Value Chain Management
PROFF. -----PAOLO BISOGNI
The course is structured into two modules, tightly correlated in terms of contents,
teaching objectives and evaluation methods. Some topics will be presented through
contributions given by managers from different businesses.
COURSE AIMS
The combined aim of the course is to provide participants with a solid
understanding and the most relevant tools of those areas of management dealing
with people and operations.
The first module - International Human Resource Management - is designed to
provide an advanced overview of, and an analysis on, business organization and
human resource management within the international business realm. It will
investigate the HRM processes such as recruiting, selection, training and
development, performance appraisal and evaluation, compensation, career paths.
The second module – International Operations Management is meant to provide
students with the fundamentals of modern Production Systems and Supply Chain
Management.
First Module - International Human Resource Management
PROF. ……
LEARNING OUTCOMES
On completion of this module students will be able to:
- Understand and discuss the systemic links between business strategy, HRM
strategy and the various process and subprocess involved.
- Manage the various modules of the whole HRM process (planning, recruitment,
selection, development, separation) at an international level (MNEs and TCs).
- Plan and use the main HRM tools.
- Evaluate issues arising from HRM inside an international context, identify
feasible solutions path, and put them into practice at a global level.
- Understand and use major HRM policies and practices in different business and
cultural environments.
- Apply both qualitative and quantitative skills in order to analyze HRM issues.
- Blend exogenous and endogenous factors in more than one country while
planning and coordinating Human Resource policies and practices.
MODULE CONTENT
- Organizations as Open Systems. The dimensions (structural and contextual) of
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the organization design.Open Systems design elements: environment, strategy,
technologies (manufacturing and service technologies; information technologies).
Internal design elements: organization size, life cycle, culture.
Organization structure and design alternatives (functional, divisional and matrix
structure).
The link between Strategy, Structure and HRM.
The HRM process. The main subprocess: staffing, appraisal, compensation,
development, separation in an international environment.
HRM tools for motivation, performance evalutation, appraisal, rewards, and
incentives.
Competencies mapping: understanding, designing and implementing
competency models in international organizations (MNEs and TCs).
Talent and potential evaluation. Aligning talent management and succession
planning with business strategy.
Managing an international staff: composing an international staff; training and
development of international staff; international compensation and performance
management; repatriation and knowledge management.
READING LIST
R. DAFT, Organization Theory and Design, (7th edition), South Western Thomson Learning,
2001.
DOWLING-FESTIN-ENGLE, International Human Resource Management, Thomson Learning,
2008.
Second Module - International Operations Management
PROF. PAOLO BISOGNI
LEARNING OUTCOMES
- To provide students with an understanding of the principles and practice of
selected topics in Manufacturing and Supply Chain Management.
- To provide students with a basic but solid understanding of the principles and
practice of Supply Chain strategy development and management.
- To provide students with knowledge of the principles of building a control
system applied to Operations.
MODULE CONTENT
- Introduction to modern Supply Chain concepts. The core disciplines of Supply
Chain management.
- Managing Demand. Demand Planning. Definitions, building blocks, application
issues.
- Managing Supply. Purchasing strategies, global and local purchasing, Vendor
management. Supply logistics.
- Managing uncertainty in international supply chains. Fundamentals of
Production planning. Lean thinking
in manufacturing and distribution.
Relationships between Inventories, Forecasts and Lead Times.
- Inventory holding costs. Warehouse management basics.
- Collaboration in the Supply Chain. Manufacturer / Retailer collaboration.
Outsourcing options and strategies.
- Operations management in the Service sector. Hospital logistics.
READING LIST
E.H. FRAZELLE, World-Class Warehousing and Material Handling, McGraw-Hill, 2001.
E.M. GOLDRATT, Theory of Constraints, North River Press, 1990.
M. CHRISTOPHER, The Agile Supply Chain Competing in Volatile Markets. Industrial
Marketing Management, 29, 2000, pp. 37–44.
S. COHEN-J. ROUSSEL, Strategic Supply Chain Management, McGraw Hill, 2005.
D.S. LEVI-P. KAMINSKY-E.S. LEVI, Designing and Managing the Supply Chain: Concepts,
Strategies and Case Studies, McGraw-Hill, 2009.
T. DAVIS, Effective Supply Chain Management, Sloan Management Review, Summer 1993.
TEACHING METHOD
This course is a mix of lecture, in class exercises, simulations and class discussion.
The format of this class is highly interactive. We will do research together, read
and write extensively, test assumptions, and draw on our own experiences to
explore how International HR and Operations Management unfold in practice, and
how we can refine managerial skills to successfully meet the global challenges that
face us.
ASSESSMENT METHOD
Grades will be assessed using one final exam and some intermediate assignement
such as article discussion, exercises and industry analysis. The following
breakdown will be used:
- Final Exam: 70%.
- Intermediate Assignements, aggregated: 30%.
NOTES
Further information can be found on the Faculty notice board.