Identifying the need for practical management programmes that can also offer a recognised, university based qualification in 2000, Irish Times Training formed a strategic alliance with Ulster University and have been delivering Director and Senior Management programmes ever since. University faculty are drawn from business and education sectors offering a multidisciplinary perspective. Programmes are flexible and designed around busy schedules of senior managers. Our smaller class sizes enhance and deepen experience and relationships with fellow participants is key. Each programme has a dedicated Programme Director there to help you along the way. Programmes offered through executive education include: • MSc in Executive Leadership • BSc Hons Management Practice • Advanced Diploma Management Practice
All modules are delivered by Ulster University faculty in Irish Times Training in the Irish Times Building on Tara Street, Dublin 2
Advanced Diploma leading to BSc Hons Management Practice
“The facilities at Irish Times Training were excellent and provided full support to students in attaining their qualifications ” Nuala Murray, Service Manager, Irish Life. Adv Dip/BSc Hons Management Practice
Irish Times Building, Tara
Street, Dublin 2
353-1-4727129
www.irishtimestraining.com
PLEASE NOTE
We require ten working days notice
on all cancellations.
Executive Education
All our executive education
programmes can be delivered on an
in-house/company basis and tailored
specifically to match your
requirements. Faculty work closely
with you to incorporate company
related scenarios to deliver a
fully bespoke management
programme. Interested? Talk us
today and call 01-4727101 to find out
more.
Classes are delivered in two day
modules @ Irish Times Training
Year 1 : 12 days (6x 2 days) inc Induction
Year 2: 10 days (5 x 2 days)
Year 1: € 4,500
Year 2: € 4,200
Delivered in 11 two-day modules year one of the BSc is the Advanced
Diploma. This is designed for experienced managers who want to update
and/or formalise their knowledge and/or develop a career in general
management.
The Programme uses an integrated management development approach to
equip managers with the knowledge and skills to excel in a managerial role.
It also supports practising managers to become more effective by engaging
in continuous professional development for career progression and/or
promotion.
Delivery Methods
The main delivery mode is block workshops. Workshops have a high
element of class interaction and participation encouraging students to draw
upon experiential learning. Relevant case studies and guest
speakers/lecturers are used to support student development. Contextualised
learning is supported by an increasing range of e-books and online materials
accessed from the University’s Library.
Normally delivery is in small classes of 12-15 students.
Academic Award Year 1
Advanced Diploma Management Practice accredited by Ulster University.
Academic Award Year 2
BSc Hons Management Practice accredited by Ulster University.
Assessment is by a company-based assignment at the end of each module.
Participant Profile
Managers and individuals looking to formalise qualifications.
Owner managers and area specialists eg, Engineering/Marketing/Arts.
Advanced Diploma leading to the
BSc Hons Management Practice
The first 6 modules of the programme are available as a standalone Advanced Diploma. Typically participants complete 4 further modules in year 2 and a dissertation to achieve the BSc Hons in Management Practice.
Year one Learning Outcomes may be met by Accreditation of Prior Learning (APL), the completion of an authenticated portfolio of evidence.
Year 1: 27/10/2015 - 01/07/2015
Year 2: 19/09/2016 - 23/08/2017
NB Year one of the BSc is the Advanced
Diploma. SIGN up in year one for
the BSc Hon and avail of the
discounted price of €7,950
Programme Structure and Content Year 1 Advanced Diploma Management Practice
Module 1 - Personal & Professional Development
Module 2 - Marketing
Module 3 - Leadership
Module 4 - Finance
Module 5 - Strategy
Module 6 - Improving Organisational Effectiveness
1) Personal & Professional Development
All managers need to be aware that they cannot master the art of managing others until they have learned to
master themselves. This module focuses on the individual, their perceived strengths, weaknesses and areas for
development. Self-discovery through the use of competency frameworks, a battery of self-analysis
questionnaires and psychometrics provides participants with useful insights that will form the basis of a Personal
Development Plan (PDP). The PDP will then be addressed throughout the duration of the programme.
The self-analysis undertaken in this module centres around the Myers Briggs Type Indicator® instrument
offering a powerful set of tools for lifelong growth and development.
Given the rapidly changing organisational environment and the complexity of issues facing managers, it is
recognised that they need to be able to thrive in ambiguity and to be entrepreneurial in seeking out and
responding to business opportunities. This ability to respond effectively to complex situations requires cognitive
complexity and ability to view problems and issues from multiple perspectives. Participants are invited to explore
these issues in-depth while drawing on leading edge management theories where they are introduced to
thinking frameworks that will inform future behaviour in the workplace.
On completion of this module participants will:
Have an understanding of personal competency models
Have an appreciation of personal strengths and weaknesses
Be aware of their problem-solving preferences and alternative approaches
Have an understanding of the hallmarks of entrepreneurial behaviour and appreciate methods for developing capability in this area
Recognise the importance of taking personal responsibility for the continuous development of self and others
Be aware of their personal learning preferences, other approaches and the practical implications
Have drawn up a Personal Development Plan that will be implemented during the course of the programme
2) Marketing
The aim of this module is to enable participants to develop their knowledge and understanding of the concepts
and practices of marketing and to gain an appreciation of the important area of delivering customer satisfaction
to world-class standards.
Recognising that every manager is involved directly or indirectly in the marketing process and the provision of
customer service, this module provides students with knowledge and understanding of how this management
function can contribute to an organisation’s competitive advantage.
On completion of this module participants will:
Identify key factors that influence managerial decision making in an organisation’s macro-environment
Describe the role of marketing in an organisation
Identify contemporary marketing principles, concepts and techniques including Digital
Compare and contrast concepts, methods and experience of marketing and the customer journey
Evaluate the contribution of the marketing function to overall organisational effectiveness
Analyse and synthesise information from different sources.
Present material in a coherent and structured way, both orally and in writing
Use self-management to set objectives and set direction for activities
Use action planning to assist personal development in this functional area and the achievement of tasks.
3) Leadership
Organisations need leaders at all levels. This module starts with the premise that managers get things done
through others and therefore focuses on the themes of leadership, motivation, delegation, effective teambuilding
and communication. Participants are introduced to a range of leadership models and perspectives and are
invited to explore their personal leadership preferences as well as other approaches that could make a useful
contribution to their managerial repertoire. The challenges associated with motivating self and others are
considered in depth along with the importance of, and barriers to, delegation.
The focus then moves to teams and team working. The hallmarks of effective teams are considered and the
practical implications of team types, group dynamics, sources of power and stages of group development. The
nature and dynamics of conflict are also investigated along with a range of potential conflict resolution
strategies.
The module is underpinned by seminal research into the communication styles of successful managers.
Participants have the opportunity to explore whether or not their personal communication style is supporting
their leadership practices. This is a very practical module that unpicks a wide range of leadership theory and
leaves managers with an in depth understanding of the topic. Feedback from participants and their managers
suggests that this module has an immediate impact on behaviour in the workplace.
On completion of this module participants will:
Have an appreciation of their preferred leadership style and be aware of their leadership responsibilities
Have an understanding of alternative approaches and the potential impact on team performance
Be aware of team roles, group dynamics and stages of development of teams
Have an appreciation of sources of power within organisations
Understand the nature and dynamic of conflict within organisations and have explored a range of conflict
resolution strategies
Be aware of theories of motivation and delegation and their practical impact
Have a clear understanding of the impact of communication styles and the link with business results
4) Finance Organisations need to obtain, manage and plan for the resources required to achieve their objectives. Accounting is a system that assists them in carrying out these tasks. The aim of this module is to enable participants to critically evaluate and appraise the performance of the organisation as a whole, and sub-sets within that organisation and to use accounting-based information for planning, decision-making and control. The module covers the following topic areas: organisations as an economic/financial model; profit and loss accounts; balance sheets and cash flow statements and their interrelationships, ratio analysis; marginal cost and the contribution approach to short-term decision-making; long-term decision-making and strategies, business plans; budgeting and budgetary control; variance analysis. Information management: qualitative and quantitative information, effective gathering, analysis and presentation of information; organising policies and legal requirements in relation to recording and storing information. Resource management: principles underpinning effective resource planning, organisational objectives, policies, legal requirements relevant to resource usage. How to monitor and control usage to ensure consistency and quality in the provision of products and services.
On successful completion of this module participants will:
Understand and apply appropriate management information systems
Understand and apply appropriate resource management tools and techniques
Understand that annual accounts are an economic model of the organisation
Analyse, appraise and interpret accounting records
Understand costing/managerial accounting and its application to annual accounts, decision-making and
budgetary control
Evaluate options including capital expenditure proposals and short-term decisions
5) Strategy
This is a critical module as it impacts on the long-term development of the organisation. Managers need to
proactively respond to inevitable change by planning at a strategic level. It is recognised that future forecasting
and planning are high level, complex managerial activities. In order to organise their thinking and bring order to
this difficult task as well as assisting with decision-making managers need to be able to draw upon integrative
frameworks. This module therefore is broad in content and challenging in terms of the wide range of theoretical
frameworks that are used to inform managerial practice
On completion of this module participants will:
Be familiar with a wide range of strategic management principles and concepts
Understand the steps leading to the strategic planning process
Recognise the strategies that are appropriate for different business conditions
Recognise the critical success factors that impact on the strategic plan
Understand the organisational change process and the strategic management of change
Be aware of resistance to change and strategies for overcoming resistance
Understand and be able to use the 7 S framework to bring about organisational change
Irish Times Training I 24-28 Tara Street Dublin 2 I 01 472 7101 I [email protected]
The BSc provides a framework that allows you to apply academic principles into practical solutions for your business.” Noel Kelly, Contact Centre Manager, APPLUS Adv Dip/BSc Hons Management Practice
6) Improving Organisational Performance
All organisations are operating systems. Building on a systems approach, managers are invited to critically
evaluate how they and their organisations convert inputs to provide outputs that are required by the customer.
Performance measurement, benchmarking and quality assurance models and systems are the central focus of
the Managing Business Improvement module. The meaning and importance of quality systems is explored.
Quality concepts, standards, systems and programmes are explored in-depth along with the principles, methods
and implementation strategies. The Business Excellence Model is used as a central framework against which
managers are able to assess the performance of their own organisations and formulate strategies for
performance improvement. Case material from other models such as Baldridge award winning organisations is
used to highlight examples of business excellence drawn from US industry.
On completion of this module participants will:
Have an appreciation of the cost of quality in an organisation
Be familiar with a wide range of quality concepts, standards, systems and programmes
Understand the principles and methods of quality assurance and how to apply them
Be aware of the principles of quality audits and how to conduct an audit investigation
Be familiar with learning organisation principles – single, double and triple loop learning – and the importance of continuous improvement as a competitive strategy
“The entire course was well structured and fitted perfectly withwork and family commitments. The lecturers were highly knowledgeable in each of their subject areas. ” Patience Tafuma HR/Operations Manager, Brandon Consulting Limited. Adv Dip/BSc Hons Management Practice
Programme Structure and Content Year 2 BSc Hons Management Practice
Modules: 4 taught modules plus Dissertation - typically: 1 - Entrepreneurship in Practice 2 - The Future of Work 3 - Coaching & Mentoring 4 - Research Methods for Management Practice 5 - Dissertation
Building on the Advanced Diploma, year 2 introduces new areas such as entrepreneurship and coaching. Typically Advanced Diploma graduates enhance their qualification with the Degree. This Programme, delivered in just over one calendar year, constitutes the final year (level 8) of a primary degree.
Academic Award Year 2 BSc Hons Management Practice accredited by Ulster University
1) Entrepreneurship in Practice
This module aims to equip students with the knowledge, skills and confidence to assess the viability of a new business venture or the development of an existing one. It will enhance understanding of the nature of entrepreneurship and enterprise development and provide students with opportunities to identify and explore enterprise development opportunities in private, public or not-for-profit organisations.
Irish Times Training I 24-28 Tara Street Dublin 2 I 01 472 7101 I [email protected]
Content:
• The role of innovation in the local, national and international economy • New product development as a process and the role of the business planning process • The characteristics of successful entrepreneurs: opportunity-taking and risk –taking • Ideas generation, setting criteria for selecting the best option for further development • Creating prototypes of new product ideas and testing their feasibility • Intellectual property • Market research techniques, segmentation / positioning / targeting, the marketing mix and marketing planning • Operational issues: business processes, resources and supply chain management, quality management • Staffing issues: recruitment and selection, motivation and reward, training and development of staff • Financial issues: financial statements, budgets and business plans, the role of the business support network • Strategic marketing management • Communicating feasibility studies, marketing plans and business plans. 2) The Future of Work
This module aims to help students understand the nature of change in the local, national and global workplace and the likely impact this will have on their own career. Students will critique a range of competencies, skills, models, tools and techniques for managing in a dynamically changing workplace and devise an appropriate plan for career planning and management.
Content: • Introduction to the nature of work and management: some historical issues, themes and key theorists • Identify significant changes in the nature of work and explore relationships among the changes, with critical
evaluation of the impact of these changes on individual workers and communities • Identify the global macro-environmental trends behind these changes. • Critical evaluation of significant changes that result from simplification and standardisation of procedures;
contracting out and outsourcing; employment of part-time, temporary and volunteer workers; multi-skilling and job combination
• Application of strategies to an individual’s career planning and management. 3) Coaching & Mentoring The case for the development of coaching skills is well-articulated:
“The bad news is that the hunger for coaching has resulted in hastily and inadequately trained managers, or so-called coaches, failing to meet the expectations of those they are coaching. In too many cases they have not fully understood the performance–related, psychological principles on which coaching for personal and professional development is based. Without this understanding they may go through the motions of coaching, such as questioning, but fail to achieve the intended results.” Sir John Whitmore, The Inner Game.
The opportunity to apply coaching and the allied development intervention, mentoring, at work arises from a wide range of associated leadership and management activities such as: motivating staff, delegating, problem solving, task performance, team-working, planning and reviewing, staff development, and conducting appraisals and assessments. Effective coaching and mentoring are however underpinned by distinct, if overlapping, sets of skills and competencies; knowledge of what works and why in the attempt to promote enduring attitudinal and behavioural change in the workplace.
4) Research Methods for Management Practice
This module aims to develop an understanding of the processes involved in identifying an appropriate area of research, backed by a literature review leading to the development of a dissertation outline with appropriate empirical research methodology
Content
• Defining Research • Designing Research
• Doing Research • Describing Research
5) Dissertation The aim of this module is to provide students with an appreciation of the value of rigorous reasoning and how it can be communicated and applied effectively to the resolution of an organisational development related issue. It is designed to provide a means to both link and integrate all of the strands covered on the course. Content Under supervision, the ideas explored in the dissertation will be tested using the universal intellectual standards for clarity, accuracy, precision, relevance, depth, breadth, logic, significance and fairness. Certification Under supervision, the ideas explored in the dissertation will be tested using the universal intellectual standards for clarity, accuracy, precision, relevance, depth, breadth, logic, significance and fairness.
Past participant companies
AEGON Scottish Equitable
International
An Garda Síochána
Applus
Aviva Stadium
Bank of Scotland
Biotrin
Bord na Móna
Broadcasting Commission
of Ireland
Bus Éireann
Carphone Warehouse
Childrens Playground
Citizens Information Centre
City Bin Company
College of Psychiatry
Dell
Dept of Foreign Affairs
Diageo
Dornan Engineering Ltd
DPP Ireland
Enterprise Ireland
Fingal County Council
Focus Ireland
Health Service Executive
IADT
Irish Aviation Authority
Irish Blood Transfusion Service
Irish Distillers
Irish Film Centre
Irish Life Corporate Business
Kerry Foods
Kilkenny Collective for Arts Talent
Merc Partners
Met Éireann
Microsoft
Office of Public Works
Parc Aviation
Pfizer
Project Management Group
RSA Insurance
Sartorius
Sea-Fisheries Protection Authority
Sheridan Insurance Ltd
Shire Pharmaceuticals
Siemens
South Dublin County Council
SWS
Teagasc
Unilever Food Solutions
Wavin
For further information about the BSc Hons Management Practice please contact: Irish Times Training on 01-4727101
Irish Times Training I 24-28 Tara Street Dublin 2 I 01 472 7101 I
Timetable 2015-2016
Date Day Module Name
Year 1 BSc Management Practice (Advanced Diploma)
27/10/2015 Monday Induction
12/11/2015 Thursday Personal and Professional Development
13/11/2015 Friday Personal and Professional Development
14/01/2016 Thursday Finance
15/01/2016 Friday Finance
25/02/2016 Thursday Strategy
26/02/2016 Friday Strategy
07/04/2016 Thursday Marketing
08/04/2016 Friday Marketing
12/05/2016 Thursday Leadership
13/05/2016 Friday Leadership
30/06/2016 Thursday Improving Organisational Performance
01/07/2016 Friday Improving Organisational Performance
Year 2 BSc Management Practice
19/09/2016 Monday Induction
29/09/2016 Thursday Entrepreneurship in Practice
30/09/2016 Friday Entrepreneurship in Practice
10/11/2016 Thursday The Future of Work
11/11/2016 Friday The Future of Work
12/01/2017 Thursday Coaching and Mentoring
13/01/2017 Friday Coaching and Mentoring
23/02/2017 Thursday Research Methods for MP
24/02/2017 Friday Research Methods for MP
29/03/2017 Wednesday Research Methods Presentations
29/03/2017 Wednesday Research Methods Presentations
10/05/2017 Wednesday Dissertation Clinics
21/06/2017 Wednesday Dissertation Clinics
23/08/2017 Wednesday Dissertation Clinics
Assignment Feedback is normally returned within three weeks of receipt
Irish Times Training I 24-28 Tara Street Dublin 2 I 01 472 7101 I [email protected]