SCHOOL OF MANAGEMENT AND LABOUR STUDIES,

TATA INSTITUTE OF SOCIAL SCIENCES,

MUMBAI

HR -10: OPERATIONS MANAGEMENT

COURSE PLAN

Number of sessions: 08 (2 Hours each)

Credits: 1
Faculty: Prof. Satyajit Majumdar (email: satyajit@tiss.edu)
Faculty Room: 305, Academic Building No 2, Naoroji Campus
Course Introduction
In growing economy contributions to growth with services becomes evident, line dividing product and service is gradually thinning.
We have been seeing growing concern for quality and efficient delivery of products and services across the globe. This poses new
challenges to the HR function. Major focus of HR is alignment of strategic as well as at business process goals. This course on
Operations Management will deal with broad concepts of supply chain management and operations management, at firm level and
will offer experiential and reflective learning opportunities for decision making under known and expected environment. Students are
expected to come prepared for discussion. They will find enough opportunity to apply the learnt concepts, make decisions, clarify
doubts and learn from the peer.
Course Learning Objectives
a) To understand broad concepts of supply chain management in general and operations management and process management in
general at firm level in manufacturing and service organisations contexts and
b) To understand concepts and tools of demand and supply management
c) To describe functions and roles of HR management to establish interfaces with various operations management functions.

Pedagogy
a)
b)
c)
d)
e)

Lecture and discussion

Video clippings
Case examples
Discussion
Assignment

Text Book
Krajewski, Lee J., Ritzman, Larry P., and Malhotra, Manoj K. Operations Management Processes and Value Chains (Eighth
Edition), Prentice Hall of India Private Limited, New Delhi
Mahadevan B, Operations Management Theory and Practice, Pearson Education
Recommended Books
a) Service Management: James A. Fitzsimmons and Mona A. Fitzsimmons, Tata McGraw-Hill Edition
b) Service Management and Operations: Cengiz Haksever, Barry Render, Roberta S. Russel and Robert G. Murdick, Pearson
Education
c) Chase, Richard B., Aquilano, Nicholas J. and Jacob, F. Robert, Operations Management for Competitive Advantage (Tenth
Edition), Tata McGraw Hill Publishing Company Limited, New Delhi
d) Starr, Martin K., Production and Operations Management, Biztantra, New Delhi
e) Sharma, Dr. Sunil, TQM in Indian Engineering Industries, Business Publications Inc., Mumbai
f) Evans, James R. and Dean, Jr., James W, Total Quality - Management, Organization, and Strategy
Evaluation
A) Individual Assignment: Total 50 Marks
a) Identify an organisation and study the context (industry and market, both) in which it operates and explain. (20 Marks)
b) Explain in detail the business processes of the organization and critically analyse the competitive advantage thus available to the
organization. (20 Marks)
c) Explain the business process performance metrics applicable to HR functions such as productivity linked performance
measurement for award of incentives or other incentives, and map with the business processes. (10 Marks)

You can use primary and secondary sources of data. The organisation could also be the filed-work organisation. The first page of the
assignments should be the title page with name and roll no. The second page should contain your brief introduction (not more than 5
sentences). Award of grade will depend on depth and precise description, structure and presentation of assignment. Assignment Page
limit 10 pages excluding cover pages, single space, A4 sheet, Times New Roman, font size 12.
The date of assignment submission is one week after the last class. You need to submit the Assignment at the School Secretariat. No
assignment will be accepted after due date. Faculty will provide feedback on the assignments.
B) Semester End Examination: Total 50 Marks
Academic Honesty
Academic honesty is essential for the intellectual life. Faculty expects high standards of academic honesty in all assignments. Dishonest
practices include, plagiarism (using the writings of another without proper citation), copying of another (either current or past student's
work), working with another on individually assigned work, unauthorized marking on a graded assignment or paper, or in any other way
presenting others work as one's own. For detailed information about the decision of plagiarism, see
http://www.indiana.edu/~wts/pamphlets/plagiarism.shtml. Any student found involved in any kind of dishonest practice in any assignment
will receive zero mark. Serious offenders may be recommended for further disciplinary action.
Class Discipline
Usage of mobile phone, lap top, late coming, frequent going out of the class and inattentiveness of any kind will be considered as acts
of indiscipline and would lead to disciplinary action and loss of grade in all components of evaluation.
Sleeping in the class will also be considered as act of indiscipline. Any one feeling sleepy should stand up and take the class in that
mode till he/she is fully awake.
Meeting faculty
Students should feel free to meet the faculty as many times as they feel necessary. They must seek prior appointment for meetings.

Session Plan

SESSION NO.

TOPIC

Session 1

a) Introduction to Operations Management and its strategic importance

b) History of Operations Management

Session 2

Introduction to Supply Chain Management and Operations Planning

Session 3

Service Operations Management

Session 4

Demand Management

Session 5

a) Supply Management capacity planning

b) Supply Management inventory control

Session 6

a) Demand Supply Fit process design and management

b) Process Management and Layout Interface

Session 7

Process Performance Measurement (productivity, quality general and quality services) and
case discussion on business process improvement

Session 8

Total Quality Management (TQM) & Total Productive Maintenance (TPM)