Learning Outcomes

On successful completion of the module, students will be able to:

· apply a critical understanding of change management theories and techniques to any change situation

· fulfil the role of change agent, planning and managing organisational change

· analyse any context within which change is to take place

· identify, and allow for, a broad spectrum of individual responses to change

· advise organisations on techniques of environmental analysis

know where to look for further help and guidance on change management is

Forms of assessment and assessment criteria:

The objective of the course is to acquire knowledge of turnaround principles and tools and put them into practice within a classroom setting. Thus, assessment will take place through various forms.

1. Active participation in discussion process

1. Presence in class

2. Clear communication

3. Idea generation and their relevance

Students will rated after each class from 1 to 5 on their active participation:

n/a- no participation

3-some participation, vague or irrelevant communication

4-active participation (2-3 times), clear / understandable communication

5-active participation (3-5 times), clear, concise, relevant communication

2. Identifying companies problems (case study – work group assessment)

Any member of the group may be asked to present the results of problem investigation. The quality of the answer will be counted for all the group members.

2 - more than three major issues were not identified

3 - all the key issues (except for one or two) were identified or the causes were not clear, or the presentation was hard to understand.

4 - all the key issues were identified, cause-effect relationship and interdependence of issues may have been that clear. The presentation was clear and concise.

5 -all the key issues were identified, cause-effect relationship and interdependence of issues was established. The presentation was clear and concise.

3. Proposing a turnaround plan (case study – work team assessment)

Any member of the group may be asked to present the results of problem investigation. The quality of the answer will be counted for all the group members.

2-more than 3 major issues were not identified

3- all the key issues (except for one or two) were identified or the causes were not clear, or the presentation was hard to understand.

4- all the key issues were identified, cause-effect relationship and interdependence of issues may have been that clear. The presentation was clear and concise.

5-the plan addresses all the issues and turnaround process elements.

4. Individual Test: analytical frameworks, turnaround tools and small case solutions

1. Financial diagnosis (weight: 25%, max/min: 15/0 )

i. Calculate financial ratios

ii. Make conclusion of the situation

iii. Chose the direction in which to look for solution

2. Determine key issues (weight 20%, max/min: 10/0)

i. External threats: 5 Forces, PEST

ii. Internal gaps

3. Chose the best opportunities (weight: 10%, max/min: 10/0)

i. Attractiveness and fit with capabilities

4. Prepare organization for execution (weight: 25%, max/min: 20/0)

i. Critical performance indicators

ii. Who will you fire?

iii. Understand 4 levers of control

iv. How will you motivate your top team?

5. Lead the way in turnaround circumstances (weight: 20%, max/min: 20/0)

i. Communicating with stakeholders

ii. Choosing the right behavior

iii. Developing your people

iv. Resolving execution problem

Criteria of estimation

Based on the scores and type of answers, a student can get Excellent, Good, Average, Poor

Requirements

Basic knowledge of finance is expected

Knowledge of generic Porter strategy and Balanced Score Card frameworks is a plus

Core Text(s)

Balogun, J. and Hope-Hailey, V., Exploring Strategic Change, London: Prentice-Hall.

Recommended Reading

Bate, P. (1995) Strategies for Cultural Change, Oxford: Butterworth-Heinemann.

Burnes, B. (1996) Managing Change: A Strategic Approach to Organisational Dynamics, 3rd ed, London: Pitman.

Carnall, C.A. (1999) Managing Change in Organisations, 3rd ed, London: Prentice-Hall.

Dutta, S. and Manzoni, J.F. (2000) Process Re-Engineering, Organizational Change and Performance Improvement, Maidenhead: McGraw-Hill.

Genus, A. (1999) The Management of Change: Perspectives and Practice, London: International Thomson.

Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1999) Strategic Human Resource Management: Corporate Rhetoric, Human Reality, Oxford: Oxford University Press, Chapters 8 and 9.

Johnson, G. and Scholes, K. (2002) Exploring Corporate Strategy, 6th ed, London: Prentice-Hall, Chapter 11.

Paton, R. and McCalman, J. (2000) Change Management: A Guide to Effective Implementation, 2nd ed, London: Paul Chapman.

Scott-Morgan, P. (1994) The Unwritten Rules of the Game, New York:McGraw Hill.

Senior, B. (1997) Organisational Change, 2nd ed, London: Pitman.

Thornhill, A., Lewis, P., Millmore, M. and Saunders, M. (2000) Managing Change: A Human Resource Strategy Approach, Harlow: Pearson.

Truss, C. and Ely, J. (forthcoming) ‘All Change: Transforming NHS Trusts for the 21st Century’, British Journal of Healthcare Management.

Supply Chain Management

MODULE SUMMARY (INDICATIVE)

This module is dedicated to international supply chain management as a key area of supporting all business processes in corporate business environment. The focus of this module is a management system in contemporary supply chain as a field of cost optimisation and operations effectiveness rise. The module covers new technologies which are to be implemented as adequate instruments for managing the logistics and influencing corporate value chains mechanism.

AIMS

The module aims to help students:

- To gain knowledge about basic modern tendencies in international supply chain operations.

- To get the strategic vision in supply chain as an area of cost management

- To understand the role of International supply chain in integration system of world business.

- To determine theoretical knowledge and practical skills in international logistics practice based on the best world corporate experience.

- To use supply chain strategies and technologies to decrease the cost of operations and increase the marginality of business operations.

Date: 2015-01-12; view: 602