MSc Strategic Management, incorporating PG Cert/PG Dip (Online)

What will I cover in this module?

Metrics (or measures of success) are a current hot topic in management, ' Value for money' is all the rage in modern Strategic Management. Both predicting and measuring decision outcomes are essential to efficiency and effectiveness, particularly in the allocation and monitoring of scarce resources.

This course acts as both an "underpinning" topic, introducing you to the necessary quantitative methods relevant for the study of other courses, and as a foundation course to the principal quantitative elements, relevant to aid decision making in a strategic context. It's designed to develop your analytical and problem solving skills.

On completion of the course, students will be able to:

1. Understand the necessity for quantitative analysis in a strategic context;
2. Apply the appropriate quantitative method in any given situation to aid decision making in a strategic context;
3. Enhance their analytical and problem solving skills in a strategic context.

The course comprises of 11 sections:

• Introduction to Statistics
• Advanced Statistics
• Probability and Queuing Theory
• Quantitative Decision Making
• Correlation and Regression
• Forecasting Techniques
• Linear Programming
• Further Topics in Linear Programming
• Inventory Control
• Project Planning
• Project Appraisal

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?
100% coursework

Will I need any of my own equipment or materials?
You'll require access to Microsoft EXCEL with the Data Analysis Toolpak to study this course properly. 

Reading list

Essential Reading

• Curwin, F and R. Slater, (2002)  Quantitative Methods for Business Decisions.  Thomson ISBN 1861525311

Supplementary Reading

• Dewhurst, F. (2001) Quantitative methods for business and management. McGraw Hill. ISBN 0077098056

How many credits is it worth?
15

What will I cover in this module?

Course objectives

On completion of this course students will be able to:

• Critically assess contributions in the literature of a range of academic concepts/paradigms and analyses their relevance to the strategic management function operating in a range of contexts.
• Undertake methodologically sound research into significant management issue, using both secondary and primary sources, and present an intellectually rigorous argument in a strategic field of enquiry.
• Adopt a self critical approach and reflect on the processes of planning and undertaking a significant piece of independent research.

Independent Studies (IS) normally forms a significant part of a masters program. In the case of the MSc this will take the form of a dissertation. This is a major piece of independently researched work, proving the opportunity to carry out an in depth investigation of a management problem or issue that should normally have strategic dimensions. Saunders, Lewis and Thornhill(2000 p2) summarise the aims of such research as follows:

"not only does business and management research need to provide findings that advance knowledge and understanding, it also needs to address business issues and to provide a process for solving management problems".

Independent study will provide the student with an opportunity to use and enhance the knowledge and intellectual skills gained during the course by means of an extensive investigation of a significant management topic. As a result of developing and applying an analytical framework based on a real business/organizational issues, participants will be able to enhance their own competencies for undertaking future management research, and will be better able to evaluate research analyses carried out by others.

Topics covered  

• Choosing a topic and narrowing it down to a concise set of research objectives
• Continual reading for research: about the chosen topic and about research methods
• Thinking about and selecting an appropriate research design / methodology
• Writing a critical literature review
• Collecting both secondary and primary data
• Analysing data
• Drawing conclusions and assessing their significance in relation to existing work
• Writing up the final dissertation

How much work will I need to do each week?
Personal study time 12.5 hours

How will I be assessed?

100% coursework .

Coursework1: 100% Individual Independent Study (10,000 - 15,000 words). Assess all Learning outcomes. 

Reading list

Required

• Saunders M, Lewis P and Thornhill A (2005) Research Methods for Business Students.  4th edition, Harlow FT/Prentice Hall

Suggested

• Bell, J (1999) Doing your own research projects 3rd edition Buckingham: Open University Press
• Brewerton P and Millward L (2001) Organisational research methods: a guide for students and researchers, London, SAGC
• Carson D, Gilmore A, Perry C and Gronhaug K (2001) Qualitative marketing research, London, SAGC
• Bryman A and Bell E (2003) Business Research Methods Oxford University Press

How many credits is it worth?
45

What will I cover in this module?

Course objectives  

On completion of this course, you will be able to:

• Recognize and appraise the varied strategic approaches used by international corporations.
• Critically examine and evaluate the global (competitive) environmental factors that influence different types of organisations in the formulation of international strategic and operational alternatives.
• Formulate appropriate strategies/plans for the implementation of alternative types of international/global strategies, and devise policies to support.

This course has been designed to build on, and complement, the Strategic Management course and has been structured specifically to explore the global changes that are impacting on multi- and international organizations/corporations and their industries. Additionally, it examines how these changes, and the opportunities and threats which they create, also lure domestic enterprises into the international business arena. It focuses on how various types of enterprise are expanding and relying more on their international operations, and how they develop strategies and establish objectives to either internationalize their domestic operations or expand their current international business operations as part of their overall organisational strategy.

Topics covered  

• The International Management Process and the The Global Environment
• The Globalisation Process
• Competitive Analysis? A Global Perspective
• The Impact of Foreign Direct Investment on the Industries and Economies
• The International Planning Process and Types of International Strategy
• International HRM, Marketing and Operations Management
• The Impact of Country Cultures on International Development
• Financial Considerations in the Global Marketplace
• New Economy Imperatives - The Role of Technology in International Business
• International Management: A Future Perspective

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?
100% Coursework

Reading list

Core text

• Hill, CW (2000) International Business - Competing on the Global Marketplace, 3rd edition, Irwin/ McGraw Hill

Recommended texts

• Rugman & Hodgetts (1995), Internatinal Business - Strategic Management Approach, International Ed, McGraw Hill
• Czinkota (1998) International Business, 4th edition, Dryden

How many credits is it worth?
15

What will I cover in this module?

Course objectives 

On completion of the course students will be able to:

1. Appreciate the link between strategy and change and understand the different approaches to change management.
2. Critically assess the impact of organisational culture on change and the implications for managing the political processes.
3. Consider critically the role of leadership and communication in the change process.

This course examines a crucial dimension of Strategic Management - managing change. Concepts theories and issues surrounding strategy and change are considered. Attention is given to both theory and practice of change management, and the module attempts to integrate the two. Emphasis is also placed on the complex nature of change and that organisations are not rational entities but are subject to cultural and political forces.

Topics covered 

• Developments in Organisational Theory.
• Managing the political cultural dimensions of change.
• The theoretical foundations of change management
• The planned and emergent approaches to change.
• Processes of change, aspects of communication and resistance to change.
• The role of management and leadership.

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?

100% coursework.

Individual Assignment (3,000 - 3,500 words) critical appraisal and evaluation of the application of Managing Change to the organisation. Assesses all Learning Outcomes.

Reading list

Core Text

• Burnes B (2001) Managing Change - A Strategic Approach to Organisational Dynamics (3rd edition)London: Prentice-Hall

Suggested Reading

• Greenberg & Boon (1993) Behaviour in Organisations (4th edition)London: Allyn & Bacon Chaper 13 Communication in Organisations
• Meek (1988) Organisational Culture; Origins and Weaknesess Organisational Studies 9/4 p453-473
• Knights D & Willmott h (1992) Conceptualising Leadership Processes: A Study of Senior Managers in a Financial Services Company Journal of Management Studies 29:6 p761-782

How many credits is it worth?
15

What other modules do I need to take with this module?

Good marketing research is fundamental for strategic management and marketing planning. This involves the key areas of researching consumer requirements, monitoring the environment and managing marketing intelligence. This course will be more broadly based than traditional marketing research with texts also examining best practices from research from the social sciences

Providing quality goods and services to satisfy customers is a key requirement for modern day businesses. In striving to achieve this, good research is fundamental to understanding customer needs and wants, for understanding the environments in which they will operate and for understanding complex business and social processes that will facilitate and deliver those products and services. It is argued that senior business managers, responsible for company strategy, will need to have knowledge and skills to appreciate and undertake complex research projects to ensure that their decision processes are well informed.

This course will examine the principles of good research looking at the disciplines necessary to construct detailed research that will tackle complex business and social issues. In addition to prescribed reading from leading marketing research texts, this module will also seek to explore research principles and methodologies in greater depth inviting students to also consult research texts from specialist areas such as the social sciences and quantitative schools. It will also include consideration of computer software packages (such as spss, excel, snap, nudist, and idealist) which assist in design of appropriate tools, analysis of data, and presentation of data.

For students that are required to complete a research based project / dissertation this course should be of considerable value and will help with the research process, choice and use of appropriate methods, and will also consider such areas as use of secondary data and literature reviews.

What will I cover in this module?

Course objectives 

By the end of this course, the participant will be able to:

1. Transform accounting data into meaningful and relevant management information such that it can impact on the strategic management process.
2. Apply appropriate Management Accounting or Financial Management techniques to achieve a greater level of effectiveness in strategic analysis, planning and control, both in the long and short term.

The outcomes of the work of the Accounting and Finance Department may seem to have a pervasive effect on the management of all types of organisation. Decisions to close down or merge operations seem to be associated with loss of jobs, loss of motivation, and a sense of failure or decline. Managers may seem to be imprisoned in performance measures that do not seem to provide the right focus or help. There may seem to be a discipline apparently imposed by the accounting function, which destroys innovation and flair. Cost controls seem to put up barriers to spending. The truth never quite materialises. The financially informed Manager may recognise that there may be a “good reason” why such changes or approaches to managing an organisation are happening. It is the theme of this course that participants need to recognise the reality of the importance of accounting numbers. They need to work within the frameworks, and yet be in a position to question and challenge. They should be in a position to support change and contribute to its implementation.Devolution of responsibility tends to be associated with functional management, or with participation in teams designed to manage projects, or solve problems. The course does have an operational emphasis, but it is now very clearly associated with strategic objectives. Its target is to enable participants to “bridge the gap”. At the more strategic level, the involvement with financial numbers is likely to be clearer and stronger. For a manager to participate effectively, a more than superficial understanding of finance is required.Once the manager understands the finance related frameworks, there is the potential for significantly enhanced empowerment. There can be a greater freedom to evaluate, innovate, create, spend and motivate.The course aims to provide participants with the ability to identify and to critically evaluate a range of finance related issues and frameworks. These will focus on the provision of accounting based information which may be targeted to influence the behaviour of managers at a senior level.

Topics covered 

The following aspects have been chosen as providing a menu which enables the “portions” to be small, medium or large. In each choice, the potential for influence on the actions of the manager, has been taken as the reason for inclusion.

• The differentiation of the purposes and substance of financial accounting, cost and management accounting, and financial management.
• Systems of financial and cost data capture, and report development.
• Applications of management accounting in decision making, planning and control.
• Corporate reporting and financial performance evaluation, including benchmarking and the “Balanced Scorecard”.
• Agency theory, stakeholder analysis, risk and reward.
• Investment decisions.
• Valuation of the firm, and the working of the stock market.
• Financial structure, financing strategy and corporate planning.
• Working capital management.

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?
100% coursework

Reading list

The finance books listed are appropriate for someone who did not take the Integrated Management Course. Each, in any case, contains some material appropriate for this module.

• "Accounting For Non-Accounting Students" Dyson, J. (Pitman sixth Ed 2003)
• "Accounting and finance for non-specialists". Atrill, P. and McLaney, E. (Prentice Hall 4th Edition 2004)
• "Managing Financial Information". Davies, D. (IPD 1999)
• "Interpreting Company Reports". Holmes, G. and Sugden, A. (Prentice Hall: Financial Times 8th Ed 2002)
• "Essential Financial Accounting For Managers" Leslie Chadwick (Financial Times Prentice Hall 2001 Edition)
• "Introduction to Accounting For Non Specialists" Hand,L., Isaaks,C. and Sanderson, P. (Thomson 2005)
• "Introduction to Accounting 7 Finance" Black,G. (FT Prentice Hall 2005)

Diploma level

• "Business Accounting and Finance". Davies, T. & Pain, B. (Mc Graw Hill 2002)

This book is being recommended on the basis that it serves the learning needs at both Certificate and Masters level, so it allows a "catch up" for those that missed the first stage.

• "Financial Management". Knott, G. ’ (Palfrave Mc Millan 2004)

Past students rate this book among the more approachable.

• "Exploring Strategic Financial Management" Tony Grundy (Prentice Hall 1998)

This book has connections with "Exploring Corporate Strategy" (Johnson & Scholes)

• "Value Drivers" Scott,M. (J Wiley 1998)
• "Management Accounting for Business Decisions" 2nd Ed Drury, C. (Thomson 2001)
• "Management Accounting For Financial Decisions" Keith Ward, Sri Srikanthan and Richard Neal, (Butterworth Heineman, 1997)
• "Management Accounting" Making it world class" Adler, R. (Butterworth Heinemann 1999)
• "Financial Decision Making" by Blommaert, A., Blommaert, J., and Hayes, R. (Prentice Hall)
• "Fundamentals of Investment Appraisal" by Lumby,S. & Jones,C. (Thomson 2001)
• "Accounting for Management Decisions" by J Arnold and S Turley (3rd Ed 1996 Prentice Hall)
• "Essence of Financial Managing" by D R Myddelton (FT Prentice Hall 2000)
• "Public Sector Accounting" by R Jones and M Pendlebury (Financial Times Pearson 5th Edition 2000)
• "Principles of Managerial Finance" L J Gitman (Addison Wesley 10th Ed 2003)
• "Principles Of Corporate Finance" Brearly Myers (Mc Graw- Hill 2003)
• "Financial Management For The Public Services" Ed John Wilson (Open University 1998)
• "Venture Capital: Private Equity" Lerner,J. Hardymon,F., Leamon, A. (Wiley 2005)

There are many more on the subject of Financial Management, but there is a risk that they go too deep or become too technical. Pike and Neale are about to bring out a new edition of Financial Management. This is academically stronger than Knott, but slightly less penetrable.

Journals

• "Financial Management" The Journal of the Chartered Institute of Management Accountants
• Pogue M (2004) "Investment Appraisal; a new approach" Managerial Auditing Journal 19/4 565-569

How many credits is it worth?
15

What will I cover in this module?

This course builds on the foundations laid in the core module 'Information Management'. It will examine the management of information from a strategic perspective rather than an operational one and concentrate on linking information Systems Strategy with organisational strategy. It will also briefly introduce the topics of Knowledge Management and E-Business strategy.

On completion of this course, you will be able to:

1. Critically analyse an organisation’s information systems capability with specific reference to the organisation’s underpinning business processes and strategy
2. Devise and apply an appropriate information systems strategy for an organisation that is supportive of and integrated with its business strategy.      

Topics covered :

• Extracting ‘value’ from information systems and the ‘Productivity Paradox’.
• Analysis and usage of relevant strategic analysis tools with a view to analysing the internal and external business environment and their impact on information systems strategy.
• Development of information systems strategies and their integration with underpinning business strategies.
• Management and organisation of the IS/IT function
• Current developments including an introduction to Knowledge Management and E Business Strategy.

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?
100% Coursework

Reading list

Required text

• Bocij P, Chaffey D, Greasley A and Hickie S (2006) - Business Information Systems - Technology Development & Management for the E-Business. FT Prentice Hall.  3rd Edition

Recommended texts

• Cibora C. and Jelassi T. (1994); Strategic Information Systems - A European Perspective; Wiley
• Daniels N.C. (1994); Information Technology, The Management Challenge; Addison Wesley
• Laudon K.C. and Laudon J.P. (1996); Management Information Systems - Organisation and Technology; 4th edition; Prentice-Hall
• Moreton R. and Chester M. (1997); Transforming the Business: The IT Contribution; McGraw-Hill
• Neumann S. (1994); Strategic Information Systems; Macmillan
• Parker M. (1996); Strategic Transformation and Information Technology; Prentice Hall
• O'Brien J.A. (1993); Management Information Systems: A Managerial End-User Perspective; Irwin
• Remenyi, Money & Twite (1995); Effective Measurement and Management of IT Costs and Benefits; Butterworth Heinemann.
• Ward J. and Griffiths P. (1996); Strategic Planning for Information Systems; 2nd edition; John Wiley & Sons Ltd

How many credits is it worth?
15

What will I cover in this module?

Course objectives 

On completion of this course, it is expected that students will be able to:

1. Recognise and demonstrate an understanding of the key elements within an organisations' intra, micro and macro-environments which impact directly on strategic planning decision-making activities.
2. Apply theories of business decision-making and strategic analysis to complex business situations and provide recommendation(s) for a course(s) of action.
3. Critically evaluate a number of strategic options and select the most appropriate.
4. Monitor, evaluate and modify alternative strategies in line with organisational and environmental changes.

The ability to take an overview of business problem-solving and decision making processes is necessary for a successful career in business management and administration. So that effective business decisions can be made, an ability to handle complex and largely unstructured material is required. This course provides a broad representation of differing, and often conflicting, perspectives and theories which reflects the richness of current debate among academics and practitioners in the field of strategy. Specifically, it aims to provide the student with an holistic view and understanding of the strategic management process and its application within organisational and industrial contexts. Additionally, it is designed to help further develop students' analytical, problem-solving and decision-making skills.

Topics covered 

Section 1 covers:

1. The introduction and historical background and development of Strategic Management; The nature of Strategic Management is addressed in terms of its definition(s), key terms and benefits. In addition the section presents a model of Strategic Management and examines the link with Business Ethics and Military Strategy;
2. Looks at the various types of strategies organisations can adopt; Examines Porter's Generic Strategies; and considers Strategic Management in Nonprofit Governmental organisations and in Small Firms.

Section 2:

Examines the process of preparing, writing and evaluating the Business Mission; and scanning both the organisation's internal and external environments as a basis for the strategy formulation process. Additionally, it looks at the process of generating and selecting strategies via a strategy-formulation framework. Finally, this section considers the cultural and political aspects of strategy choice and the role of the Board of Directors.

Section 3:

Is concerned with the implementation stage in terms of objectives, Policies and resource allocation; Management of conflict; Structural and cultural issues, and finally the production, operations and human resource considerations when implementing strategies.

Section 4:

Examines the nature and role of strategy evaluation and offers a Strategy Evaluation Framework. It further examines the characteristics of an effective strategy evaluation system and looks at the importance of contingency planning.

Section 5:

Considers Global issues in Strategic Planning by focusing on global competition, cultural considerations, and conducting business with Triad and non-Triad nations etc.

Study Materials The core text for this course is David, F.R. : Strategic Management - Concepts and Cases, 7th edition (1999) published by Prentice Hall. It should be read in conjunction with this study module to reinforce and amplify the points being made.

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?

100% coursework.

The assessment for this course requires you to investigate and report on the strategic issues surrounding a complex organisation (preferably your own) or case scenario. You will then be required to submit a typed report of a minimum 3,000 words.

Reading list

Essential Text

• David, FR - Strategic Management, Concepts and Cases - Prentice Hall - ISBN 0130269956

Support Texts

• Stacey, R, Strategic Management and Organisational Dynamics, Pitman, 1996.
• Porter, ME, Competitive Strategy, (1980) and Competitive Advantage (1986), Free Press.
• David, FR, Strategic Management, 4th Ed. Macmillan, 1993.
• Jauch, LR, & Glueck, W.F. Business Policy and Strategic Management, 5th Ed.  McGraw-Hill, 1988.
• Bourgeois 111, L.J., Strategic Management from Concept to Implementation, Dryden, 1996.
• Ohmae, K., The Mind of the Strategist, MacGraw-Hill, 1992.

How many credits is it worth?
15

What will I cover in this module?

Course objectives 

On completion of this course, you will be able to:

1. Demonstrate knowledge and critical understanding of the rapidly evolving nature of communication both commercially and technologically, and competence in internationalising the communication process.
2. Relate communications objectives to marketing and business objectives and develop effective and integrated marketing communications strategies with appropriate budget levels.
3. Critically evaluate applied communications plans.

This course is designed to enable you to develop and apply marketing communications strategies. You must be able to demonstrate, through sound application of marketing communications elements and principles, solutions to and developments of communications problems and situations. The syllabus will be applied across a range of both consumer and industrial products and services.
To enable you to build a sound theoretical and practical understanding of the formulation and development of communications strategies and the management of the marketing communications process.

Topics covered 

• Marketing Communications Strategy
• Developing a theoretical understanding of marketing communications
• Managing the marketing communications process
• Successful marketing communications practice
• International marketing communications
• Wider issues of marketing communications  

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?
100% coursework

Reading list

Core text

• Fill, C (2002) Marketing Communications: Contexts, Strategies & Applications, 3rd edition, Prentice Hall

Recommended text

• Pickton & Broaderick (2001) Integrated Marketing Communications, FT Prentice Hall
• Smith (2002) Marketing Communications: An Integrated Approach, Kogan Page  

How many credits is it worth?
15

What will I cover in this module?

Course objectives  

On completion of this course, you will be able to:

• Explore and analyse complex issues surrounding strategy development in a domestic/international context.
• Demonstrate an ability to selectively apply appropriate analytical concepts/frameworks for a range of domestic / international Marketing situations.
• Demonstrate a critical awareness of the strategic options available to an organisation and make recommendations that are appropriate to the organisation’s capability and competitive situation. 

This course explores the critical role of Strategic Marketing planning for organisation’ operating in domestic/international markets. The course explores how market and environmental analysis provides the foundation upon which objectives and strategies are developed. 

The course examines the planning process and the implementation and control of  Strategic Marketing plans. The course will integrate issues related to the growing internationalisation of markets and the increasing need for networks, partnerships and strategic alliances.

The syllabus will cover large, medium and small organisations in a variety of sectors. Developed and developing country issues will be examined alongside issues faced by organisations operating in an increasingly volatile and competitive global environment.

Topics covered  

• Understanding the market environment
• Impact of regions and culture  on Domestic/International Marketing Strategy development
• Applying tools and concepts applicable for Strategic Marketing analysis
• Market, customer and competitor analysis
• Marketing strategy development and implementation
• Organisation structure and culture and orientation
• Constraints on international operations and strategy development
• Evaluation and control mechanisms

How much work will I need to do each week?

Personal study time 10 hours

How will I be assessed?

100% Coursework

Reading list

Core text 

• Douglas, SP & Craig, CS (1995) Global Marketing Strategy, McGraw Hill 

Recommended texts

• Aaker, (2001) Strategic Market Management, 6th ed, Wiley
• Doyle (2002) Marketing Management & Strategy, 3rd ed, FT Prentice Hall  

How many credits is it worth?
15

What will I cover in this module?

Course objectives  

On completion of the course students will be able to:

• Define and analyse a problem and select a suitable model to assist in its solution.
• Build a model using a computer software package.
• Critically appraise the limitations of the model and its application.

This course builds upon the core courses Management Accounting and Financial Reporting, Strategic Management and Information Management and covers the development and application of various models to assist management in the selection, evaluation and control of strategies. This is an important topic for today's manager who has to evaluate alternative strategies based upon often incomplete and conflicting information.

Topics covered  

• Using models for Strategic Decisions - The strategic decision making process, Types of model, Limitations, The model life cycle
• Model design and construction - Problem definition, Problem analysis, Definition of variables, Parameter estimation, Use of spreadsheets
• Building models - Financial, Capital Investment, Forecasting, Strategic, Simulation
• Data collection and analysis· Validation, and interpretation of simulation experiments

How much work will I need to do each week?
Personal study time 10 hours

How will I be assessed?

100% Coursework.

100% Individual Assignment (4,000 - 4,500 words) critical appraisal and evaluation of the application of Strategic Modelling to the organisation.

Will I need any of my own equipment or materials?
Microsoft Excel, simlation software eg Simul8 or Arena.

Reading list

• Pidd, M., Tools for Thinking; Modelling in Management Science, 2nd Ed, Wiley, 2003, ISBN 0-470-84795-6

Support texts that can be used to supplement the essential reading include:

• Dyson, R.G., Strategic Planning: Models and Analytical Techniques. Chichester: John Wiley, 1990.
• Kaye, G.R. Financial Planning Models: Construction and Use. London: Academic Press, 1994.
• Kefford, B., Financial Modelling for Business Decisions. London: Kogan Page, 1995.
• Metcalf, M., Forecasting Profit. Massachusetts: Kluwer, 1995.
• Nugus, S., Financial Planning using Spreadsheets, London: Kogan Page, 1997.
• Oakshot, L., Business Modelling and Simulation. London: Pitman, 1996.
• Pidd, M., (Ed), Systems Modelling; Theory and Practice, Wiley, 2004, ISBN 0-470-86731-0
• Robinson S., Successful Simulation, A Practical Approach to Simulation Projects, Maidenhead: McGraw-Hill, 1994.
• Robson A.J., Designing and Building Business Models using Microsoft Excel. Maidenhead: McGraw-Hill, 1995.
• Schlosser, M., Corporate Finance: A model building approach, Phillip Allan, 1992

How many credits is it worth?
15

What will I cover in this module?

TQM has grown in importance with Western organisations in recent years. The principles developed in post-war Japanese industries are now global with major corporations committed such as Ford, IBM, Rank Xerox. The gurus of  the quality movement propose that the emerging discipline represents a modern management paradigm, and is the main strategic driving force for organisations seeking competitive advantage in the 21st century.

This course will seek to examine the roots and history of  TQM,  and the growth, development, and considerable expansion of the methods in recent years. The critical factors, principles, and techniques will be examined. The course will also look to the future directions and introduce the concepts of Best Practice Management.

On completion of the course students will be able to :

1. Critically evaluate the critical factors, principles and techniques of TQM
2. Critically evaluate issues associated with implementation of TQM, culture and change 

Topics covered:

1. The history and background, growth and development of  TQM.
2. The critical factors, principles and techniques of TQM.
3. Implementation - models, case studies.
4. Techniques and Methods :- Strategic Models, eg European Quality Award and “hard” elements eg Benchmarking and “soft” elements, eg Leadership.
5. Exploring the links between business strategy, marketing, and TQM.
6. Exploring the development of Best Practice Management.

How much work will I need to do each week?
Personal study time:  10 hours

How will I be assessed?
100% coursework

Reading list

Essential Reading

• Oakland, J - (2003) Total Organizational Excellence: Achieving World-class Performance - Butterworth Heinemann

Recommended Reading

• Hammer M, and Champy, J (1993) Re-Engineering the Corporation - Allen and Unwin
• Oblensky, N (1995) Practical Business Re-Engineering
• Camp, R (1992) Benchmarking: The Search for Industry Best Practices which lead to superior performance - ASQC

The course is designed such that much of the additional reading will be from academic journals and students should make extensive use of Emerals and EBSCO to review current papers.

How many credits is it worth?
15