Spectrum of operations management activities and the related decision problems are introduced. These include design, planning, and control problems addressed at both operational and strategic levels. Tools and techniques used in generating solutions to such decision problems and their implementations are discussed. Operating systems from both manufacturing and service environments are exemplified to expose students to the similarities and differences in their characteristics. Students are also exposed to recent developments in the global competitive environment and the impacts of such developments on traditional operations problems. Topics include operations strategy, process analysis, quality management, capacity, and supply chain management.
Operations Management (OPIM 902)
| Programs\Type | Required | Core Elective | Area Elective |
| Executive MBA - Non Thesis | * |
CONTENT
OBJECTIVE
To teach the place of the operations function in organizations.
To teach how operations strategy relates to business strategy and how it is built.
To teach how to analyze decision problems in operations; including process design, quality management, and inventory.
LEARNING OUTCOMES
PROGRAMME OUTCOMES
1. Develop the ability to use critical, analytical, and reflective thinking and reasoning 5
2. Reflect on social and ethical responsibilities in his/her professional life. 2
3. Gain experience and confidence in the dissemination of project/research outputs 4
4. Work responsibly and creatively as an individual or as a member or leader of a team and in multidisciplinary environments. 5
5. Communicate effectively by oral, written, graphical and technological means and have competency in English. 5
6. Independently reach and acquire information, and develop appreciation of the need for continuously learning and updating. 5
1. Develop, interpret and use statistical analyses in decision making. 5
1. Identify and diagnose business problems and opportunities accurately and effectively across a wide range of business domains (accounting, financial management, operations, marketing, strategy, and organizational design), in global and local contexts. 5
2. Incorporate cultural context and complexities in their managerial practice. 2
3. Assess the performance of an organization in a wide range of business domains, using a range of performance criteria. 5
4. Identify, select, and justify strategies and courses of action at the divisional, business, and corporate levels of analysis and to develop effective plans for the implementation of selected strategies across a wide range of business domains and levels. 5
Update Date:
RECOMENDED or REQUIRED READINGS
| Readings |
Roger G. Schroeder, Operations Management: Contemporary Concepts and Cases, 2003, Irwin/McGraw-Hill |