Module Title

ADVANCED OPERATIONS MANAGEMENT

Module Code

6ME504

Date of Approval

March 2012

Module Level

Credit value

20

Total Number of
Learning Hours

200

Key Words
(10 words
maximum)
Module Delivery
Mode (Please tick
as appropriate)
Module
Description
(200 words max)

Pre-requisite
(where
appropriate)

Operations
management or
Equivalent

Management and Organisational Behaviour; Production

and Operations Management; Engineering Management
Online/Distance

Blended/Face to
face

Work-based
learning

In today's global environment there is a growing realisation that

every organisation has access to the same underlying
elements, including hardware, software and technology. It is
the management of these underlying elements which offers the
greatest potential for developing a competitive advantage.
Consequently, the application of principles to practical
management situations is a critical part of the new managers
development.
This module aims to introduce students to the task of applying
management theories to the hard context of management in
practice and how to control and optimise the resources
available in both industrial and service sectors. In general, the
module addresses specific areas of management and
organisational behaviour as well as operations management.

Module Learning
Outcomes

On successful completion of the module, students will be able

to:
1. Identify and discuss in depth relevant management and
organisational behaviour theory to analyse a business
external and internal environment and diagnose
organisational difficulties in order to generate suitable
recommendations for change.
2. Critically evaluate the appropriateness of operation
strategies adopted by organisations and recommend
alternative strategies for specific business scenarios.

Module Content

Management and Organisational Behaviour. The Nature or

Organisations, Work Motivation and Job Satisfaction, the

Nature of Leadership, Managers Roles, Styles and
Effectiveness,
Organisational
Culture
and
Change
Management, Organisational Performance and Effectiveness.
Operations Management. Lean Thinking, Concepts and
Approaches, Management and Improvement of Quality,
Operations Improvement, Supply Chain Management,
Operations Strategy, Process Design, Location and Layout,
Work measurement.
Module Learning
and Teaching
Methods

Learning & Teaching Methods (as defined in the QAA

indicative list See Guidance Notes):
The module will be delivered through lectures and group
tutorials. The lectures will provide the underpinning knowledge
while the tutorial session provide students support to enable
them to be able to apply such knowledge;
Lectures
Group Tutorial (Classroom and PC based)
Guided Independent Study
Total

Activity Type

Percentage

Category

Scheduled learning and

teaching activities

24%

Guided independent study

76%

Placement/study abroad

0%

Total

Module
Assessment
Method

24 hours
24 hours
152 hours
200 hours

100%

Formative Assessment (0%):

A number of activities will be identified and used as a form of
evaluating the level of students learning and thereby provide
formative feedback to individual students on areas of
weakness as well as strength. These tasks will be carried out
within set time and students given feedback on their progress.
Summative Assessment (100%):
CW1:
50% weighting; Learning outcome 1
The student will carry out an in depth analysis of
an organisational business problem and produce
a critical report using management and
organisational behaviour theories and concepts
within their fully justified solution and approach.

Length approximately 2,500 words

CW2:

Reading list

50% weighting; Learning outcome 2

An in-depth analysis in relation to a specific
business or sector in which technology strategy
is scrutinised and recommendations made for
specific scenarios. Length approximately 2,500
words
Management and Organisational Behaviour
Daft, Richard (2004), Organisation theory and design,
8th Edition, South Western College Pub.
Mullins, Laurie (2007), Management and organisational
behaviour, 8th Edition, FT Prentice Hall, Essex, UK.
Operations Management
Chase, R. B., Aquilano, N.J. and Jacobs, F. R. (2005),
Operations Management for Competitive Advantage,
11th Edition, McGraw-Hill, US.
Davis, D. (1999), Running todays factory: a proven
strategy for lean manufacturing, Hanser Gardner
Publications.
Dennis, P. (2007), Lean production simplified: a plain
language guide to the world's most powerful production
system, 2nd Edition, Taylor & Francis.
Hill, T. (2004), Operations Management, 2nd Edition,
Palgrave Macmillan, UK.
Liker, J. (2004), The Toyota way: 14 management
principles from the worlds greatest manufacturer,
McGraw-Hill, New York, NY.
Martinich, J.S. (1997), Production and operations
management: an applied modern approach, Wiley, New
York, US.
Masaaki, I. (1997), Gemba kaizen: a commonsense,
low-cost approach to management, McGraw-Hill
Companies.
Rother, M. (2003), Learning to see; value stream
mapping to create value and eliminate MUDA, Lean
Enterprise Institute.
Slack, N., Chambers, S., Johnston, R. and Betts, A.
(2009), Operations and process management:
principles and practice for strategic impact, 2nd Edition,
FT Prentice-Hall, London.
Slack, N., Chambers, S. and Johnston, R. (2009),
Operations management, 6th Edition, FT Prentice-Hall,
London.
Womack, J., Jones, D., and Ross, D. (1990), The
machine that changed the world, Rawson Associates,
NY.
Womack, J. and Jones, D. (2003), Lean thinking:
banish waste and create wealth in your corporation, 2nd
Edition, Free Press.

Journals for contemporary knowledge

International Journal of Operations and Production
Management
International Journal of Lean Six Sigma
International Journal of Quality and Reliability
Management
Journal of Manufacturing Technology Management
International Journal of Production Research