MANAGING THE AGILE BUSINESS - 2022/3
Module code: MANM429
In light of the Covid-19 pandemic the University has revised its courses to incorporate the ‘Hybrid Learning Experience’ in a departure from previous academic years and previously published information. The University has changed the delivery (and in some cases the content) of its programmes. Further information on the general principles of hybrid learning can be found at: Hybrid learning experience | University of Surrey.
We have updated key module information regarding the pattern of assessment and overall student workload to inform student module choices. We are currently working on bringing remaining published information up to date to reflect current practice in time for the start of the academic year 2021/22.
This means that some information within the programme and module catalogue will be subject to change. Current students are invited to contact their Programme Leader or Academic Hive with any questions relating to the information available.
This module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which the agility of organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.
Surrey Business School
MURRAY Philip (SBS)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
JACs code: N215
Module cap (Maximum number of students): N/A
Overall student workload
Independent Learning Hours: 90
Lecture Hours: 42
Guided Learning: 18
Prerequisites / Co-requisites
Indicative content includes: • Analysis and application of concepts: customer value, generic supply chain strategies, managing logistics internationally, supply chain integration & performance digital supply chains • Analysis and application of concepts: supply chain risk, sustainable production, reverse logistics, circular economy. • Analysis and application of concepts: servitisation and service supply chains, service operations and performance • Analysis and application of concepts: Ethics in organisational decision making, ethical supply chain management, ethical procurement.
|Assessment type||Unit of assessment||Weighting|
|Coursework||INDIVIDUAL ASSIGNMENT (3000 WORDS)||70|
|Oral exam or presentation||GROUP ORAL ASSESSMENT (30 MINS)||30|
The assessment strategy is designed to provide students with the opportunity to demonstrate their ability to integrate theories into practice using a real organisation of their choosing, as well as in their own organisational experiences Two summative assessments, due in on Monday of week 11 (FT) and by the fourth Monday after completion of the module (PT), consist of: • A learning reflection document (750 words) • An individual written paper (3000 words) Formative assessment and feedback for this module consists of: • Students can expect to receive feedback from faculty on participation, discussions and team exercises in class A detailed marking scheme which provides guidance on how marks will be awarded for each element of different assessments will be provided
- Provide concepts, frameworks, and tools for dynamic management that can be readily applied by students to analyse organisational processes and formulate organisational strategy
- Critically review, from a process rather than a functional perspective, the relationship between theory and practice in the management of organisations and how different elements of a business integrate to create a coherent organisation
- Enable students to apply, reflect, and critically evaluate existing frameworks, theories, models and concepts as well as incorporating their own management experience relevant to the strategic challenges facing various organisations and industries.
|001||Critically evaluate and apply theories and management tools to produce meaningful process recommendations relating to the internal development and dynamic management of organisations||CPT|
|002||Analyse and apply existing frameworks and concepts relevant to the ethical, operational and strategic challenges facing supply chain management.||KP|
|003||Appraise the complexity and trade-offs involved in managing sustainable and responsive supply chains on a local, national and international scale.||K|
|004||Critically evaluate the merits and drawbacks of various theories and models central to our understanding of the management of operations and sustainable supply chains for an agile business.||CT|
|005||Select and justify appropriate approaches to the effective and ethical management of supply chains and the operations function.||KP|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Methods of Teaching / Learning
The learning and teaching strategy is designed to focus on learning through experience and reflection, by giving students the opportunity to integrate different theories and topics and apply knowledge and understanding of relevant theories, models and research, to a variety of examples. The module will comprise lectures and discussion groups, as well as active and self-directed learning. Whilst the lectures are mainly designed to illustrate and explain theoretical concepts and models, the seminars/discussion groups explore and illuminate the theoretical concepts and models by reference to and explanation of a range of topical issues and case studies. Group discussions are therefore designed to develop a more practical insight into the applied nature of the various topics covered. Active learning includes engaging in classroom practical exercises, video and case analyses, and, group work on the practical component of the assessment. Self-directed learning pertains to engaging in reading material relevant to the module. Prior to attending the lecture and seminar, students are expected to undertake the essential reading for the sessions.
The learning and teaching methods include: • Teaching concepts and then learning through case studies • Video and simulations • Conversations with external senior managers • Presentations by external clients and Q&A sessions • Workshop activities conducted in teams • Self-directed learning
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Upon accessing the reading list, please search for the module using the module code: MANM429
Programmes this module appears in
|Master of Business Administration MBA||1||Compulsory||A weighted aggregate mark of 50% is required to pass the module|
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2022/3 academic year.