edition,

Pearson, London.

Krajewski, L., Malhotra, M. and Ritzman, L. (2018). Operations Management: Processes and Supply Chains, Global Edition. 12th ed. Harlow: Pearson.

Laudon, K, & Laudon, J, (2018). Management information systems: managing the digital firm.

Other Texts:

Johnston, R., Clark, G. and Shulver, M. (2012). Service Operations Management. Harlow: Pearson

Kim, D., & Solomon, M. (2018). Fundamentals of information systems security. 3rd ed. Burlington MA: Jones and Bartlett Publishers, Inc.

Slack, N., Brandon-Jones, A., & Johnston, R. (2019). Operations management. 9th ed. Harlow: Pearson.

HM Treasury (2013) The Orange Book of Management of Risk - Principles and Concepts. Available at https://www.gov.uk/government/publications/orange-book

Jackson, P., Carter, R. and  Crocke, B. (2016) 101 Models of Procurement and Supply Chain Cambridge: Cambridge Academic

Journals:

Harvard Business Review

International Journal of Operations & Production Management

International Journal of Project Management

International Journal of Procurement Management

International Journal of Procurement Management

Journal of Financial Risk Management

Journal of Management Information Systems

Journal of Purchasing & Supply Management

Journal of Operations Management

MIS Quarterly

Project Management Journal

Risk Management: An International Journal

Websites

www.apqc.org

www.atkearney.com

www.bcs.org

www.economist.com

Electronic Databases:

Social Media Sources

Other

Reading list Talis

https://londonmet.rl.talis.com/modules/mn7001.html