Managing operations is vital to every type of organization, for it is only through effective and
efficient utilization of resources that an organization can be successful in the long run. This is
especially true today, when we see that significant competitive advantages accrue to those firms
that manage their operations effectively It is critical in today’s fast paced world of business that
operations managers appreciate the effect that the interaction of operations has on the organization
itself, as well as on its employees and customers. Priority areas of focus include the linkages
between process and operations design, business strategy and globalization. This course aims to
develop a critical understanding of the role of operations management in relation to organizational
performance and competitiveness. It will build knowledge of operations management principles
and concepts, and critically appraise how they can be applied, across different organizational
functions.
QTY 82159 – Fall 2018 Page 2 of 9
1.1. Course Learning Outcomes (CLOs)
CLO 1. Critically evaluate the operations department’s contribution to organizational
performance (P1, P5, K1, K4, S2)
CLO 2. Critically appraise an organisations operations strategy and determine how it
enhances organizational performance and competitiveness (P2, P4, K2, S1, SD1,
SD2)
CLO 3. Critically analyse the process of operational design. (P1, P4, P6, K2, K3, S1)
CLO 4. Synthesise and apply a wide range of operations management approaches to the
constant changes in customer preference, networks of supply and demand, and
developments in technology for the prevention and resolution of issues of nonperformance with clients, customers and vendors (P1, P5, K1, K2, AR3)
CLO 5. Appraise and comment critically on a body of research related to operations
management. (P1, P4, K2, K3, S1)
P1 – P5: Program Learning Outcomes
Qualifications Framework Emirates (QFE) criteria:
K = Knowledge
S = Skill
AR = Autonomy and Responsibility
RC = Role in Context
SD = Self-Development
- TEXT/REFERENCE BOOK/COURSE MATERIAL
Text Book
Heizer, Render & Munson (2017). Operations Management: Sustainability and Supply Chain
Management. (Global Edition, 12/E). Pearson
Additional Resources
Classroom Readings: To be read prior to class according to the listed weekly schedule
(Section 9 of this Syllabus).
Balakrishnan, M.S. (2011) “Etihad Airways: reputation management – an example of the
Eyjafjallajökull Iceland volcano,” Emerald Emerging Markets Case Studies.
De Waal, A. and Frijns, M. (2016) “The influence of the UAE context on management practice
in UAE business,” International Journal of Islamic and Middle Eastern Finance and
Management, 9(2), pp. 236 – 253.
Deshmukh, S.G. (2015) “Materials Management: An Integrated Systems Approach,” Journal
of Advances in Management Research, 12(2), pp. 226 – 228.
Eyring, A. R., Lim, A., and Danish, T. (2014) “Dubai Multi Commodities Centre Authority
(DMCC): the transformation of a government-linked firm in Dubai,” Emerald Emerging
Markets Case Studies.
Hussain, M. Ajmal, M.M., Khan, M., and Saber, H. (2015) “Competitive priorities and
knowledge management: An empirical investigation of manufacturing companies in
UAE,” Journal of Manufacturing Technology Management, 26(6), pp. 791 – 806.
QTY 82159 – Fall 2018 Page 3 of 9
Jenkins, N. R., and Karanikola, I. (2014) “Do hotel companies communicate their
environmental policies and practices more than independent hotels in Dubai, UAE?”
Worldwide Hospitality and Tourism Themes, 6(4), pp. 362 – 380.
Karunasena, G. and Amaratunga, D. (2016) “Capacity building for post disaster construction
and demolition waste management: A case of Sri Lanka,” Disaster Prevention and
Management, 25(2), pp. 137 – 153. Khan, A. U. (2014) “Effects of cultural assimilation on
the performance of a construction project – evidence from UAE,” Benchmarking: An
International Journal, 21(3), pp. 430 – 449.
Kimes, S. E., and Wirtz, J. (2011) “The Accra Beach Hotel: block booking of capacity during
a peak period,” Emerald Emerging Markets Case Studies.
Koumanakos, D. P. (2008) “The effect of inventory management on firm performance,”
International Journal of Productivity and Performance Management, 57(5), pp. 355 – 369.
Laeequddin, M., Sardana, G.D., Sahay, B.S., Waheed, K. A., and Sahay, V. (2009) “Supply
chain partners’ trust building process through risk evaluation: the perspectives of UAE
packaged food industry,” Supply Chain Management: An International Journal, 14(4), pp.
280 – 290.
Lewis, M., Brandon‐Jones, A., Slack, N., and Howard, M. (2010) “Competing through
operations and supply: The role of classic and extended resource‐based advantage,”
International Journal of Operations & Production Management, 30(10), pp. 1032 – 1058.
Mandal, P. (2012) “Improving process improvement: executing the analyze and improve
phases of DMAIC better,” International Journal of Lean Six Sigma, 3(3), pp. 231 – 250.
Matloub Hussain, Mohsin Malik, (2016) “Prioritizing lean management practices in public and
private hospitals,” Journal of Health Organization and Management, 30(3), pp. 457 – 474.
Mezher, T., Tabbara, S., and Al‐Hosany, N. (2010) “An overview of CSR in the renewable
energy sector: Examples from the Masdar Initiative in Abu Dhabi,” Management of
Environmental Quality: An International Journal, 21(6), pp. 744 – 760.
Moustafa, M. A. (2005) “The Separation of Ownership from Control and Firm Performance
Evidence from UAE,” Journal of Economic and Administrative Sciences, 21(2), pp. 35 –
51.
Pedersen, P., and Slepniov, D. (2016) “Management of the learning curve: a case of overseas
production capacity expansion,” International Journal of Operations & Production
Management, 36(1), pp. 42 – 60.
Prajogo, D. I. and McDermott, C. M. (2008) “The relationships between operations strategies
and operations activities in service context,” International Journal of Service Industry
Management, 19(4), pp. 506 – 520.
Rolstadås, A., Tommelein, I., Schiefloe, P. M., and Ballard, G. (2014) “Understanding project
success through analysis of project management approach,” International Journal of
Managing Projects in Business, 7(4), pp. 638 – 660.
Schaltegger, S. and Burritt, R. (2014) “Measuring and managing sustainability performance of
supply chains: Review and sustainability supply chain management framework,” Supply
Chain Management: An International Journal, 19(3), pp. 232 – 241.
Sharma, A. and Loh, P. (2009) “Emerging trends in sourcing of business services,” Business
Process Management Journal, 15(2), pp. 149 – 165.
Slack, N. (2005) “The changing nature of operations flexibility,” International Journal of
Operations & Production Management, 25(12(, pp. 1201 – 1210. Stevens, G.C. and
QTY 82159 – Fall 2018 Page 4 of 9
Johnson, M. (2016) “Integrating the Supply Chain … 25 years on,” International Journal
of Physical Distribution & Logistics Management, 46(1), pp. 19 – 42.
Suliman, A. (2013) “Organizational justice and innovation in the workplace: the case of the
UAE,” Journal of Management Development, 32(9), pp. 945 – 959.
Waehrens, B. V., and Slepniov, D. (2011) “Global operations at Aalborg Industries – context,
configuration, and capabilities,” Emerald Emerging Markets Case Studies.
Yaprak Anadol, Mohamed A. Youssef, Eappen Thiruvattal, (2015) “Consumer reaction
towards corporate social responsibility in United Arab Emirates,” Social Responsibility
Journal, 11(1), pp. 19 – 35.
Recommended Readings: The following is an indicative bibliography that is subject to change
based on the regular faculty and departmental updates taking into account the alignment
with the Learning Outcomes.
Fitzsimmons, J., & Fitzsimmons, M. Service Management: Operations, Strategy, Information
Technology. (6th edition) New York: McGraw-Hill.
Haksever, Render, Russell & Murdick. (2013). Service management and operations. (2nd
edition).
Prentice Hall. Heizer J. and Render B. Principles of Operations Management. (9th edition)
Prentice Hall.
Johnston, R., Clark G., & Shulver M. (2012) Service Operations Management: Improving
Service Delivery. (4th edition). Prentice Hall.
Johnston, R., & Clark, G. (2005 or current), Service Operations Management: Improving
Service Delivery. (2nd edition). Prentice Hall.
Jones P. and Robinson P. (2012) Operations Management. Oxford University Press.
Mantel, S., Meredith, J., Shafer, S., & Sutton, M. (2010). Operations Management in Practice.
(4th edition). Wiley.
Additional Resources: The following journals, available online through the ADSM e-Library,
are recommended:
Journal of International of Operations and Production Management
International Journal of Services and Operations Management
International Journal of Applied Operations Management
International Journal of Quality and Reliability Management
Journal of Operations Management - TEACHING PEDAGOGY
The course will be delivered through interactive lectures to help the students get clearer
understanding of the key theories, approaches and practices in the real world. Lectures will
utilize the content and approach of the materials listed in the syllabus. It is important that
graduate students prepare for class as per the instructor’s direction in order to be able to discuss
on the topics in order to formulate and to articulate their views and perspectives.
This teaching and learning strategy will be supported through the use of the Moodle e-learning
resource which will be used to host discussion forums, practice assessments, related reading,
etc. ADSM considers this approach consistent with the requirements of graduate study, and
provides a very effective basis for formative assessment, and encourages student engagement
outside of class contact time. Enabling debate and constructive evaluation promotes the
QTY 82159 – Fall 2018 Page 5 of 9
students’ senses of self-confidence or self-efficacy about applying skills and/or strategies in the
future.
The summative assessments within the course will afford students the opportunity to conduct
guided research on a related topic in more depth, and will be used to assess students’ conceptual
clarity and analytical ability, as well as the student’s rational reasoning, knowledge and
analytical skill including the clarity of concepts of the course learning outcomes. - COURSE ASSESSMENTS AND EVALUATION
The following are the assessment instruments with their corresponding weights:
Assessment Tasks Weight CLOs
In-class Individual Activities
In-class Group Activities
20%
15%
1,2,3,4,5
3,4
Out of Class Individual Report 30% 2,5
Out of Class Group Project 35% 1,2,3,4,5
Total 100%
Assessment Tasks
Assessment Task 1 In-class Individual/Group Activities
Type of Assessment Individual/Group
Weight 20% + 15% = 35%
Submission Deadline On-going in the classroom
Description of Task
Throughout the course, students will be engaged in group
discussions and activities including situation discussions.
ATTENDANCE IS MANDATORY TO GAIN MARKS.
Assessment Task 2 Out-of-class Individual Report
Type of Assessment Individual Project
Weight 30%
Submission Deadline 7
th
July 2019 [23:59 LMS]
Description of Task
Each student is to investigate one (1) current Operations
Management issue or problem facing his/her organization. The
student’s investigation and consultation should explain the problem,
its consequences, and examine how you, as a consultant, would
advise the organization in solving the problem. The report should
include citations and references to all sources used, following
standard referencing procedure (APA Guidelines). (Minimum 2000
words)[See template]
QTY 82159 – Fall 2018 Page 6 of 9 - SUBMISSION OF ASSESSMENTS
Out of class assessments must be submitted through the ADSM LMS portal (specifically
Turnitin through Moodle). Work must not be emailed to the instructor.
Penalties for Late Submission
Penalties will apply for submissions that are made after the submission due date. Marks will
be deducted as per the following table for late submissions:
Late Submission of Assignment: Time Periods After Due Date
Period Submitted
on time
Submitted up to
24 hours late
Submitted up to
48 hours late
Submitted between
48 & 168 hours (7
days) late
1 week late, LMS
closed for class
Penalty None Reduction of 15% Reduction of 25% Reduction of 35% Reduction of
100%
The LMS portal will be closed for submissions one week after the due date. - GRADING SCALE
Percentage Letter Code Points
93 – 100 A 4.00
90 – 92 A – 3.67
87 – 89 B + 3.33
83 – 86 B 3.00
80 – 82 B – 2.67
Assessment Task 3 Out of Class Group Research
Type of Assessment Group Report
Weight 35%
Submission Deadline 14th July, 2019 (23:59 on LMS)
Description of Task
Groups of approximately four – five (4-5) students will be formed
during the first session. Each group will be assigned an operations
management topic and conduct review of the literature, in which
they will identify minimum five research articles for each assigned
topic. The group will read & study these articles and write an
analytical report. (Minimum of 3000 words).
The report shall include:
a) A summary of the key issues in the cases,
b) Specific recommendations for how these issues impact generally
the industrial climate
c) The rationale (justification) for recommendations based on each
individual workplace environment.
d) Citations and references of all sources (APA style of referencing)
QTY 82159 – Fall 2018 Page 7 of 9
77 – 79 C + 2.33
73 – 76 C 2.00
70 – 72 C – 1.67
Less than 70 F 0.00 - MISCELLANEOUS
7.1. ATTENDANCE
ADSM students are required to attend and participate fully in all classes, workshops, and other
sessions. Should students miss a class or a session, they MUST submit a legitimate reason in
writing to the Instructor before the course delivery. If a student misses a class due to an
unforeseen reason, the concerned student MUST submit the legitimate reason in writing within
three days of the course dates. The Instructor may forward the student’s request to the Dean
for approval.
7.2. MAINTAINING THE LEARNING ENVIRONMENT
Certain behaviors disrupt class, such as students arriving late, phones ringing, inappropriate
use of electronic devices, and students leaving the room during class. All members of the class
are expected to respect the learning environment and the lecturer’s efforts to maintain it. Repeat
offenders can be reported to a disciplinary committee and may be withdrawn from the course
at the discretion of the Dean.
7.3. PARTICIPATION
Students are expected to actively participate and engage in discussions in a constructive
manner. Students are expected to behave in a tolerant, responsible, and respectful way towards
their instructor, fellow students, and all members of the ADSM community.
7.4. PLAGIARISM
Plagiarism is the use of someone else’s ideas, words, projects, sentence structure, or other work
without acknowledging the source. Plagiarism can be considered intellectual theft. It is the
responsibility of students to familiarize themselves and comply with all aspects of the ADSM
Academic Integrity Policy – available on LMS (http://lms.adsm.ac.ae/). The following rubric
explains the penalties that will be applied to violations of academic integrity.
Late Academic Integrity: Severity of Violation Date
Category 0 1 2 3 4
Overall No errors related to
integrity
Limited errors but
no violation of
integrity
Misunderstanding
of academic
integrity
Disregard for
academic
integrity
Attempted
deception of
instructor
QTY 82159 – Fall 2018 Page 8 of 9
Description* Work consistently
attribute ideas,
language, and
graphics to the
original source in a
standard format
with no or few
errors
Work consistently
attribute ideas,
language, and
graphics to original
source, at times in
a non-standard
format
Work consistently
fails to attribute
ideas, language,
and graphics to
original source but
without obvious
intent to plagiarize
Work borrows
significantly
from uncredited
sources
Work borrows
completely from
other sources
without credit, or
attempts to hide
plagiarism with
alterations to text
Penalty No change in mark No change in mark 10% reduction in
mark
25% reduction
in mark
100% reduction in
mark
- Adapted from Robert Kane’s adaptation for His199 from rubric for WRT100 created by Jennifer
Morrison. Downloaded on 22 November 2016 from the following website:
https://www.niagara.edu/assets/docs/pdfs/199assessmentrubric.doc
QTY 82159 – Fall 2018 Page 9 of 9
- TEACHING SCHEDULE
Date Topics
Week 1 Introduction: Operations Management (OM) and Operations Performance
Week 2 Innovation in design in service and production
Week 3 Process Strategies
Week 4 Project Management
Week 5 Demand Management
Week 6 Capacity Management
Week 7 Inventory Management
Week 8 Aggregate Planning
Week 9 Balanced Scorecard
Week 10 Comprehensive Course Review
Sample Solution
