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Corso Vittorio Emanuele II, 39 - Roma 0669207671

Global MBA (Academic Year 2024/2025) - Global MBA (with London School of Business and Finance)

Systems and Operations Management


Credits: 10
Content language:English
Course description

Operations management is generally seen as business models and strategies being brought to life.  Operations management is about managing resources that create and deliver products and services in a wide variety of manufacturing or service areas where the scope is vast and complex.  All organisations have an operations function in some form or size. 

 

The function of operations is at the core of an organisation, since it creates and delivers a service or a product.  The OM department works closely with marketing in order to have and deliver the right products and services to customers.  It also needs to support functions like accounting, HR and IT support for the organisation to function.  Each organisation will therefore develop a structure in order for it to deliver its products and services efficiently and effectively.  The firm’s performance is measured against benchmarks or established performance indicators based on the operations system where the effectiveness, efficiency, productivity, cycle times or capacity can be measured.  Operations are also influenced by the external environment and regulatory compliance with the legal and regulatory environment, and they reduce waste and demonstrate responsibility to stakeholders and the environment.

 

Performance objectives are based on a ‘mantra’ of quality, speed, dependability, flexibility and cost.  These form the basis of competitiveness that is driven by matching products and services to customer needs, or through exploring how innovation will expand the product and service base.

 

Every product or service the organisation plans to produce is based around an input-transformation-output model which requires systems to support the process.  Today, these systems are technology driven, seeking business solutions that cover not only the core operations of producing products, but also supply chain management and logistics.  Advanced technology driven systems seek efficiency in the purchase, production and delivery of products and services, to ensure that resources are optimised and waste is eliminated.

 

Strategy concerns a dynamic and systematic process for planning broad objectives that direct the organisation towards an overall goal.  Operations should not be confused with operational.  Operations has a strategic role, since it is at the core of the organisation.  Performance measurement enables goal setting, whereas operations strategy is based on layers or a series of strategic decisions and actions that set objectives, and the actual activities of the operation.
Objectives

In this module, we will explore the following learning outcomes:

 

1. Critically appraise how operations and information systems contribute to an organisation's competitiveness and strategic direction.

2. Evaluate the relevance of the 'competitive advantage versus necessary cost' debate.

3. Combine and evaluate complex IT related issues. Assess the contribution of IT to systems and operations management.

4. Establish and implement effective operational decisions, with particular reference to change management.

5. Critically assess the functionality of organisations from systems, information, and business process perspectives.

Program
In this module, we will explore the following learning outcomes:
  1. Critically appraise how operations and information systems contribute to an organisation's competitiveness and strategic direction.
  2. Evaluate the relevance of the 'competitive advantage versus necessary cost' debate.
  3. Combine and evaluate complex IT related issues. Assess the contribution of IT to systems and operations management.
  4. Establish and implement effective operational decisions, with particular reference to change management.
  5. Critically assess the functionality of organisations from systems, information, and business process perspectives.
Book

We recommend that you consult the following textbooks as you are working through the module materials, when you are responding to workshop tasks, and when you are doing research on your final assignments.

 

Krajewski, L. and Ritzman, L,

2009

Operations Management Strategy & Analysis (6th edition)

Prentice Hall

 

Recommended

Slack N., Brandon-Jones, A. and Johnston, R.

2013

Operations Management (7th Edn)

Pearson Education

Recommended

Laudon, K. and Laudon, J.

2007

Management Information Systems: Managing the Digital Firm (10th Edition)

Harlow: Pearson Education

Additional

Russell, R.S and Taylor, B.W

2008

Operations Management (3rd edition)

Prentice Hall

 

Additional

Heizer, J. and Render, B.

2004

Principles of Operations Management (7th  edition)

Prentice Hall

 

Additional

Keen, J, and Digrius, B.

2002

Making Technology Investments Profitable: ROI Roadmap to Better Business Cases

Wiley and Sons

Additional

Schniederjans, M., Hamaker, J. and Schniederjans, A.

2010

 

 

Information Technology Investment: Decision-Making Methodology (2nd Edition).

World Scientific Publishing Company

Additional

Waters, D.

1996

Operations Management Producing Goods and Services

Addison Wesley

 

Additional

Pugh, D. and Hickson, D.

1997

Writers on Organisations (5th edition),

Penguin Business

Additional

Haksever, C. et al.

2006

Service Management and Operations (2nd edition)

Prentice Hall

 

Additional

Chase, R.B, Aquilano, N.J. and Jacobs, F.R.

1998

Production and Operations Management: Manufacturing and Services (8th edition)

Unwin/McGraw-Hill

Additional

 

Professor/Tutor responsible for teaching
Professor not available
Video professors
Prof. Julian Hoseason - Distinguished Senior Lecturer
List of lessons