Managing Design for Business

DSM5200

Title	Managing Design for Business
Code	DSM5200
School	RBS
Module Level	5
Module Code	DSM5200
Available Summer	N
Semester	1
Credits	12
ECTS Credits	6
Contact Hours	48
Course Length (wks)	12
Course Leader	Dr. Noemi Sadowska
Lecturers	TBA
Course Aims	The module aims to: Equip students with a defensible concept of design for business. Explore how design processes are integrated in marketing, innovation and strategy aspects of running a business. Examine the attitudes towards design in different national/cultural contexts.
Course Content	Problem solving and analysis Data collection and analysis Teamwork Written and oral communication Use of information technology
Learning Outcomes	On completion of this module, students should be able to: LO1 Understand and utilise design as an operational resource within a business context. LO2 Examine and comment upon the relationship between design and business performance. LO3 Illustrate and address issues affecting design practice in business arising due to various national and cultural contexts. LO4 Produce design proposals within a range of contexts at a variety of levels and for a variety of purposes. LO5 Develop own justification as to why design is vital to business.
Presentation	Teaching will be through lectures, guest speaker seminars and in-class tasks
Reading Recommended	BUTLER, J., HOLDEN, K. & LIDWELL W. (2003) Universal Principles of Design: 100 Ways to Enhance Usability, Influence Perception, Increase Appeal, Make Better Design Decisions, and Teach Through Design. Rockport Publishers Inc. DESIGN COUNCIL (2005): British Businesses Risk Failure by Ignoring Design. Design Council. London. FORLIZZI, J. & LEBBON, C. (2002): From Formalism to Social Significance in Communication Design. Massachusetts Institute of Technology. Design Issues: Volume 18, Number 4 Autumn 2002. (pp 3-13) HELLER, S. & VIENNE, V. (2003): Citizen Designers: Perspectives on Design Responsibility. Allworth Press. KOTCHKA, C. (2006): The Design Imperative in Consumer Goods. Design Management Institute. Design Management Review Vol. 17 No. 2. (pp 10-14) MICKLETHWAITE, P. and CHICK, A. (2005): Remarkable Pencils Ltd: Breaking Out of the Green Niche. Design Management Institute. Design Management Review Vol. 16 No. 3. (pp 23-28) RHEA, D. (2003): Designing for Aliens: What Management Guru and Design Advocate Tom Peters Needs to Learn about Managing Design. Design Management Institute. DMI eBulletin. 02.2004 RICH, H. (2004): Proving the Practical Power of Design. Design Management Institute. Design Management Review Vol. 15 No. 4. (pp 29-34)
Reading Required	BRUCE, M. & BESSANT, J. (2001): Design in Business. FT Prentice Hall BEDFORD, C., HERTENSTEIN, J. H., PLATT, M. B. & DESBARATS, G. (2006): Profiting by Design. Design Management Institute. Design Management Review Vol. 17 No. 2. (pp 54-59) CONLEY, C. (2004): Leveraging Design’s Core Competencies. Design Management Institute. Design Management Review Vol. 15 No. 3. (pp 45-51)
Pre-Requisites	DSM4600 Introduction to Creative Thinking in Business
Asseseement Methods	Essay - Week 4 - 30% Project A - Week 8 - 30% Project B - Week 12 - 30% Process Diary - Week 12- 10%
Weekly Schedule	Design for business Positioning design practice as a business resource. Focusing on design process and its placement within business. Identifying its impact in marketing, operations and strategy. Considering the influence of cross-cultural and global context on design process and its application to business. The impact of design practice on economy Delving into the impact of design practice on national competition. Investigating the role and influence of design practice with regards to exports. Considering the macroeconomic issues in relation to design practice. Design practice as tool of communication Building on DSM 120 mapping the relationship between design process and communication within business context. Exploring through a practical design project the ability of design outcomes to carry predefined meaning. Design practice and need Questioning the issue of responsibility on the part of design practitioners. Exploring the ability of design practice as a tool to address human need. Using a real-life situation to create design outcomes that focus on addressing users first, where design practice acts as a tool of consultation on users expectations for business.