Operations Management: Bridging Management Principles and Operations

1. Technological Education Institute of Larissa Department of Project Management School of Business Administration Staffordshire University, Business School Masters Degree in Management Science Module: Operations ManagementIntroduction to the Module

2. Module Leader • Dr. Vassilis C. Gerogiannis (Module Leader – Operations Management) • Educational Background: • Diploma in Computer and Software Engineering, PhD in SW Project Engineering & Management, Univ. of Patras, Greece. • Academic Experience: • Assistant Professor, Department of Project Management, Technological Education Institute of Larissa, Greece. • Lecturer, Hellenic Open University, Greece • Visiting Lecturer, Aristotle University of Thessaloniki, Post Graduate Studies in Informatics& Management, Greece • Visiting Lecturer, Department of Pedagogy, University of Thessaly, Greece • Professional Experience: • Consultant, Technical Project Manager and R&D Manager in IT Industry (EU funded R&D projects) • Tel/Fax +30-2410-684585 Mobile: 6944941578 • e-mail: gerogian@teilar.gr • Web: http://dde.teilar.gr/main.aspx?category=174&UICulture=el-GR

3. Module Tutor • Dr. Vasiliki Kazantzi • Educational Background: • B.Sc. in Chemical Engineering, Aristotle University of Thessaloniki, • M.Eng. and PhD in Chemical Engineering, Texas A&M University, USA • Academic Experience: • Assistant Professor, Department of Project Management, Technological Education Institute of Larissa, Greece • Lecturer, Texas A&M University, USA • Professional Experience: • Environmental Project Consultant, Project Manager (EU funded R&D projects) • Tel. +30-2410-684545 Mobile: 6940617693 • e-mail: kazantzi@teilar.gr • Web : http://dde.teilar.gr/main.aspx?category=338&UICulture=el-GR

4. Operations Management Operations Management Management Principles Management Principles The module will synthesise (we hope) two apparently distinct subject areas: which are in fact highly “symbiotic”:

5. Common Misconceptions • Management Principles: • ??? • Operations Management: • ???

6. Common Misconceptions • Management Principles: • (sometimes) regarded as boring, too esoteric and not really relevant to ‘real life’ management situations • Operations Management: • (often) perceived as being confined to manufacturing operations - a low grade & technical discipline

7. Four Common Attributes: 1. ‘Important’ • ‘Management Principles’: • intellectual foundation of management thought and innovation for more than 100 years • ‘Operations’: • design & creation of products and services upon which we all depend • the only rationale for an organisation existence (business objectives: reduce costs, increase revenue, reduce amount of investment, provide innovation) • ‘operations function’ is the area where most of the organisations financial resources are spent

8. Four Common Attributes: 2. ‘Exciting’ • ‘Management Principles’: • provides the “Vision” • ‘Operations’: • is at the very centre of changes affecting the Business world

9. Four Common Attributes: 3. ‘Challenging’ • ‘Operations’: • creativity is the prime task of Operations Managers: they (have to) respond to global competition, environmental challenges, customer pressure etc. • ‘Management Principles’: • the essential intellectual underpinning for balancing the ‘3 Es’:

10. What is management: • Management is the process of

11. What is management: • Management is the process of • achieving organisational objectives within a changing environment, by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, and working with and through people

12. Oxford Illustrated Dictionary (1962) defines ubiquity as “omnipresence, being everywhere or in many places at the same time” • ‘Operations’: • Operations processes can be found everywhere • ‘Management Principles’: • cover developments in HR management, chaos theory, game theory, business strategy, change management, ‘ethics’ and so on Four Common Attributes: 4. ‘Ubiquitous’

13. Kitchen unit manufacturing operation Back office operation in a bank They are all operations Take-out / restaurant operation Retail operation

14. Module Objectives: • Objective 1: to give students a high motivation to examine how Operations and Management ideas can be used in practice to systematically support business & organisational objectives • Objective 2: to give students opportunities to improve their interpersonal, collaborative and communication skills • Objective 3: to provide students with experiential learning opportunities in order to apply personal competencies and improve problem-solving skills (exploratory searching, critical thinking and decision making)

15. The 4 Pillars of OM-related Skills

16. Learning Outcomes

17. Teaching & Learning Strategy • combination of traditional teaching and PBL (Project-Based Learning): • conventional lectures - “contextual” student activities & exercises • (group) student led analysis/presentation of research papers, case studies and contemporary operations management issues • extensive use of e-learning platforms: (http://e-class.teilar.gr/) • Minimum learning hours: • 150 hours • 3x12=36 hours of class support • 114 hours of independent and self directed study • 9.5 hours per week

18. Assessment • You will be assessed by the following: • a group PRESENTATION weighted at 25% and • a 2-hour EXAM weighted at 75%. • The examination for will be divided into 2 parts: • Part A: comprises 10 'short questions' to test knowledge and understanding. Each question will have a maximum value of 5% points and all questions ought to be attempted. The maximum assessment value for part A will be 50% points. • Part B: is the Analysis Part, which comprises of 'seen stimulus material' (e.g. case study, academic paper) and 'unseen questions' which require in - depth analysis. Candidates will be required to answer two questions from a choice of four or five. The maximum grade for part B will be 50% points.

19. Formative Assessment (Presentations) The presenters should, as a group: • give an overview of the research questions and their root causes, • use the subject’s theory in their analysis and evaluation, • present solutions and conclusions, • provide the tutor(s) with a copy of the presentation material and a paper of analysis/evaluation (up to 1000 words) Presentation duration: 15-20 minutes plus 5 minutes for questions/discussion

20. Texts • Slack, N. Chambers, S. & Johnston, R. (2004), Operations Management, FT Prentice Hall (4th edition). Recommended • Heizer, J. & Render, B. (2004), “Operations Management”, FT-Prentice Hall, (7th Edition). • Johnston, R & Clark, G (2001), “Service Operations Management”, FT Prentice Hall. • Hill, T. (2000), “Operations Management: Strategic Context & Managerial Analysis”, Macmillan Business • Burnes, B. (2000), “Managing Change: A Strategic approach to Organisational Dynamics”, FT Prentice Hall (3rd edition) • Johnston, R., Chambers, S., Harland, C., Harrison, A. Slack, N. (2003), “Cases in Operations Management”, FT-Prentice Hall, (3rd Edition). • Williamson, D., Jenkins, W., Cooke, P. & Moreton, K. M. (2003), “Strategic Management and Business Analysis”, Elsevier, Butterworth –Heinemann.

21. Strong Recommendations • use WWW to explore relevant areas such as: Business Information Systems, IT Technology for Management, Project Management, Marketing, Supply Chain Management, HR Management, Production/Service Management • search for related literature in the library of the Technological Education Institute • search for electronically available journals-articles http://library.teilar.gr/ • http://www.athens.ac.uk/myathens

22. Operations Management Welcome to the Module