Faculty of Humanities and Education (Postgraduate) - The University ...

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POSTGRADUATE REGULATIONS & SYLLABUSES 2012 - 2013
THE FACULTY OF HUMANITIES & EDUCATION
YEAR: I
SEMESTER: II
COURSE CODE: CDEN 6005
COURSE TITLE: DESIGN AS A STRATEGIC BUSINESS TOOL
NUMBER OF CREDITS: 4
COURSE DESCRIPTION: This module considers the application
of design as a driver for the strategic management and
development of businesses. The emphasis is placed on the use
of design as a tool to influence organisational change with
both an internal and external business focus: the mind-set of
individuals within an organisation is critical for design-led
success in the marketplace.
In respect of the product/service/experience, students will
critically appraise the development of design in its role of
communicating corporate identity and as an external business
interface.
Using amongst other sources, key case studies, students will
explore the influence of design on international culture and
business methodologies. They will focus on the use of design as a
tool for change management and as a facilitator for behavioural
change within complex product or service industries.
As an outcome of this process, students will be required to make
predictions concerning the future application of design within
the strategic business environment.
OBJECTIVES
At the end of the course students will be able to:
1. Evaluate critically the role of design as a strategic
management tool within an organisation;
2. Handle open-ended and complex issues with confidence
and be able to establish own academic agenda;
3. Present in the form of a case study a critical evaluation of
the use of design as a strategic management tool within
one organisation with discussion and suggestions for its
predicted use in the future;
4. Apply Design Management tools and thinking to a situation
to develop reasoned arguments and conclusions;
5. Present thinking and conclusions in a lucid academic style.
CONTENT
Strategic analysis
Corporate culture
• Management systems and control
• Perception and definition of design in the organisation
• Identifying design activity within the organisation
• Innovation: nurturing and managing a culture of creativity
Design and corporate identity
• Influence of design on international culture:the creation of
a national style within an international vocabulary
• The rise and fall of the brand: the use of design as a
vehicle
• Design as a strategic tool in business-to-business and
business-to-consumer environments
• Corporate communication: strategy, implementation,
feedback
Design and strategic management
• Environmental assessment: identifying the position and
use of design by competitors
• The role of design in organizational change
• Measuring the success of design activities within the
organisation
• Change management
• Linking strategic and operational change: operational
issues
• Design leadership
Delivery
Lectures, seminars, readings, discussions, workshops and
research will be used to deliver this course. A case study (see
assessment below) will be required at the end of the semester
with a formative submission of the case study profile during
the mid-semester period. A Design Audit and Analysis will be
presented by students (approx. 15 minutes long).
ASSESSMENT
Case Study (4,000 words) 60%
Design Audit and Analysis 40%
YEAR: I
SEMESTER: II
COURSE CODE: CDEN 6006
COURSE TITLE: STRATEGIC MARKETS FOR DESIGN IN A
GLOBAL ECONOMY
NUMBER OF CREDITS: 4
COURSE DESCRIPTION:
Overview
Businesses need to utilise specialist skills to complement their
technical and design abilities if they are to compete effectively
within the Global Economy and this course will examine the role
of the Design Entrepreneur in such an environment.
The complex nature of customer needs together with global
manufacturing processes, technological systems and the
continuing internationalisation of markets are all factors that
impact on the level of innovation within an organization/
business.
Innovation is the life-blood of every design-led business;
however, developing and delivering new products/services to
global markets is becoming increasingly complex. Constant
production innovation, short life cycles and high cannibalisation
rates are becoming typical for many industries in today’s global
economy. Companies need to collaborate effectively, both within
their own organizations and across their extended enterprise in
order to compete at a level that will sustain them for the future.
Students will be encouraged to appreciate that the future of
successful business innovations depend on delivering benefits
better than competitors and learn how to identify what
customers want in a global environment.