OPS402: Financial Performance in Operations Management
Credit Hours:
3
Contact Hours:
This is a 3-credit course, offered in accelerated format. This means that 16 weeks of
material is covered in 8 weeks. The exact number of hours per week that you can
expect to spend on each course will vary based upon the weekly coursework, as
well as your study style and preferences. You should plan to spend 10-25 hours per
week in each course reading material, interacting on the discussion boards, writing
papers, completing projects, and doing research.
Faculty Information
Name:
Phone:
CSU-GC Email:
Virtual Office Hours:
Course Description and Outcomes
This course prepares learners to understand and the role of financial performance in the management of a
company’s processes and services and its influence on an enterprise’s financial viability. The course focuses
on the integration of operations management and financial management. It also focuses on the reasons
why asset management is an essential organizational process and the benefits of ISO 9000. Each topic will
be viewed in the context of the student’s own workplace as well as across different organizations and
industries and throughout the global environment.
Course Learning Outcomes:
1. Demonstrate an understanding of financial techniques and performance metrics in evaluating
operational performance.
2. Demonstrate an understanding of strategies for and the importance of integrating Operations
Management and Financial Management.
3. Evaluate products, processes and services using Cost/Benefit Analysis.
4. Describe the criteria for and the benefits of an assets/inventory management program.
5. Discuss how ISO 9000 can benefit operations management and organizational performance.
Participation & Attendance
Prompt and consistent attendance in your online courses is essential for your success at CSU-Global Campus.
Failure to verify your attendance within the first 7 days of this course may result in your withdrawal. If for
some reason you would like to drop a course, please contact your advisor.
Online classes have deadlines, assignments, and participation requirements just like on-campus classes.
Budget your time carefully and keep an open line of communication with your instructor. If you are having
technical problems, problems with your assignments, or other problems that are impeding your progress, let
your instructor know as soon as possible.
Course Materials
Required:
Young, S. T. (2009). Essentials of operations management. Thousand Oaks, CA: Sage. ISBN-13: 9781412925709
Course Schedule
Due Dates
The Academic Week at CSU-Global begins on Monday and ends the following Sunday.
 Discussion Boards: The original post must be completed by Thursday at 12 midnight MT and Peer
Responses posted by Sunday 12 midnight MT. Late posts may not be awarded points.
 Mastery Exercises: Students may access and retake mastery exercises through the last day of class
until they achieve the scores they desire.
 Critical Thinking Activities: Assignments are due Sunday at 12 midnight MT.
Week #
Readings
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1
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Chapters 1 & 2 in Essentials of Operations Management
Le Maux, J., & Morin, D. (2011). Black and white and red all over: Lehman
Brothers' inevitable bankruptcy splashed across its financial statements.
International Journal of Business & Social Science, 2(20), 39-65. Retrieved
from
http://www.ijbssnet.com/journals/Vol_2_No_20_November_2011/6.pdf
McCue, M. J., & Thompson, J. M. (2008). Operational and financial
performance of publicly traded hospice companies. Journal of Palliative
Medicine, 8(6), 1196-206.
Ohlson, J. A., & Aier, J. K. (2009). On the analysis of firms’ cash flows.
Contemporary Accounting Research, 26(4), 1091-1114. Retrieved from
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&
ved=0CC8QFjAC&url=http%3A%2F%2Facademiccommons.columbia.edu%
Assignments


Discussion (25 points)
Mastery (10 points)
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TENT%2FCEASA-OP102.pdf&ei=X59dUPMA8rY2QWG8YCYCg&usg=AFQjCNHGc9iCwqk6gE34YTSQ3J2_hJ7BA&cad=rja


2
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


3


Chapters 4 & 14 in Essentials of Operations Management
Buytendijk, F. (2008). Integrating operations and finance: A two-way
street. Retrieved from http://www.oracle.com/us/solutions/businessintelligence/064055.pdf?ssSourceSiteId=ocomru
Parker, B. (2011). Operations management: The other enterprise
platform. Retrieved from Article Reserve
Pope, D. N. (2009). Operations management education and financial
statements: Connecting the dots. Operations Management Education
Review, (3), 125-150.



Chapter 8 (pages 161- 174, only) in Essentials of Operations Management
Farazmand, A., & Neill, J. P. (1996). Capital decision-making: Analysis and
judgment. Public Budgeting and Financial Management, 8(3), 428-452.
Chestnut, L. G., Mills, D. M., & Cohan, D. S. (2006). Cost-benefit analysis in
the selection of efficient multipollutant strategies. Journal of the Air &
Waste Management Association, 56(4), 530-536.



Discussion (25 points)
Mastery (10 points)
Critical Thinking (60
points)
Chapter 13 in Essentials of Operations Management



Discussion (25 points)
Mastery (20 points)
Critical Thinking (60
points)
Portfolio: Source
Summary (20 points)
4
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
Chapter 6 in Essentials of Operations Management
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

Discussion (25 points)
Mastery (10 points)
Critical Thinking (60
points)
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
Chapter 5 in Essentials of Operations Management
Davies, R. (2012). Balanced scorecard: Success without the pitfalls.
Retrieved from
http://www.drrobertdavies.com/balancedscorecardsuccessproblems.php



Discussion (25 points)
Mastery (10 points)
Critical Thinking (60
points)

Chapter 8 in Essentials of Operations Management
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

Discussion (25 points)
Mastery (10 points)
Critical Thinking (60
points)
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Chapter 15 in Essentials of Operations Management
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Discussion (25 points)
Mastery (20 points)
Portfolio (320 points)
5
6
Discussion (25 points)
Mastery (10 points)
Critical Thinking (50
points)
Portfolio: Topic
Selection (10 points)
7
8
Assignment Details
This course includes the following assignments/projects:
Module 2
Critical Thinking: Integrating Operations Management with Financial Management (50 points)
Write a paper in which you:
1.
2.
Identify and discuss the how an enterprise management system integrates operations management and
financial management within the context of an existing and verifiable multinational company.
Explain why many enterprise management systems have failed to yield expected benefits in the last 10 years.
Your paper should be 2-3 pages long, citing at least two sources, and should demonstrate thoughtful consideration
of the ideas and concepts that are presented in the course, as well as providing new thoughts and insights relating
directly to this topic. Your response should reflect scholarly writing and the current CSU-Global APA and writing
standards. The CSU-Global Library is a great place to find these sources.
Module 3
Critical Thinking: Cost-Benefit Analysis and Capital Budget Decision Making (60 points)
Effective evaluation and management of projects and investments is critically important to a firm and the benefits
of the investment should be more than the cost of the investment. Please write a 2-3 page paper and address the
following:
1.
2.
3.
In your paper, compare and contrast two of the three primary tools of cost-benefit analysis: net present value
(NPV), internal rate of return (IRR), and payback period (PB).
Discuss the relevance of cost-benefit analysis as a tool for capital budgeting decision making.
Answer the question, “Why is capital budget decision making an important process in operations
management?”
Your paper should be 2-3 pages long, citing at least three sources, and should demonstrate thoughtful
consideration of the ideas and concepts that are presented in the course, as well as providing new thoughts and
insights relating directly to this topic. Your response should reflect scholarly writing and the current CSU-Global
APA and writing standards. The CSU-Global Library is a great place to find these sources.
Module 4
Critical Thinking: Analyzing Inventory Turnover (60 points)
Research the term “inventory turnover” and write a report discussing the normal inventory turnover for the
following industries: 1) automobile manufacturers, 2) restaurants/hotels, and
3) retailers.
In your report, discuss the following:


What is the purpose of holding inventory?
What steps do you think companies can take to improve the accuracy of their inventory management
program?
Your paper should be 2-3 pages long, citing at least three sources, and should demonstrate thoughtful
consideration of the ideas and concepts that are presented in the course, as well as providing new thoughts and
insights relating directly to this topic. The CSU-Global Library is a great place to find these sources. Your response
should reflect scholarly writing and the current CSU-Global APA and writing standards.
Module 5
Critical Thinking: Analyzing ISO 9000 (60 points)
It has been said that quality management is really a people-focused process, more than a technical system. If this is
true:


What conditions must first be in place for a firm to be successful with quality management in line with ISO
9000?
What are the possible repercussions or challenges for the firm in the banking or manufacturing industry if the
employees are not fully committed to ISO 9000?
Your paper should be 2-3 pages long, citing at least 2 sources, and should demonstrate thoughtful consideration of
the ideas and concepts that are presented in the course as well as providing new thoughts and insights relating
directly to this topic. The CSU-Global Library is a great place to find these sources. Your response should reflect
scholarly writing and the current CSU-Global APA and writing standards
Module 6
Critical Thinking: How Customer Satisfaction Impacts Financial and Operations Management (60 Points)
Measuring operations and satisfaction in a quantitative manner is key to incorporating customer satisfaction issues
into financial management decisions. By integrating customer satisfaction issues and financial management
decisions, the operations manager is adding value to the long-term goals and increasing the efficiency of customer
relationship management, and, by extension, providing a competitive edge for the company.
Click the link below to watch a video by Jamie Thorpe, Head of Relationship and Commercial at Grass Roots
Measurement.
Introduction to Grassroots Measurement Services
In the video, pay attention to the benefits of using performance measurement techniques, such as mystery
shopping and customer satisfaction surveys. Then, in your paper, address the following questions:


What are some of the quantitative and qualitative performance measurements used to help differentiate the
customer experience?
How can these measurements be used to improve not only operational performance but also financial
performance?
Your paper should be 2-3 pages long, citing at least three sources, and should demonstrate thoughtful
consideration of the ideas and concepts that are presented in the course as well as providing new thoughts and
insights relating directly to this topic. The CSU-Global Library is a great place to find these sources. Your response
should reflect scholarly writing and current CSU-Global APA and writing standards.
Module 7
Critical Thinking: Using Forecast Techniques in Short- and Long-Term Planning (60 points)
Assume that you are the vice president of the of McDonalds’ operation in the northeast corner of the United
States and are responsible for 376 McDonalds restaurants.
1.
2.
3.
What types of demand forecast techniques do you think you would need for both short-term and long-term
planning? Why?
What decisions would each forecast support? Explain.
Identify real or potential users of each forecast.
Your paper should be 2-3 pages long, citing at least 3 sources, and should demonstrate thoughtful consideration of
the ideas and concepts that are presented in the course as well as providing new thoughts and insights relating
directly to this topic.
Your response should reflect scholarly writing and current CSU-G APA and writing standards.
The CSU-Global Library is a great place to find these sources.
Module 8
Portfolio Project: Project Management: Comprehensive Analysis (350 points)
For your final Portfolio Project, you will conduct investigations into project management practices in a verifiable or
identifiable company in either a high-tech or service industry in the United States.
In your paper, discuss at least four of the following factors as they currently exist within your selected company:
1.
2.
3.
4.
5.
6.
Types of company projects
Management practices
Strategic objectives
Systems in place to monitor and control projects
Project management roles and structures (project duration, number of people working on projects, project
management tools)
Appropriate success criteria and key performance indicators for its projects in the last five years
You should also pay attention to the importance of the following success criteria in the company:

Budget; schedule; quality standards; specification; appreciation by stakeholders; clear goals and objectives;
and senior management support.
Include a summary of your findings and recommendations to improve management practices.
Your paper should be 8-10 pages long and provide citations from pertinent sources (at least 2 peer-reviewed
journals and 3 secondary sources).
Demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new
thoughts and insights relating directly to this topic. The CSU-Global Library is a great place to find these sources.
Your paper should reflect scholarly writing and be formatted according to CSU-Global guidelines for APA Style.
Course Policies
Late Work
Students are permitted a 7 day grace period during which they may submit a Critical Thinking assignment
after the original due date without penalty. Papers submitted between 8 and 14 days after the original due
date will be accepted with a potential 10 percent reduction in grade for late submission. Papers submitted
15 or more days beyond the original due date may not be accepted unless prior arrangements have been
made with the instructor. No Portfolios will be accepted late and no assignments will be accepted after the
last day of class unless a student has requested an incomplete grade in accordance with the Incomplete
Policy.
Course Grading
20% Discussion Participation
10% Mastery Exercises
35% Critical Thinking Activities
35% Final Portfolio Paper
Grading Scale and Policies
A
95.0 – 100
A-
90.0 – 94.9
B+
86.7 – 89.9
B
83.3 – 86.6
B-
80.0 – 83.2
C+
75.0 – 79.9
C
70.0 – 74.9
D
60.0 – 69.9
F
59.9 or below
FN*
Failure for Nonparticipation
I**
Incomplete
* Students who stop attending class and fail the course for nonparticipation will be issued the “FN” grade. The FN grade may have
implications for financial aid and scholarship awards.
** An “I” grade may be assigned at the Instructor’s discretion to students who are in good standing (passing) in the course. Students
should have completed a majority of the coursework in order to be eligible for the “I” grade. Students should request an "I" grade
from the Instructor with a written justification, which must include explanation of extenuating circumstances that prevented timely
completion of the coursework. If the request is approved, the Instructor will require a written agreement consisting of a) the specific
coursework to be completed, b) the plan to complete the coursework, and c) the deadline for completion. The agreement will be
kept on file at CSU-Global Campus. An incomplete course must be satisfactorily completed within the time frame stipulated in the
agreement, but no later than the end of the following semester from the date the “I” was given. An incomplete not removed within
one year shall convert to an F and be included in the computation of the student’s grade point average.
Academic Integrity
Students must assume responsibility for maintaining honesty in all work submitted for credit and in
any other work designated by the instructor of the course. Academic dishonesty includes cheating,
plagiarism, unauthorized possession of academic materials, and falsification. The Student Handbook
provides information on how students can avoid plagiarism by understanding what it is and how to use
library and internet resources appropriately with proper citation. Please refer to the Academic Catalog for
complete policies regarding plagiarism and academic dishonesty.
APA
Students are expected to follow the CSU-Global APA requirements when citing in APA (based on the APA
Style Manual, 6th edition). For details on CSU-Global APA style, please review the APA resources located
under the Library tab in Blackboard.
Netiquette
All posts and classroom communication must be conducted in a professional and respectful manner in
accordance with the student code of conduct. Think before you push the Send button. Did you say just what
you meant? How will the person on the other end read the words?
Any derogatory or inappropriate comments regarding race, gender, age, religion, sexual orientation, are
unacceptable and subject to disciplinary action.
If you have concerns about something that has been said, please let your instructor know.
Institutional Policies
Refer to the Academic Catalog for comprehensive documentation of CSU-GC institutional policies.