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

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

gencourses@irishtimes.com

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 gencourses@irishtimes.com

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 gencourses@irishtimes.com

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

gencourses@irishtimes.com

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 gencourses@irishtimes.com