Introductory description

The module equips students with the skills to conduct analytical / OR projects in
organisations, with an emphasis on practical aspects. Alongside some 'technical',
numbers-based content, the module explores the 'soft' tools needed to make analytical
projects succeed by aligning analysis with business aims. In this context, students develop
basic skills in problem structuring methods (PSMs) such as rich picturing and causal
mapping to allow them to assume an holistic perspective. Students are asked to critically
evaluate the impact of real-world analytical projects and to develop their critical thinking
and logical reasoning skills to this end. Students are expected to work collaboratively and
the group work elements includes a video presentation on a simulated consulting project
that runs alongside the module

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

What is Operational Research?; Systems Thinking; Problem Structuring Methods; Causal Mapping; Managing An OR Project; Spreadsheet Modelling; Simulation Modelling; Soft Systems Methodology (SSM); Multi-Criteria Decision Analysis (MCDA)

Learning outcomes

By the end of the module, students should be able to:

• Understand the practical issues involved in undertaking OR / analytical projects in the real world
• Understand how to design and implement an OR / analytical project
• Understand how to apply soft and hard OR tools to real-world problems.
• Critically evaluate impact of real-world OR / analytical projects
• Argue for or against / justify a particular approach to an organizational problem
• Solve quantitative problems using spreadsheet models
• Think innovatively / creatively about organizational problems using PSMs

Indicative reading list

Rosenhead, J. and Mingers, J. (2001) Rational Analysis for a Problematic World Revisited: problem structuring methods for complexity, uncertainty and conflict (2nd ed.), Chichester: Wiley.
Jackson, M (2019) Critical Systems Thinking And The Management Of Complexity, Chichester: Wiley.
Hindle, G and Vidgen, R (2018) ‘Developing a business analytics methodology: A case study in the foodbank sector’, European Journal of Operational Research, 268 (3)
Pidd, M. (2003) Tools for Thinking: modelling in Management Science (2nd ed.), Chichester: Wiley.
Daellenbach, H.G. and McNickle D.C. (2005). Management Science: decision making through systems thinking, Basingstoke: Palgrave MacMillan.
Bryson, J., Ackermann, F., Eden, C. and Finn, C. (2004) Visible Thinking: unlocking causal mapping for practical business results, Chichester: Wiley.

Subject specific skills

Think critically, holistically and creatively about organizational situations; specific technical skills such as problem
structuring (eg. with rich picturing), quantitative modelling (eg. with spreadsheet modelling), and qualitative modelling (eg. with Soft Systems Methodology (SSM)).

Transferable skills

Individual working, group working, presentation skills, IT skills in visualisation software, project management, time
management, online collaboration, video production, inter-cultural working