MSc Human Resource Management (International Development) / Course details

Year of entry: 2020

Course unit details:
Managing Quality in Development

Unit code MGDI70472
Credit rating 15
Unit level FHEQ level 7 – master's degree or fourth year of an integrated master's degree
Teaching period(s) Semester 2
Offered by Global Development Institute
Available as a free choice unit? Yes

Overview

This module presents the basic theoretical development of quality management and the underpinning organisational structures, processes and change which can enable the delivery of ‘quality’ products and services.

The integration and interdisciplinary learning of quality management systems in organisations are discussed, considering relevant factors (e.g. leadership, human resource management, teamwork and organisational structure). The ‘supply chain’ is used to provide a framework within which conversations about quality can be held.

Aims

• develop one’s own and others’ knowledge and understanding relating to managing quality in organisations from self in group and subgroup and upwards

• develop an interpretive conceptual understanding of the theoretical frameworks of quality management, such as Deming’s PDCA cycle of continuous improvement

• apply theories to quality management practice in a variety of organisational contexts, especially in developing contexts

• develop a critical view of theories of quality management in relation to other subjects from an interdisciplinary perspective, such as organisational change, supply chain management and human resource management.

• develop their own and others frameworks for quality management in organisational contexts in various countries, especially those developing ones.

• develop communication skills in small groups

 

Learning outcomes

By the end of the module a student will be able to:

 

Syllabus

(i) Introduction to Quality Management in Development

(ii) Overview of Total Quality Management (TQM)

(iii) Service Quality

(iv) Quality Standards

(v) Quality Management in Organisations: Leadership, Organisational Structures, Organisational Learning and Organisational Development (OD)

(vi)The QM Tools and Techniques 1: Process Modelling and Process Flowcharting

(vii) The QM Tools and Techniques 2: Continuous Improvement and Six Sigma

(viii) QM and Human Resource Management

(ix) QM in the supply Chain

(x)  QM and Culture, Communication and Teamwork          

(xi) Assignment preparation and revision: group and one-to-one review on individual essay outlines

Teaching and learning methods

The teaching and learning methods are designed to balance more formal lecture-based inputs with opportunities for the students to engage with the subject area in a participative and applied manner.  A variety of teaching and learning methods will be used. These are likely to include formal lectures, group-based workshop activities, tutorials and online group discussion and feedback.

1)         Weekly three hour lecture

2)         Three seminar hours

3)         Blackboard supporting materials

The teaching and learning strategy has three strands:

1)         Formal lecture inputs to cover an outline of MQ theory

2)         Study fellow assigned group work and discussion on selected MQ topics: Applications to case studies

3)         Tutor-led learning activities

 

Knowledge and understanding

  • understand the role of Quality Management in enterprises
  • understand Business Process Re-engineering and use process mapping techniques
  • understand and critically analyse a set of key quality management concepts and explore the application of frameworks with which to make informed decisions to solve challenges in a wide range of practical contexts

Intellectual skills

  • develop and discuss the implications for enterprises of adopting a quality management system
  • develop and discuss the theory application of quality management in developing contexts

Practical skills

  •  identify and use appropriate tools and techniques to manage quality, such as Deming’s 14 points of management and Six Sigma
  • use the quality lifecycle to improve a process
  • link the QM with other modules from an interdisciplinary perspective

Transferable skills and personal qualities

  • understand and critically analyse a set of key quality management concepts and explore the application of frameworks with which to make informed decisions to solve challenges in a wide range of practical contexts.
  • discuss critically the relevance of that literature to understanding quality management in their own organisations, and in their own and other country contexts.

Assessment methods

Method Weight
Written assignment (inc essay) 100%

Feedback methods

(a) Formative feedback: at the time of preparing draft of the assignment

(b) Summative feedback: At the time of mark release in the form of qualitative and quantitative commentary

Recommended reading

Dale, B.G., Bamford, D. & Wiele, T. (2016) Managing Quality: An Essential Guide and Resource Gateway, 6th edn, Sussex, Wiley.

Deming, W. E. (2000) Out of the Crisis, Cambridge, Massachusetts: MIT Press.

Foster, S.T. (2017) Managing Quality: Integrating the Supply Chain, 6th edn, Essex, Pearson.

Goetsch,‎ D.L. & Davis, S. (2015) Quality Management for Organizational Excellence: Introduction to Total Quality, Pearson, Essex.

Joseph A. D. & Juran, J. M. (2016) Juran's Quality Handbook, 7th edn, McGraw-Hill Education, New York.

Krogsite, J. (2016) Quality in Business Process Modelling, Springer, Switzerland.

Madu, C.N. (2012) Handbook of Total Quality Management, Springer Science.

Mauch, P.D. (2010) Quality Management: Theory and Application, Taylor & Francis Group, London.

Oakland, J.S. (2014) Total Quality Management and Operational Excellence: Text with Cases, 4th edn, London: Routledge.

Voehl, F, Harrington,‎ J., Mignosa, C., Charron, R. (2013) The Lean Six Sigma Black Belt Handbook : Tools and Methods for Process Acceleration, CRC Press, New York.

Study hours

Scheduled activity hours
Lectures 30
Seminars 3
Independent study hours
Independent study 117

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