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Practical approaches to managing operations: strategy, capacity, IT, networks and supply chains, operations improvement. A mainstream course for Operations Management majors.
In today’s business environment, organisations can no longer view their operations as isolated technical problems. In order to succeed, organisations need to identify their competitive advantages and develop their operations’ capabilities accordingly. This course focuses on the understanding of broader concepts of operations and strategy from the managerial perspective. The course is largely based on case studies from a range of industries (manufacturing, health, retail, etc.) in order to provide specifics and different approaches across a typical set of organisations. Topics covered will include: operations strategy, capacity strategy, vertical integration and outsourcing, operating networks, IT and operations improvement.Relationship to Other CoursesThis course is one of the four Stage Three Operations & Supply Chain Management courses offered by the Department of Management, Marketing and Entrepreneurship. It builds on the introductory material covered in MGMT/MSCI270. Other papers that are useful to complement an OM major are MGMT/MSCI371, MGMT/MSCI372, MGMT/MSCI373. Students taking MSCI, MGMT, ACCT, INFO and Engineering would also find this paper useful.WorkloadWork load for this course, in terms of class preparation, review, assignments, readings and examination preparation is about 10 hours per week.
At the end of this course students should be able to:1. Explain the fundamentals of operations strategy and to apply them to given organisational setting.2. Explain operations performance objectives na dhow they are integrated with operations strategy.3. Explain the principles of capacity strategy in its linkages to key capacity decisions.4. Explain the role of supply strategy in managing relationships with suppliers and apply them to given organisational setting.5. Explain the approaches to manage technology in organisations.6. Explain the principles of sustainable supply chain and apply them to given organisation7. Explain the differences between managing large breakthrough improvement and managing continuous improvement.8. Explain the impact of operations strategy on the development of new products and services.9. Describe the key issues that need to be considered when designing and implementing monitoring and control systems in organisations.BCom Learning Goals1) Graduates can demonstrate advanced knowledge of their selected subject major, informed by the broader context of commerce. The assignment, test and exam are opportunities to demonstrate advanced knowledge in Operations Management and its relation to major topics in Strategy. 2) Graduates are able to use analytical thinking and problem-solving skills to address specific problems.The assignment, test and exam all require application of theories to new problems3) Graduates can understand issues from a range of ethical, global and multicultural perspectives.The exam will assess students understanding of ethical and global issues in operations and supply chain management4) Graduates are able to communicate effectively both orally and in written form.Written communication is assessed in this course through the assignment.The Learning ProcessIt is YOUR responsibility to learn the material for this course to the standard you set for yourself. The resources outlined below will aid you in this process, but ultimately you will get out of this course what you put into it.The measures used to determine how successfully you have learnt the material will be outlined in an objective sheet given out at the start of each section of the course. Learning ResourcesThe material taught in this course comes primarily from the text by Slack and Lewis. This text is required reading for the course and will be your primary resource for the theory of the subject. The course class time will primarily be going over examples and exercises to teach the concepts behind the theory. You are expected to read the text BEFORE the class time. This will be critical to your learning. Class time will be interactive and hands on. If you do not prepare for and participate in class you will miss the main benefit of them. This course uses ‘Learn’ (http://learn.canterbury.ac.nz) as a means of distributing lectures, notes, assignments and previous examples of test and examinations.
(1) MGMT270 or MSCI270; and (2) 30 points at 200-level or above from MGMT, MKTG, MSCI, ACCT, INFO
MSCI320, MSCI370
MSCI370
Pavel Castka
The assignment is a simulation game – you will run a small factory on the internet over 2 weeks. This assessment is group based. Participation will be assessed four times during the course. You can choose three assessments out of four. The test and the final exam are open book/open notes. The final examination is integrative and covers all lecture and tutorial materials and all assigned readings.Holding of Student WorkFor quality assurance purposes the School is required to hold on record a number of assessment pieces as examples of differing standards of work. If you have any objections to the school holding your assessment for this purpose then email the course coordinator to ensure your assignment is not used for this purpose.Late AssignmentsAssignments submitted after the due date without an extension being granted by the Lecturer will have 10% of the mark deducted for every day or part day the assignment is late. Assignments will not be accepted for marking if the assignment is submitted any later than 5 days after the due date.GradingYour final mark will be calculated after the raw marks have been standardised.
Slack, Nigel. , Lewis, Michael; Operations strategy ; 3rd ed; Pearson/Prentice Hall, 2011.
The material taught in this course comes primarily from the text by Slack and Lewis. This text is required reading for the course and will be your primary resource for the theory of the subject. The course class time will primarily be going over examples and exercises to teach the concepts behind the theory. You are expected to read the text BEFORE the class time. This will be critical to your learning. Class time will be interactive and hands on. If you do not prepare for and participate in class you will miss the main benefit of them. This course uses LEARN as a means of distributing lectures, notes, assignments and previous examples of test and examinations.
MGMT/MSCI370S1 Course Outline LEARN
Class RepresentativeA class representative may be asked to volunteer in the first few weeks of class. Any problems with the course can be raised with the class rep. The class representative will take up any issues raised by class members with the lecturer concerned as they occur. Departmental Academic Policies The Department assumes that you have read this document.You should also read the General Course and Examination Regulations Dishonest PracticeThe University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.Coversheets - Group and Individual
Domestic fee $759.00
International fee $3,125.00
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
For further information see Management, Marketing and Tourism .