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MN-2509
Management Consulting
The module is designed to develop an awareness and a detailed understanding of approaches to tactical and strategic management consulting including large scale transformation of business processes.
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MN-3023
Lean Operations
This module provides a practically focused course on lean (Japanese) approaches to operations management.
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MN-M043
Operations Management (Engineering Leadership and Management)
For an organisation to produce and deliver goods and / or services, efficient management of resources is a key aspect. Operations management is paramount to equip management with the techniques necessary to manage resources, for an effective functioning of manufacturing, technology production and services delivery organisations, particularly within high tech organisations. This module introduces key principles, conceptual tools and qualitative as well as quantitative techniques that can be applied to a variety of organisational contexts.
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MN-M069
International Business Consulting
This is a practical, project-based module where students undertake business consultancy, through an on-campus small business clinic or via a placement, for an enterprise venture or social enterprise during one teaching block focused on an opportunity or issue with relevance to the international business environment.
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MN-MAH03
Complex Health and Care, People and Systems
Health and care provision is one of the most complex management and organizational settings. This complexity can be very daunting when multiple organizations are involved in delivering care services (even for comparatively simple patient pathways). Making effective changes to such systems, in the absence of understanding the principles and schools of thought that concern complexity management, means changes are fraught with many dangers and can generate dysfunctional behavior that results in even poorer performance. This course aims to equip students with the knowledge of systems complexity thinking to analyze and enact more effective and sustainable changes to health and care processes.
This module provides the student with insight and the deep understanding needed to manage and undertake interventions to improve health and care systems performance. The course was designed to allow students to take a broad and holistic approach to visualizing complex care systems and using good theory to establish why a system is not performing well. The course focuses on understanding healthcare complexity, the models that allow analysis of such systems and the application of the most effective interventions to restore system stability. The course will explore the contradictions and dysfunctions of current systems designs and the problems of not using a complexity approach to design new or modify existing ways of working. The course is ideally suited to any student that aspires to work as a consultant to design new care processes or improve existing ones. This course is unique and is based on Swansea School of Management research including contemporary case materials and our network of professional experts.
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MN-MAH7P
Complex Systems: Principles
Health and care provision is one of the most complex management and organizational settings. This complexity can be very daunting when multiple organizations are involved in delivering care services (even for comparatively simple patient pathways). Making effective changes to such systems, in the absence of understanding the principles and schools of thought that concern complexity management, means changes are fraught with many dangers and can generate dysfunctional behavior that results in even poorer performance. This course aims to equip students with the knowledge of systems complexity thinking to analyze and enact more effective and sustainable changes to health and care processes. This module provides the student with insight and the deep understanding needed to understand health and care systems and their performance. Such insight will include a traditional systems approach to the modern complex adaptive systems frameworks.
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MN-MAH9P
Complex Systems: Applications and Improvement
Enacting change in a complex environment requires a new set of skills which are typically not taught to clinicians or managers and this course was designed to allow students to take a broad and holistic approach to visualizing complex care systems and using good theory to establish why a system is not performing well. The course focuses on understanding healthcare complexity, the models that allow analysis of such systems and the application of the most effective interventions to restore system stability. The course will explore the contradictions and dysfunctions of current systems designs and the problems of not using a complexity approach to design new or modify existing ways of working. The course is ideally suited to any student that aspires to work as a consultant to design new care processes or improve existing ones. This course is unique and is based on Swansea School of Management research including contemporary case materials and our network of professional experts.
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MN-MB05P
Creating Sustainable Value
The module combines case-based teaching with an introduction to the key MBA fields of technology management, operations management and marketing. The module takes an integrated approach to managing key aspects of technology, operations and marketing activities within an organisation. Rather than proceeding along conventional MBA disciplinary lines, as this method can often obscure the fundamental connections between them, the module takes a holistic approach to the way value is perceived and realized.
This is a case-based module, organised around the evaluation of management and business practices for enabling sustainable competitive advantage. Recognising that sustainable development in all its forms is a dilemma beyond the capacity of any single organization, business or state to meet, this module draws on the UN Sustainable Development Goals to guide a flexible and topical curriculum that can keep pace with international news. We will give students an experience where the various perspectives that derive from their own professional experience, cultural and national diversity and traditional MBA fields are brought to bear on cases of the challenges of economic and social sustainability.
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MN-MB10P
Navigating Innovation and Change: Fundamentals
This module brings the latest insights from the areas of innovation and organisational change management and aims to equip students with the knowledge and tools to navigate key challenges within this space. Its focus is to develop understanding of fundamental concepts, developed through critical appraisal of cases to examine how innovation theory manifests within continuously evolving and complex contexts.
With a focus on co-creation of value, the module will examine approaches to the realisation of new goods, services and processes. Set against a backdrop of rapid technological, global, social and cultural change, students will examine innovation, organisational culture and change through the multidisciplinary perspectives of management, psychology, economics and sociology.
Successful companies and organisations of all sizes are typically characterised by innovation and the ability to be agile. This is increasingly important in today¿s global marketplace but brings with it challenges to product and service development, as well as change in organisational structures, operations and human behaviour. This module will equip students with the knowledge and skills to engage in the effective development of new products and services delivering value through navigating the innovation lifecycle, open collaboration and developing organisational structures that support rapid and sustainable change.
The module is divided into five key themes, the first three of which are a focus for Part 1, with further development and two further themes developed in co-requisite module, Part 2:
[1] A review and critical evaluation of key theories of innovation, strategy and core processes
[2] Innovation networks and multidisciplinary approaches
[3] Disruptive forces
These will be developed further, with focus on application for innovation in Part 2
[4] People, culture and change
[5] Product and service design agility
Based on this learning, students will develop a business case to successfully navigate and overcome a series of contemporary challenges in the pursuit of new product or service development. Part 1 provides the ability to work with fundamental concepts and theories, relating them to real-world concepts. This provides the foundation for Part 2, where students can move onto more application-focused concepts of development.
This authentic assessment reflects practice across sectors, and allows the full range of learning outcomes to be tested.
The module will develop managerial skills, synergistic thinking, critical evaluation and research skills. Students are required to think beyond the current parameters of business subjects to endorse their work. The module is also highly complementary to strategic and leadership elements of the MBA programme.
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MN-MB11P
Navigating Innovation and Change: Applied
This module brings the latest insights from the areas of innovation and organisational change management and aims to equip students with the knowledge and tools to navigate key challenges within this space.
Building upon the fundamental concepts developed through Part 1, this module focuses upon further theoretical concepts and frameworks relating to development of specific innovations.
With a focus on co-creation of value, the module will examine approaches to the realisation of new goods, services and processes. Set against a backdrop of rapid technological, global, social and cultural change, students will examine innovation, organisational culture and change through the multidisciplinary perspectives of management, psychology, economics and sociology.
Successful companies and organisations of all sizes are typically characterised by innovation and the ability to be agile. This is increasingly important in today¿s global marketplace but brings with it challenges to product and service development, as well as change in organisational structures, operations and human behaviour. This module will equip students with the knowledge and skills to engage in the effective development of new products and services delivering value through navigating the innovation lifecycle, open collaboration and developing organisational structures that support rapid and sustainable change.
The module is divided into five key themes, the first three of which are a focus for Part 1, with further development and two further themes developed in co-requisite module, Part 2:
[1] A review and critical evaluation of key theories of innovation, strategy and core processes
[2] Innovation networks and multidisciplinary approaches
[3] Disruptive forces
These will be developed further, with focus on application for innovation in Part 2
[4] People, culture and change
[5] Product and service design agility
Based on this learning, students will develop a business case to successfully navigate and overcome a series of contemporary challenges in the pursuit of new product or service development. Part 1 provides the ability to work with fundamental concepts and theories, relating them to real-world concepts. This provides the foundation for Part 2, where students can move onto more application-focused concepts of development provides.
This authentic assessment reflects practice across sectors, and allows the full range of learning outcomes to be tested.
The module will develop managerial skills, synergistic thinking, critical evaluation and research skills. Students are required to think beyond the current parameters of business subjects to endorse their work. The module is also highly complementary to strategic and leadership elements of the MBA programme.
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MN-MBA02
Navigating Innovation and Change
This module brings the latest insights from the areas of innovation and organisational change management and aims to equip students with the knowledge and tools to navigate key challenges within this space. With a focus on co-creation of value, the module will examine approaches to the realisation of new goods, services and processes. Set against a backdrop of rapid technological, global, social and cultural change, students will examine innovation, organisational culture and change through the multidisciplinary perspectives of management, psychology, economics and sociology.
Successful companies and organisations of all sizes are typically characterised by innovation and the ability to be agile. This is increasingly important in today¿s global marketplace but brings with it challenges to product and service development, as well as change in organisational structures, operations and human behaviour. This module will equip students with the knowledge and skills to engage in the effective development of new products and services delivering value through navigating the innovation lifecycle, open collaboration and developing organisational structures that support rapid and sustainable change.
The module is divided into five key themes:
[1] Key theories of innovation, strategy and core processes
[2] Innovation networks and multidisciplinary approaches
[3] Disruptive forces
[4] People, culture and change
[5] Product and service design agility
Based on this learning, students will develop a business case to successfully navigate and overcome a series of contemporary challenges in the pursuit of new product or service development. This authentic assessment reflects practice across sectors, and allows the full range of learning outcomes to be tested.
The module will develop managerial skills, synergistic thinking, critical evaluation and research skills. Students are required to think beyond the current parameters of business subjects to endorse their work. The module is also highly complementary to strategic and leadership elements of the MBA programme.
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MN-MBA05
Creating Sustainable Value
The module combines case-based teaching with an introduction to the key MBA fields of technology management, operations management and marketing. The module takes an integrated approach to managing key aspects of technology, operations and marketing activities within an organisation. Rather than proceeding along conventional MBA disciplinary lines, as this method can often obscure the fundamental connections between them, the module takes a holistic approach to the way value is perceived and realized.
This is a case-based module, organised around the evaluation of management and business practices for enabling sustainable competitive advantage. Recognising that sustainable development in all its forms is a dilemma beyond the capacity of any single organization, business or state to meet, this module draws on the UN Sustainable Development Goals to guide a flexible and topical curriculum that can keep pace with international news. We will give students an experience where the various perspectives that derive from their own professional experience, cultural and national diversity and traditional MBA fields are brought to bear on cases of the challenges of economic and social sustainability.
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MNHM001
Operations Management
Managing Processes in complex systems concerns with efficient management of resources associated with the production and delivery of goods and services. Operations Management provides the techniques commonly associated with resource management and, as such, is integral to the effective functioning of both manufacturing and service-based organisations. The module covers conceptual and qualitative aspects as well as providing grounding in some of the quantitative techniques used for practical problem-solving in the area of Operations Management in complex systems.
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MNHM001P
Operations Management
Managing Processes in complex systems concerns with efficient management of resources associated with the production and delivery of goods and services. Operations Management provides the techniques commonly associated with resource management and, as such, is integral to the effective functioning of both manufacturing and service-based organisations. The module covers conceptual and qualitative aspects as well as providing grounding in some of the quantitative techniques used for practical problem-solving in the area of Operations Management in complex systems.
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MNXN24
Health and Care Innovation - Complex Systems, People and Processes
Health and care provision is one of the most complex management and organizational settings. This complexity can be very daunting when multiple organizations are involved in delivering care services (even for comparatively simple patient pathways). Making effective changes to such systems, in the absence of understanding the principles and schools of thought that concern complexity management, means changes are fraught with many dangers and can generate dysfunctional behavior that results in even poorer performance. This course aims to equip learners with the knowledge of systems complexity thinking to analyze and enact more effective and sustainable changes to health and care processes.
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MNXN25
Health and Care Innovation - Research Methodologies
This executive education course introduces professional learners to the way in which research informs management practice establishing research as a core skill. The course enables learners to develop critical thinking and problem-solving skills that underpin effective research.
This course provides opportunity to become a leader in your health and care project that will focus on the latest developments including organisational purpose, innovation, change, transformation, development, and implementation.
The principles of conducting research within a Health and Care management context will be introduced along with the ability to reflect on practice to embed essential skills required for successful future careers.
The course equips learners with practical experience in applying a range of theories and models through working with a client organisation.
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MNXN26
Principles of Health and Care Innovation
The course builds upon the fundamental understanding of Prudent, Value-based and other paradigms. It provides a comprehensive understanding of the underpinning approaches and methodologies in realising innovation for health and care based upon these approaches. Through a case-based pedagogy, it will focus upon practical experiences to analyse how these philosophies align with the challenges and opportunities of practice. It will also consider and critically appraise against wider approaches and methodologies used to inform improved health quality, outcomes and impact. The course will introduce and draw upon theory and principles of health, care and business management models. The scope for innovation will be explored through business and management modules in content of social models and determinants of health and care. This will include an understanding of and exploring cases through the prism of the traditional systems and processes, identifying opportunities to challenge and change. The course will develop the necessary skills to ensure learners are confident to evaluate the theoretical basis of these concepts and their application in practice. Learners will develop greater confidence and competence in measuring impact and outcomes of non-traditional and innovative approaches to transforming health and care. Learners will be required to challenge and critique existing methods of assessing value and impact. They will be encouraged to explore, develop, and test innovative methods to determine impact and outcomes, using their knowledge and understanding of the situation.
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MNXN27
Navigating Innovation and Change
This course brings the latest insights from the areas of innovation and organisational change management and aims to equip learners with the knowledge and tools to navigate key challenges within this space. Its focus is to develop understanding of fundamental concepts, developed through critical appraisal of cases to examine how innovation theory manifests within continuously evolving and complex contexts.
With a focus on co-creation of value, the course will examine approaches to the realisation of new goods, services and processes. Set against a backdrop of rapid technological, global, social and cultural change, learners will examine innovation, organisational culture and change through the multidisciplinary perspectives of management, psychology, economics and sociology.
Learners will develop managerial skills, synergistic thinking, critical evaluation and research skills.
