Programme Documentation

Transcription

1 Programme Documentation GA_BSUPE_S06 Certificate in Supervisory Management Contents of this document are copyright of Galway Mayo Institute of Technology

2 Table of Contents GA_BSUPE_S06 Certificate in Supervisory Management...1 Approved Programme Schedule - Stage 1...Page 6 of 35 Programme Learning Outcome Mapping - Stage 1...Page 7 of 35 Programme Outcomes...Page 8 of 35 Programme Module Owners...Page 10 of 35 Programme Assessment Matrix...Page 11 of 35 MGMT07060 Supervisory Management...13 MGMT07061 Law and Human Resource Management...18 BUST07036 Financial and Economic Environment...22 BUST07037 Managing Operations...27 BUST07035 Work-based Project...32 i

3 GA_BSUPE_S06 Certificate in Supervisory Management Programme GA_BSUPE_S06 Certificate in Supervisory Management Code GA_BSUPE_S06 Level 06 Required Credits 60 Start Term Full Academic Year 2015/16 End Term The End of Time Award Class Special Purpose Award Award Type Cert Award Standard HETAC Standard Discipline Business Discipline Area Business Specialisation Supervisory Management Author Carmel Brennan Department Business Delivered By Stage Minimum Duration 1 Attendance Delivery Modes Part Time, ACCS Educational Aim The aim of this programme is to provide participants with the knowledge and skills required to manage people and other resources on a daily basis in order to help achieve management objectives. This requires equipping students with know-how in the areas of personal management, communication, planning, organising, leadership, motivation and evaluation, as well as a range of business skills. Access Students will have to meet the entry requirements as indicated in GMIT's Academic Code of Practice No. 4 (Access, Transfer and Progression), at any given time. At present the entry requirements for this programme will be the minimum entry requirements for a level 7 programme which are currently a pass (grade D3 or better) in five Leaving Certificate subjects including English or Irish, and Mathematics. Foundation Studies Certificate or any FETAC Level 5/6 award with three Distinctions will also meet the minimum entry requirements. International students holding cognate qualifications at the appropriate level will be considered for advanced entry. Mature applicants (EU nationals aged 23 on or before January in the year of entry) do not have to meet the Leaving Certificate entry requirements. Applicants applying on 'mature' basis are required to undergo an interview and information and advisory session with the Head of Department or his/her delegate. These sessions will be used to assess suitability for the GA_BSUPE_S06 Certificate in Supervisory Management

4 programme and to rank applicants for offer of places where the number of applications exceeds the special reserve of places. Mature applicants holding the Leaving Certificate also compete independently on points within the standard application group. The interview template and marking scheme used for mature student interviews will be used to assess applicants for this programme. Recognition of Prior Learning (RPL) can be used as a means to gain entry to the programme, or gain exemptions in accordance with Code of Practice No. 6 (Policy and Procedures for the Recognition of Prior Learning). Prior learning can be certified or experiential, and will be assessed in accordance with the code. Individual applicants will be assessed on a case-by-case basis in line with GMIT's RPL policy. The School also engages with GMIT's International Office as required to map progression from partner colleges abroad. Page 2 of 35 Progression On successful completion of the Certificate in Supervisory Management, graduates can progress to year 2 of the BA in Human Resource Management or year 2 of the Bachelor of Business degree. Teaching and Learning This programme is specifically designed for the adult learner, and as a consequence it aims to embrace the principles of Andragogy, in other words, it is a learner focused programme of study. The philosophy of the programme derives from the principles of reflective practice and experiential learning. To facilitate the adult, working cohort of students, we will use a blended learning approach to the delivery of this module. It will use a combination of asynchronous, online and synchronous, face-to-face, learning/teaching. The online element of delivery will utilize GMIT's virtual learning environment, namely Moodle. Tools for online delivery will include inter alia webinars (using Adobe Connect or Big Blue Button), Screencasts (e.g. Screenr), Reusable Learning Objects (e.g. Articulate Storyline), in addition to document and link provision, and the use of online testing. The learning and teaching strategies employed by the programme team will aim to help students achieve module and programme learning outcomes. Inevitably, there will be variations in the methodologies employed by lecturers in face-to-face delivery; however the common theme will be interactive, student-centered approaches. Each lecturer strives to motivate students to learn, and plans and organises their teaching to guide and assist student learning. Students are informed of the context of what they are studying and what they aim to achieve in the class session, with material linked to any prior learning if relevant. Methodologies may include traditional lecturing, practical tasks, discussions, and presentations as appropriate to the topic / discipline. Assessment Strategies Assessment measures the achievement of learners, and is one of the most important tasks undertaken by this programme board. In assessing students all lecturers adhere to Academic Code of Practice No. 3 (Student Assessment Marks & Standards), which complies with HETAC's Assessment and Standards document. Internal examiners aim to assess students in a way which is reliable and valid, consistent, fair and objective. Assessment is a key student GA_BSUPE_S06 Certificate in Supervisory Management

5 Page 3 of 35 motivator, provides employers with indicators as to the quality of our graduates so it is important that it is accurate and reliable. This programme will be primarily assessed through continuous assessment. This is viewed as being appropriate given the cohort of students, and the practical focus of the programme. The forms of CA used will vary but may include inter alia projects, business reports, case studies and presentations, undertaken on an individual or group basis. The inclusion of a terminal examination is a deliberate strategy by the Programme Board to balance the students' assessment workload, prepare them for the skill of studying for and undertaking examinations in the future, to mix assessment types, and is also viewed as the most appropriate method to assess elements of the Business Environment module. The Programme Board is very conscious of the challenges which will be faced by the cohort of students undertaking this programme in balancing work, study and personal demands on their time. Therefore, an assessment schedule will be agreed with the class to balance the deadlines of assessment. It has also been decided that students will be supported and supervised in relation to their Work Based Project during the academic year, but that they will submit the project in early September. This will aid student management of workload. Assessment, where feasible, will relate to student's own work place and/or experience of work, thereby making the assessments more authentic and meaningful. This will also improve student engagement with the programme and enhance retention. This assessment strategy is prepared by the programme board, and will be the subject of regular review. a. Assessment and Programme Learning Outcomes Each module assesses whether the module learning outcomes are achieved, and collectively whether the programme learning outcomes are achieved. Mandatory modules are mapped to programme learning outcomes in the programme document. b. Assessment Rationale Assessment tasks are chosen in accordance with their appropriateness to assess specific learning outcomes. Criteria for assessing student performance relate to the module learning outcomes, the national standards, and where applicable to recognised professional certification. Assessment design aims to encourage deep learning whereby students understand concepts and are able to apply them in a range of contexts. Assessment encourages this through application to real-life situations and/or scenarios. Assessment validity and reliability is key, as the results of assessments on this programme will be used to make judgements about the ability and future performance of students, particularly by employers. Therefore, lecturers will design assessments appropriate to the national standards to accurately measure student's skills and knowledge, and to give assurance to external stakeholders. Assessment criteria will be made explicit to students ensuring GA_BSUPE_S06 Certificate in Supervisory Management

6 Page 4 of 35 transparency and clarity of expectations. Authentic assessment is used where possible to reflect industry scenarios and tasks that graduates will be expected to complete. Where students are not working in industry at the time of programme delivery they will be asked to undertake assignments based on previous employment, or be provided with a work scenario. Students are required to take a professional approach in relation to assessments i.e. students are asked to prepare reports, memos, s, business letters or deliver business presentations. The programme board shall ensure that the following core transferable skills will be assessed during the programme: Numeracy Report writing Oral presentation Team work Critical Thinking Problem Solving See Table 4.1 illustrates the modules in which generic skills will be developed. d. Assessment Methods Both formative and summative assessments are used within the programme. Students are regularly required to undertake tasks, the sole purpose of which is to give students feedback in relation to their learning, so they can identify areas for improvement. A wide range of assessment methodologies are used within the programme, namely: Presentations Case Studies Reports Projects - individual and group Reflection These methods may change from time to time as determined by the lecturer and the programme board, in accordance with the Institute's Codes of Practice. e. Student Workload The programme board is cognisant of the demands on students of the programme assessment strategy, and a key task of the first programme board of each semester is to devise and subsequently communicate a continuous assessment schedule. The programme board consider the appropriateness of the workload in light of the ECTS credits it represents. The CA schedule indicates when assessments will take place and/or are due. These events are distributed in order to spread student workload. The programme board is responsible to ensure that the assessment schedule is in compliance with the approved programme schedule. A sample CA schedule is included in Table 4.2. GA_BSUPE_S06 Certificate in Supervisory Management

7 Page 5 of 35 f. Communication of Assessment Tasks and Criteria The module assessment strategy is outlined in each module descriptor. The timing of continuous assessment/projects is communicated through the CA Schedule. The assessment schedule will be planned by the Programme Board prior to the commencement of each year and semester. The Programme Board will give consideration to the timing of assessments, the type of assessments, assessment of generic skills and the use of integrated assessments. Standardised cover sheets have been developed to communicate assignment/assessment tasks to students. This template includes information on submission date/time/place, the assignment aims, assignment requirements, assignment criteria and marking schemes. This information should be written in a way which is clear and unambiguous. g. Feedback Lecturers provide timely, informative and constructive individual or collective feedback on assessments/assignments. h. Exemptions Where a student has earned an exemption from module(s) due to prior certified learning or prior experiential learning, exempted module(s) are not considered in the classification of an award. i. Repeat Assessment It is possible to repeat all modules on this programme prior to the commencement of the next academic year. The repeat mechanism may differ from the original assessment method, but it will assess the module learning outcomes. In accordance with Code of Practice No. 3 (Student Assessment: Marks and Standards) students are guaranteed four attempts at passing the module assessment, if necessary. Beyond this, repeat assessment will only be facilitated if the module continues to be delivered. If the module is no longer offered, the Head of Department will decide on appropriate equivalent module(s). j. External Examiners Each module has an external examiner who will review the continuous assessment elements, model answers and marking schemes in advance of their administration in accordance with GMIT's quality assurance framework. Subsequently they review a sample of student work. k. Pass by compensation All modules on this programme are eligible to be considered for compensation. GA_BSUPE_S06 Certificate in Supervisory Management

8 Approved Programme Schedule - Stage 1 Page 6 of 35 Programme GA_BSUPE_S06 Certificate in Supervisory Management Stage 1 Delivery Code Title Level Credit ME FT PT CA PJ PC FE Total Year MGMT07060 Supervisory Management M Year MGMT07061 Law and Human Resource Management M Year BUST07036 Financial and Economic Environment M Year BUST07037 Managing Operations M Year BUST07035 Work-based Project M Semesters Per Stage 0 Elective Rules 0 Credits Required 60 Award Percentage 100 % ME - Mandatory or Elective, FT - Fulltime Average Weekly Hours, PT - Parttime Average Weekly Hours, CA - Continuous Assessment Percentage, PJ - Project Percentage, PC - Practical Percentage, FE - Final Exam Percentage Approved Programme Schedule - Stage 1

9 Programme Learning Outcome Mapping - Stage 1 Page 7 of 35 Programme GA_BSUPE_S06 Certificate in Supervisory Management Stage 1 Delivery Code Title Level Credit HKB HKK HKR HKS HCC HCR HCL HCI Year MGMT07060 Supervisory Management Y Y Y Y Y Y Y Y Year MGMT07061 Law and Human Resource Management Y Y Y Y Y Y Y Year BUST07036 Financial and Economic Environment Y Y Y Y Y Y Y Year BUST07037 Managing Operations Y Y Y Y Y Y Y Y Year BUST07035 Work-based Project Y Y Y Y Y Y Y KB - Knowledge Breadth, KK - Knowledge Kind, KR - Know How and Skill Range, KS - Know How and Skill Selectivity CC - Competence Context, CR - Competence Role, CL - Competence Learning to Learn, CI - Competence Insight Y - Module Learning Outcomes map to Programme Outcomes Programme Learning Outcome Mapping - Stage 1

10 Programme Outcomes Page 8 of 35 Programme GA_BSUPE_S06 Certificate in Supervisory Management Programme Outcomes : On successful completion of this programme the learner will/should be able to Knowledge Breadth Specialised knowledge of a broad area. A knowledge of business areas including business organisation and management, supervisory management, the business and regulatory environment, and a recognition of how business functions interrelate. Knowledge Kind Some theoretical concepts and abstract thinking, with significant underpinning theory. An in-depth understanding of the role and function of the supervisor and its evolution. A knowledge of the organisational context for supervision, and the theories and applications which support supervisory management practice. Contextualised and specialised knowledge of specific aspects of the business environment as they pertain to the work of a supervisor. Know How & Skill Range Demonstrate comprehensive range of specialised skills and tools. Demonstrate enhanced interpersonal skills in communicating with employees and diverse professional groups on relevant work-related matters. Demonstrate the techniques, skills and knowledge for training and people management. Know How & Skill Selectivity Formulate responses to well-defined abstract problems. Discern the appropriate supervisory skills to be applied in a range of interpersonal and task related scenarios. Develop and apply creative problem solving skills. Demonstrate an awareness of planning issues related to self, others and the organisation, and appropriate implementation and evaluation strategies. Competence Context Act in a range of varied specific contexts involving creative and non-routine activities; transfer and apply theoretical concepts and/or technical or creative skills to a range of contexts. Demonstrate an ability to supervise specific work tasks. Demonstrate an ability to analyse, interpret and present data in pursuit of solutions to specific organisational problems. Competence Role Exercise substantial personal autonomy and often take responsibility for the work of others and/or for allocation of resources; form, and function within, multiple complex and heterogeneous groups. Demonstrate an ability to take direction, accept performance feedback and use this information to enhance own supervisory performance and that of employees. Demonstrate a capacity to participate constructively, (contribute and collaborate), in a team environment, across the core business areas. Programme Outcomes

11 Page 9 of 35 Demonstrate self-direction in terms of time, motivation and planning; and enhance self-awareness and sensitivity to others. Competence Learning to Learn Learn to evaluate own learning and identify needs within a structured learning environment; assist others in identifying learning needs. Develop an ability to integrate knowledge and work-life experiences. Develop ability for autonomous, independent learning. Identify learning needs and develop learning competencies through case study, discussion groups and/or workbased learning. Competence Insight Express an internalised, personal world view, reflecting engagement with others. Evince an appreciation of the impact of individual, group and organisational factors on performance. Demonstrate an ability to reflect on the application of theory to practice and own development as an effective supervisor. Programme Outcomes

12 Programme Module Owners Page 10 of 35 Stage 1 Delivery Code Title Level Owner CoOwners Approver Year MGMT07060 Supervisory Management 07 Harvey, Noel Year MGMT07061 Year BUST07036 Law and Human Resource Management Financial and Economic Environment Year BUST07037 Managing Operations Geraghty, Clodagh Clodagh Geraghty, Mary Nestor 07 Byrne, Shane Caroline Clarke Melvin, Maureen Year BUST07035 Work-based Project 07 Nestor, Mary Maureen Melvin Brennan, Carmel Brennan, Carmel Programme Module Owners

13 Programme Assessment Matrix Page 11 of 35 Stage 1 Week Assessment in Modules Amount Week 8 MGMT Week 13 MGMT07060, MGMT Week 19 BUST Week 25 BUST Week 37 BUST End of Term BUST End of Semester BUST OnGoing BUST07037, BUST Programme Assessment Matrix

14 Page 12 of 35 Programme Assessment Matrix

15 MGMT07060 Supervisory Management Short Title Full Title Supervisory Management Supervisory Management Attendance N/A Discipline 345 MANAGEMENT & ADMIN Coordinator Noel Harvey Department Business Co Author(s) Clodagh Geraghty, Mary Nestor Official Code MGMT07060 NFQ Level 07 ECTS Credit 15 Module Description This course provides a broad but detailed introduction to supervisory management with a strong focus on how the role of the supervisor is changing in today's workplace. There is a strong emphasis on communication skills particularly interpersonal communication. The curriculum also provides learners with instruction in the general areas of management, including planning, organising, motivation and control, as well as the modern focus on teams. It serves the needs of students who either plan to enter supervisory positions or those already in management who wish to upgrade their supervisory management skills. The curriculum offers a combination of management theory and workplace based skills in to provide learners with the necessary skills to be effective supervisors. Learning Outcomes On completion of this module the learner will/should be able to 1. Recognise the important role of the supervisor in managing and leading a team, and how that is changing today. 2. Describe modern management theory and how it influences and supports management thinking and action. 3. Explain the role, responsibilities and general duties of a supervisor and the how he or she contributes to organisational efficiency. 4. Discuss the role of supervisors in identifying and attaining management goals and leading people. 5. Appreciate the importance of communication to the supervisory role, and develop the skills to be an effective communicator. 6. Discuss ethical concerns in business decision making and the role that supervisors play in promoting ethical awareness among employees. Teaching and Learning Strategies The course will be delivered using a combination of distance learning and in class instruction. This will enable learners to work in a flexible manner combining work based learning with in class instruction. All course material will be available on line through Moodle. MGMT07060 Supervisory Management

16 Page 14 of 35 Assessment Strategies Continuous Assessment 100%. Assessment is broken into two elements. The first assessment, worth 30 per cent of the overall grade. will be a presentation, either in class or videotaped. The second assessment, for the final 70 per cent of the grade, will be a detailed project combining work experience and academic material. Repeat Assessment Procedures 100 per cent repeat project. Module Dependencies Prerequisite Modules Corequisite Modules Incompatible Modules Indicative Syllabus Supervisory Management in Context: Defining the supervisor Different levels and roles of management The skills supervisors need The changing role of supervisory management Motivating Oneself and Others Theories of Motivation Practical Ways to Motivate Personality, Perception and Attribution Motivating Oneself and time management The Supervisor as Communicator Understanding the Communication Process Interpersonal Communication: understanding others Assertiveness Personality Handling Conflict and Giving Feedback Effective Communication: presentation and writing skills MGMT07060 Supervisory Management

17 Page 15 of 35 Management theory and the Functions of Management The rise of managarialism and the Classical approach Modern theory in management The functions of Management (planning, organizing, motivation and control) The Supervisor as Team Leader Understanding Teams The role of leadership Facilitating Teams Ethics and Social Responsibility Understanding Ethics Ethical Issues in business The role of the supervisor and ethics Equality and Cultural Diversity Dealing with Harassment and Bullying CourseWork / Assessment Breakdown CourseWork / Continuous Assessment 100 % Coursework Assessment Breakdown Description Outcome Assessed % of Total Assessment Week Project 1,2,3,4,6 70 Week 13 Presentation 5 30 Week 8 End Exam Assessment Breakdown Description Outcome Assessed % of Total Assessment Week ACCS Mode Workload Open Learning Mode Workload MGMT07060 Supervisory Management

18 Page 16 of 35 Distance Learning Mode Workload Part Time Mode Workload Lecture Lecture Theatre Lecture 3 Weekly 3.00 Total Average Weekly Learner Workload 3.00 Hours Full Time Mode Workload Online Learning Mode Workload Module Resources Module Book Resources Module Alternate Book Resources Module Other Resources Module URLs Additional Information MGMT07060 Supervisory Management

19 Page 17 of 35 ISBN BookList Book Details Noel Harvey 1997 The Challenge of Supervisory Management Oak Tree Press ISBN ISBN Siobhan D. Tiernan 2013 Modern Management: Theory and Practice for Students in Ireland Gill & Macmillan Ltd ISBN X ISBN Dave Evans 2001 Supervisory Management: Principles and Practice Cengage Learning EMEA ISBN ISBN Rosemary Thomson 2015 Managing People: A Practical Guide for Front-line Managers Routledge ISBN ISBN Henry J. McClave Communication for Business Gill & Macmillan ISBN ISBN Nicholas Harvey 2010 Effective Communication Gill & Macmillan Ltd ISBN ISBN Programme Membership Code Intake Year Programme Title GA_BSUPE_S Certificate in Supervisory Management MGMT07060 Supervisory Management

20 MGMT07061 Law and Human Resource Management Short Title Full Title Law and HRM Law and Human Resource Management Attendance N/A Discipline 345 MANAGEMENT & ADMIN Coordinator Clodagh Geraghty Department Business Official Code MGMT07061 NFQ Level 07 ECTS Credit 10 Module Description This module will introduce learners to the fundamental principles of law and human resource management. The module will familiarise students with the sources of law and will illustrate how law provides the legal framework for the business environment. The module will also familiarise learners with the fundamentals of Human Resource Management. The introduction to the law in the first part of the module will provide an essential context for the manner in which Human Resource Management is delivered. Learning Outcomes On completion of this module the learner will/should be able to 1. appreciate the role of law in business, its relevance to the working world, and have a sensitivity to legal considerations in decision making at work. 2. classify and describe the sources of law, legal institutions and the roles of legal professionals. 3. evaluate the legal considerations in business decision making and to have to have a sensitivity to the employment law issues arising in the working environment. 4. explain the development of human resource management theory and how theory informs practice. 5. explain how the internal and external business environment influences human resource management, and in particular how law frames HR practice. 6. evaluate how effective HR practice contibutes to the achievement of organisational objectives. Teaching and Learning Strategies Teaching and learning methods will include lectures, practical assignments, assigned readings and class discussion. The use of Moodle will provide scope to supplement in-class work. Assessment Strategies This module will be assessed by Continuous Assessment. MGMT07061 Law and Human Resource Management

21 Page 19 of 35 Repeat Assessment Procedures Students will be afforded the opportunity to submit repeat assignments before the Autumn Progression and Awards Board Meeting. Module Dependencies Prerequisite Modules Corequisite Modules Incompatible Modules Indicative Syllabus Sources of Irish Law & Legal Institutions International Law; European Union Law; Constitutional Law; Legislation; Common Law; Structure of The Irish Legal System; Courts structure; Injuries Board; Legal Personnel: Judges, Barristers, Solicitors. Law of Civil Obligations Nature, form and elements of contracts; terms of a contract; types of contract; invalid contracts; remedies for breach of contract. Law of Torts; nature of tort liability; principles of duty of care and standard of care; tort of negligence; vicarious liability. Introduction to Employment Law The Contract of Employment; Legislative Protection of the Employee; Law on Dismissal and Grievance; Equality Law; Dignity at work policies. Introduction to Human Resource Management Historical and contextual development of HRM; The functions of HRM; Recruitment & Selection, Training Learning & Development, Performance Management, Reward Management, Industrial Relations, Employee Relations. HRM Theory The development of HRM theory, application of HRM theory, how theory informs practice, best practice v best fit, performance indicators, benchmarks. Human Resources and Employment Law Environment The role of Employment Law in HR Practice The Achievement of Organisational Objectives How the HR function contributes to the development and implementation of business strategy, HRM as a strategic partner. MGMT07061 Law and Human Resource Management

22 Page 20 of 35 CourseWork / Assessment Breakdown CourseWork / Continuous Assessment 100 % Coursework Assessment Breakdown Description Outcome Assessed % of Total Assessment Week Project 1,2,3,4,5,6 100 Week 13 End Exam Assessment Breakdown Description Outcome Assessed % of Total Assessment Week ACCS Mode Workload Open Learning Mode Workload Distance Learning Mode Workload Part Time Mode Workload Lecture Flat Classroom Lecture 2 Weekly 2.00 Total Average Weekly Learner Workload 2.00 Hours Full Time Mode Workload MGMT07061 Law and Human Resource Management

23 Page 21 of 35 Online Learning Mode Workload Module Resources Module Book Resources Module Alternate Book Resources Module Other Resources Module URLs The Courts Service The Law Society The Bar Council The Chartered Institute of Personnel and Development Additional Information ISBN BookList Book Details Doolan, B Principles of Irish Law Gill and McMillan Byrne, R. and McCutcheon P Byrne and McCutcheon on the Irish Legal System Bloomsbury Gunnigle P. Heraty N. and Morley M.J Human Resource Management in Ireland Gill amd McMillan Reidy L., 2014 Make that Grade Human Resource Management Gill and McMillan Programme Membership Code Intake Year Programme Title GA_BSUPE_S Certificate in Supervisory Management MGMT07061 Law and Human Resource Management

24 BUST07036 Financial and Economic Environment Short Title Full Title Financial and Economic Env. Financial and Economic Environment Attendance N/A Discipline 340 Business & Administration Coordinator Shane Byrne Department Business, Humanities and Tech Co Author(s) Caroline Clarke Official Code BUST07036 NFQ Level 07 ECTS Credit 10 Module Description The aim of this module is to provide students with an overview of the financial and economic context within which organisations operate. It will afford students the opportunity to appreciate the central role of the financial function in an organisation. It will also offer students an insight into the importance to the organisation of the economic environment. Learning Outcomes On completion of this module the learner will/should be able to 1. Evince a knowledge and understanding of the nature, purposes, role and scope of accounting 2. Analyse and evaluate accounting information 3. Demonstrate a knowledge and understanding of cost terms and of how these costs relate to business decision-making 4. Explain the budgetary process and its importance in organisational control 5. Demonstrate a knowledge and understanding of the nature, purposes, context and fundamental principles of economics and apply these principles to resource allocation decisions 6. Evince an appreciation of the role of markets in a local and global context 7. Demonstrate an appreciation of the nature of economic growth, its drivers and its limitations 8. Demonstrate an ability to contribute to debate on contemporary economic issues Teaching and Learning Strategies Teaching and learning methods will include lectures, practical assignments, assigned readings and class discussion. Online resources will also be provided. Assessment Strategies BUST07036 Financial and Economic Environment

25 Page 23 of 35 This module will be assessed by final examination. Repeat Assessment Procedures Students will be afforded the opportunity to repeat the final examination at the next available sitting. Module Dependencies Prerequisite Modules Corequisite Modules Incompatible Modules Indicative Syllabus Introduction to Financial Environment Nature, role and purpose of accounting information; branches of accounting; book-keeping; financial accounting; management accounting; functions of management accounting; organisational form; record keeping; tax obligations; rates of tax. Overview of Financial Accounting Terms Nature of assets, liabilities and equity; nature of profit & loss; statement of financial position; introduction to interpretation and understanding of key financial statements; limitations of accounting information. Cost Concepts & Measurement Nature of cost; purpose of cost accumulation, cost objects, various cost classification bases; problems in cost classification and measurement; cost behaviour; cost centres; total and average cost. Accounting for direct costs; material costing; labour costing; economic order quantity; JIT systems; materials requirement planning. Accounting for indirect costs; overhead rates; allocation of overheads; budgeted overhead rates, non-manufacturing overheads; service department allocation. Budgetary Planning Nature of the budgetary process; types of budgets; subsidiary and master budgets; role of budgets in organisational control; responsibility centres; responsibility accounting; flexed budgets; nature and role of standard costs. Short-Term Decisions Nature and context of short-term decisions; accountant's CVP model; relevant costs and revenues, allocation of scarce resources; make, buy, and outsourcing decisions. BUST07036 Financial and Economic Environment

26 Page 24 of 35 Introduction to Economic Environment Nature, purposes and scope of economics as a social science; scarcity, choice, needs and wants; opportunity cost; the behaviour of economic agents; the role of incentives in influencing economic behaviour; relationship to politics; branches of economics including micro-economics and macro-economics; applications of economic thinking to everyday life. Economic Systems Purposes of economic systems; market based economics; nature and scope of markets; necessary conditions for markets to work; the invisible hand; market failure; globalisation of markets; alternatives to the market system. Market Structures Perfect and imperfect competition; introduction to regulation of monopolistic and anti-competitive behaviour in an EU context; the role of the Irish Competition Authority. Demand, Supply and Prices Nature of demand and supply; demand and supply schedules; primary and secondary determinants of demand and supply; equilibrium; excess demand and supply; price as an allocative criterion; demand and supply elasticities. National Income National income accounting; measurement of the Macroeconomy, including Gross National Product (GNP) and Gross Domestic Product (GDP); Economic growth and its determinants and limitations. The Irish Economy Overview of the structure of the Irish Economy; national economic and demographic statistics and their sources; relationship to the EU; the Irish experience of economic growth; current issues and directions. NOTE: Many of these topics are interrelated and may be delivered and assessed in an integrated fashion. CourseWork / Assessment Breakdown End of Semester / Year Formal Examination 100 % Coursework Assessment Breakdown Description Outcome Assessed % of Total BUST07036 Financial and Economic Environment

27 Page 25 of 35 Assessment Week End Exam Assessment Breakdown Description Outcome Assessed % of Total Assessment Week Final Examination 1,2,3,4,5,6,7,8 100 End of Term ACCS Mode Workload Open Learning Mode Workload Distance Learning Mode Workload Part Time Mode Workload Lecture Lecture Theatre Lecture 2 Weekly 2.00 Total Average Weekly Learner Workload 2.00 Hours Full Time Mode Workload Online Learning Mode Workload BUST07036 Financial and Economic Environment

28 Page 26 of 35 Module Resources Module Book Resources There is no essential text for this module. Learners will be assigned readings from relevant sources, as appropriate. The following books may be recommended for further study: Drury, Colin, Cost and Management Accounting An Introduction, Cengage, 2011 Irish Taxation Institute, Irish Taxation Law and Practice, 2014 Jones, Michael, Accounting for Non-Specialists, Wiley, 2002 Parkin, M, Powell, M, Matthews, K, Economics, Pearson, 2015 Turley, G, Moloney, M, O'Toole, F, Principles of Economics An Irish Text, Gill & Macmillan, 2011 Module Alternate Book Resources Module Other Resources Module URLs The Revenue Commissioners: The Central Statistics Office: The Economic and Social Research Institute: Additional Information Programme Membership Code Intake Year Programme Title GA_BSUPE_S Certificate in Supervisory Management BUST07036 Financial and Economic Environment

29 BUST07037 Managing Operations Short Title Full Title Managing Operations Managing Operations Attendance N/A Discipline 340 Business & Administration Coordinator Maureen Melvin Department Business Co Author(s) Maureen Melvin Official Code BUST07037 NFQ Level 07 ECTS Credit 15 Module Description Operations is at the core of every business. This module aims to address the activities of designing and managing different processes to produce and deliver products and/or services. It will examine various strategies and concepts used in industrial sectors to transform raw materials/components/skills into products and services. Learning Outcomes On completion of this module the learner will/should be able to 1. Explain the role of Operations Management and key terminology and concepts and how they apply to different business scenarios. 2. Demonstrate a knowledge of Project management in relation to managing time, cost, and quality elements, when implementing projects. 3. Explore Operational planning processes. 4. Explore operations resources (capacity) planning, job design, scheduling, and monitoring. 5. Identify and assess the impact of customers / marketing/ change requirements on operations. 6. Demonstrate the ability to apply Quality Control Systems, Statistical Process Control, H&S, and 6-Sigma methodologies to control and monitor processes, products, and services. 7. Appraise Lean concepts and how they apply in aiding operations improvements 8. Explain facility layout types and how they relate to process types. 9. Demonstrate an overall knowledge of supply chain management activities and inventory management in relation to Operations Teaching and Learning Strategies Teaching and learning methods will involve a combination of lectures, readings, class discussion and case-study analysis. Students will be encouraged to participate in the classroom and on-line and to relate concepts and principles to actual situations. Assessment Strategies BUST07037 Managing Operations

30 Page 28 of 35 Students will undertake a group / indivdual project to apply the Project Management principles. In addition, students will undertake a formal written report to demonstrate an understanding of key concepts and methodologies in Operations. Repeat Assessment Procedures The repeat process will be a re-submission of any failed elements. Module Dependencies Prerequisite Modules Corequisite Modules Incompatible Modules Indicative Syllabus Introduction to Operations -Introduction to Operations management - concepts and systems Facility Layouts -Plant layout types, process classification, physical space and constraints, workplace ergonomics Process Flows -Process classifications, process analysis, and operations system types Planning & controlling the Operations -Sales & Operations planning, forecasting, demand management, operations scheduling and execution, supply chain management approaches, inventory management, managing resources (capacity management), product structures, cycle times management, and KPIs. Quality Management -quality attributes, cost of quality, total quality management, six-sigma quality, preventive maintenance, health and safety issues, and quality and environmental awards systems Lean Operations (products & services) -Lean definition, principles of lean, continuous improvement and benchmarking, flexible manufacturing systems, business process re-engineering (BPR), value process mapping, lean office, and change drivers BUST07037 Managing Operations

31 Page 29 of 35 in services and manufacturing Project Management - Scope of project management, characteristics in each phase of a project, work brake-down, estimating activities in a project, project evaluation techniques, and project measurement and control Operations Change Drivers - Internal and external factors (Customers & Marketing) driving change and evaluating the effectiveness of planned changes on operations CourseWork / Assessment Breakdown CourseWork / Continuous Assessment 100 % Coursework Assessment Breakdown Description Outcome Assessed % of Total Assessment Week Project and exercises 2,5,6,9 50 OnGoing Assignment 1,3,4,5,6,7,8,9 50 End of Semester Formative - OnGoing End Exam Assessment Breakdown Description Outcome Assessed % of Total Assessment Week ACCS Mode Workload Open Learning Mode Workload Distance Learning Mode Workload BUST07037 Managing Operations

32 Page 30 of 35 Part Time Mode Workload Lecture Flat Classroom Lecture 3 Weekly 3.00 Total Average Weekly Learner Workload 3.00 Hours Full Time Mode Workload Online Learning Mode Workload Module Resources Module Book Resources Module Alternate Book Resources Module Other Resources Module URLs Additional Information ISBN BookList Book Details Harvey Maylor 2002 Project Management Financial Times Management ISBN ISBN BUST07037 Managing Operations

33 John Hayes 2014 The Theory and Practice of Change Management Palgrave Macmillan ISBN ISBN Nigel Slack 2014 Operations Strategy, 4th edition Trans-Atlantic Publications ISBN ISBN Jay Heizer 2010 Operations Management Pearson Education (US) ISBN ISBN Jay Heizer 2013 Principles Of Operations Management Pearson Education Limited ISBN X ISBN Nigel Slack 2011 Essentials of Operations Management with Myomla Pearson/Education ISBN ISBN Lee J. Krajewski 2010 Operations Management Plus MyOMLab Access Card Pearson Education Limited ISBN ISBN Harold R. Kerzner 2013 Project Management: A Systems Approach to Planning, Scheduling, and Controlling Wiley ISBN ISBN Project Management: The Management Process McGraw Hill ISBN ISBN Quentin Brook 2014 Lean Six Sigma and Minitab (4th Edition): The Complete Toolbox Guide for Business Improvement OPEX Resources Ltd ISBN X ISBN Richard J. Schonberger 2007 Best Practices in Lean Six Sigma Process Improvement Wiley ISBN ISBN John S. Mitchell 2015 Operational Excellence: Journey to Creating Sustainable Value Wiley ISBN ISBN Andre Francis 2014 Business Mathematics and Statistics Cengage Learning EMEA ISBN ISBN Page 31 of 35 Programme Membership Code Intake Year Programme Title GA_BSUPE_S Certificate in Supervisory Management BUST07037 Managing Operations

34 BUST07035 Work-based Project Short Title Full Title Work-based Project Work-based Project Attendance N/A Discipline 340 Business & Administration Coordinator Mary Nestor Department Business, Humanities and Tech Official Code BUST07035 NFQ Level 07 ECTS Credit 10 Module Description The aim of this module is enable students to use the knowledge, skills and competence gained in other modules and apply them in their own work environment. Students will focus on work-based issues or problems which have the potential to contribute to their own personal and supervisory development. The module is based on the action learning cycle of: 1. Action; 2. Learning from the experience of action; 3. Reflection; 4. Action (new action or changes). The overall objective is for students to develop the ability to question, understand, reflect and gain insight into how to act in the future in relation to their specific project topic. Learning Outcomes On completion of this module the learner will/should be able to 1. Identify, analyse and describe a problem in the context of the individual and the organisation; 2. Plan in a proactive timebased manner; 3. Reflect on their experience and the input of others in an organisational environment; 4. Demonstrate a systematic approach in problem - solving and generate appropriate solutions / outputs from this process; 5. Demonstrate the ability to engage in reflective practice and critically evaluate their learning from an individual and organisational perspective. Teaching and Learning Strategies Students will receive guidelines on selecting an appropriate work-based issue, writing and structuring the WBL project and will have ongoing supervision and feedback through the various stages of submission for this module. Assessment Strategies The module assessment is designed to assess the student's knowledge and understanding of programme concepts in the application of these to their work environment. It is based on 100% continuous assessment. Students choose a topic or issue, in which they identify an opportunity for the application of learning to their work environment (e.g. delegation, performance management, conflict resolution, induction process, introduction of a new process). The module assessment of the project is broken down BUST07035 Work-based Project

35 as follows; 1. Problem description and analysis (30%) The student is assessed on the ability to identify, analyse and describe the organisational issue or problem which is the focus of the project. 2. Planning & Implementation (40%) The student is assessed on their identification of tasks and time planning, their understanding of scope and constraints in completing the project and in their management of the progress. Implementation may include a usable tool / solution / improvement which can be applied in the workplace. 3. Reflection and evaluation (30%) Students are assessed on their ability to reflect on their learning and the application of this to their project. Students are assessed on their evaluation of their project on different dimensions and the insight generated as a result of their experience. This is formative in nature in that feedback they receive from (1) Problem identification and (2) Planning is developmentally useful to the student and designed to facilitate further learning in the completion of the project. Page 33 of 35 Repeat Assessment Procedures A similiar assessment can be assigned as a repeat assessment, with the approval of the lecturer. Module Dependencies Prerequisite Modules Corequisite Modules Incompatible Modules Indicative Syllabus Problem identification Analysing and describing a problem, identifying measures of progress, anticipating challenges. Planning & Implementation Identifying project tasks, initiating action, identifying project scope and boundaries, time based completion. Generating outputs/ solutions to organisational issues where appropriate. Reflection Using reflection to improve professional practice critical incident techniques, learning diaries, identifying best and worst aspects of the the learning experience. Evaluation Evaluating for different purposes, developmental aspects and individual learning, judgemental and value to the organisation, short term versus long term impact, generation of insight. CourseWork / Assessment Breakdown CourseWork / Continuous Assessment 100 % Coursework Assessment Breakdown Description Outcome Assessed % of Total Assessment Week WBL project: Problem description and analysis 1 30 Week 19 WBL project: Planning 2,4 40 Week 25 WBL Reflection &amp:::: Eval: Report and Presentation 3,4,5 30 Week 37 End Exam Assessment Breakdown BUST07035 Work-based Project

36 Page 34 of 35 Description Outcome Assessed % of Total Assessment Week ACCS Mode Workload Open Learning Mode Workload Distance Learning Mode Workload Part Time Mode Workload Workshop Not Specified Tutorial 1 Monthly 0.25 Total Average Weekly Learner Workload 0.25 Hours Full Time Mode Workload Online Learning Mode Workload Module Resources BUST07035 Work-based Project

37 Page 35 of 35 Module Book Resources Module Alternate Book Resources Module Other Resources Rigg, C., Tehan, K., Stewart, J, (2008) "Critically Reflective Practice in Human Resource Development", Journal of European Industrial Training, Vol. 32, Issue No. 5. Key Journals Human Resource Management Journal International Journal of Human Resource Management People Management Personnel Review Irish Journal of Management Module URLs Additional Information ISBN BookList Book Details Edmonstone, J The Action Learner's Toolkit Gower Kaye, R. :-:- Hawkridge, D Learning :-:- Teaching for Business Kogan Page Pedler, M Action Learning for Managers Ashgate Publishing Raeline, J Bridging Knowledge and Action in the Workplace Wiley Teare, R., Ingram, H., 2002 Learning at Work Emerald Publishing Group Weinstein, K., 1998 Action Learning: A Practical Book Ashgate Publishing Costley, C., Elliot, G.C., Gibbs, P., 2010 Doing Work Based Research Sage Programme Membership Code Intake Year Programme Title GA_BSUPE_S Certificate in Supervisory Management BUST07035 Work-based Project