Programme Documentation GA BSUPE S06 · GA_BSUPE_S06 Certificate in Supervisory Management Created...

Programme Documentation

GA_BSUPE_S06Certificate in Supervisory Management

Contents of this document are copyright of Galway Mayo Institute of Technology

Table of ContentsGA_BSUPE_S06 Certificate in Supervisory Management.............................................................1

Approved Programme Schedule - Stage 1............................................................Page 6 of 35Programme Learning Outcome Mapping - Stage 1...............................................Page 7 of 35Programme Outcomes..........................................................................................Page 8 of 35Programme Module Owners................................................................................Page 10 of 35Programme 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

GA_BSUPE_S06Certificate in Supervisory ManagementProgramme GA_BSUPE_S06 Certificate in Supervisory Management

Code GA_BSUPE_S06 Level 06 RequiredCredits 60

Start Term Full Academic Year2015/16 End Term The End of Time

Award Class Special Purpose Award Award Type Cert

Award Standard HETAC Standard Discipline Business

Discipline Area Business Specialisation SupervisoryManagement

Author Carmel Brennan Department Business

Delivered By Stage MinimumDuration 1 Attendance

DeliveryModes Part Time, ACCS

Educational AimThe aim of this programme is to provide participants with the knowledge and skills required tomanage people and other resources on a daily basis in order to help achieve managementobjectives. This requires equipping students with know-how in the areas of personalmanagement, communication, planning, organising, leadership, motivation and evaluation, aswell as a range of business skills.

AccessStudents will have to meet the entry requirements as indicated in GMIT's Academic Code ofPractice No. 4 (Access, Transfer and Progression), at any given time.

At present the entry requirements for this programme will be the minimum entry requirementsfor a level 7 programme which are currently a pass (grade D3 or better) in five LeavingCertificate subjects including English or Irish, and Mathematics. Foundation Studies Certificateor any FETAC Level 5/6 award with three Distinctions will also meet the minimum entryrequirements. International students holding cognate qualifications at the appropriate level willbe considered for advanced entry.

Mature applicants (EU nationals aged 23 on or before January in the year of entry) do not haveto meet the Leaving Certificate entry requirements. Applicants applying on 'mature' basis arerequired to undergo an interview and information and advisory session with the Head ofDepartment or his/her delegate. These sessions will be used to assess suitability for the

GA_BSUPE_S06 Certificate in Supervisory Management Created By Academic Module Manager for Galway Mayo Institute of Technology

programme and to rank applicants for offer of places where the number of applicationsexceeds the special reserve of places. Mature applicants holding the Leaving Certificate alsocompete independently on points within the standard application group. The interview templateand marking scheme used for mature student interviews will be used to assess applicants forthis 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 theRecognition of Prior Learning). Prior learning can be certified or experiential, and will beassessed in accordance with the code. Individual applicants will be assessed on acase-by-case basis in line with GMIT's RPL policy. The School also engages with GMIT'sInternational Office as required to map progression from partner colleges abroad.

ProgressionOn successful completion of the Certificate in Supervisory Management, graduates canprogress to year 2 of the BA in Human Resource Management or year 2 of the Bachelor ofBusiness degree.

Teaching and LearningThis programme is specifically designed for the adult learner, and as a consequence it aims toembrace the principles of Andragogy, in other words, it is a learner focused programme ofstudy. The philosophy of the programme derives from the principles of reflective practice andexperiential learning.

To facilitate the adult, working cohort of students, we will use a blended learning approach tothe 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 BlueButton), Screencasts (e.g. Screenr), Reusable Learning Objects (e.g. Articulate Storyline), inaddition to document and link provision, and the use of online testing.

The learning and teaching strategies employed by the programme team will aim to helpstudents achieve module and programme learning outcomes. Inevitably, there will bevariations in the methodologies employed by lecturers in face-to-face delivery; however thecommon theme will be interactive, student-centered approaches. Each lecturer strives tomotivate students to learn, and plans and organises their teaching to guide and assist studentlearning. Students are informed of the context of what they are studying and what they aim toachieve in the class session, with material linked to any prior learning if relevant.Methodologies may include traditional lecturing, practical tasks, discussions, and presentationsas appropriate to the topic / discipline.

Assessment StrategiesAssessment measures the achievement of learners, and is one of the most important tasksundertaken by this programme board. In assessing students all lecturers adhere to AcademicCode of Practice No. 3 (Student Assessment Marks & Standards), which complies withHETAC's Assessment and Standards document. Internal examiners aim to assess students ina way which is reliable and valid, consistent, fair and objective. Assessment is a key student

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motivator, provides employers with indicators as to the quality of our graduates so it isimportant that it is accurate and reliable.

This programme will be primarily assessed through continuous assessment. This is viewed asbeing appropriate given the cohort of students, and the practical focus of the programme. Theforms of CA used will vary but may include inter alia projects, business reports, case studiesand presentations, undertaken on an individual or group basis. The inclusion of a terminalexamination is a deliberate strategy by the Programme Board to balance the students'assessment workload, prepare them for the skill of studying for and undertaking examinationsin the future, to mix assessment types, and is also viewed as the most appropriate method toassess elements of the Business Environment module.

The Programme Board is very conscious of the challenges which will be faced by the cohort ofstudents undertaking this programme in balancing work, study and personal demands on theirtime. Therefore, an assessment schedule will be agreed with the class to balance thedeadlines of assessment. It has also been decided that students will be supported andsupervised in relation to their Work Based Project during the academic year, but that they willsubmit 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 improvestudent engagement with the programme and enhance retention.

This assessment strategy is prepared by the programme board, and will be the subject ofregular review.

a. Assessment and Programme Learning Outcomes

Each module assesses whether the module learning outcomes are achieved, and collectivelywhether the programme learning outcomes are achieved. Mandatory modules are mapped toprogramme learning outcomes in the programme document.

b. Assessment Rationale

Assessment tasks are chosen in accordance with their appropriateness to assess specificlearning outcomes. Criteria for assessing student performance relate to the module learningoutcomes, the national standards, and where applicable to recognised professionalcertification.

Assessment design aims to encourage deep learning whereby students understand conceptsand are able to apply them in a range of contexts. Assessment encourages this throughapplication to real-life situations and/or scenarios.

Assessment validity and reliability is key, as the results of assessments on this programme willbe used to make judgements about the ability and future performance of students, particularlyby employers. Therefore, lecturers will design assessments appropriate to the nationalstandards to accurately measure student's skills and knowledge, and to give assurance toexternal stakeholders. Assessment criteria will be made explicit to students ensuring

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transparency and clarity of expectations.

Authentic assessment is used where possible to reflect industry scenarios and tasks thatgraduates will be expected to complete. Where students are not working in industry at the timeof programme delivery they will be asked to undertake assignments based on previousemployment, or be provided with a work scenario. Students are required to take a professionalapproach in relation to assessments i.e. students are asked to prepare reports, memos,emails, business letters or deliver business presentations.

The programme board shall ensure that the following core transferable skills will be assessedduring 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 areregularly required to undertake tasks, the sole purpose of which is to give students feedback inrelation to their learning, so they can identify areas for improvement. A wide range ofassessment 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 theprogramme 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 assessmentstrategy, and a key task of the first programme board of each semester is to devise andsubsequently communicate a continuous assessment schedule. The programme boardconsider the appropriateness of the workload in light of the ECTS credits it represents. The CAschedule indicates when assessments will take place and/or are due. These events aredistributed in order to spread student workload. The programme board is responsible to ensurethat the assessment schedule is in compliance with the approved programme schedule. Asample CA schedule is included in Table 4.2.

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f. Communication of Assessment Tasks and Criteria

The module assessment strategy is outlined in each module descriptor. The timing ofcontinuous assessment/projects is communicated through the CA Schedule. The assessmentschedule will be planned by the Programme Board prior to the commencement of each yearand semester. The Programme Board will give consideration to the timing of assessments, thetype of assessments, assessment of generic skills and the use of integrated assessments.

Standardised cover sheets have been developed to communicate assignment/assessmenttasks to students. This template includes information on submission date/time/place, theassignment aims, assignment requirements, assignment criteria and marking schemes. Thisinformation should be written in a way which is clear and unambiguous.

g. Feedback

Lecturers provide timely, informative and constructive individual or collective feedback onassessments/assignments.

h. Exemptions

Where a student has earned an exemption from module(s) due to prior certified learning orprior experiential learning, exempted module(s) are not considered in the classification of anaward.

i. Repeat Assessment

It is possible to repeat all modules on this programme prior to the commencement of the nextacademic year. The repeat mechanism may differ from the original assessment method, but itwill 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 appropriateequivalent 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 withGMIT'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.

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Approved Programme Schedule - Stage 1

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 07 15 M 0.00 3.00 0 70 30 0 100

Year MGMT07061 Law and Human Resource Management 07 10 M 0.00 2.00 100 0 0 0 100

Year BUST07036 Financial and Economic Environment 07 10 M 0.00 2.00 0 0 0 100 100

Year BUST07037 Managing Operations 07 15 M 0.00 3.00 100 0 0 0 100

Year BUST07035 Work-based Project 07 10 M 0.00 0.25 100 0 0 0 100

Semesters PerStage 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

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Approved Programme Schedule - Stage 1 Created By Academic Module Manager for Galway Mayo Institute of Technology

Programme Learning Outcome Mapping - Stage 1


Stage 1

Delivery Code Title Level Credit HKB HKK HKR HKS HCC HCR HCL HCI

Year MGMT07060 Supervisory Management 07 15 Y Y Y Y Y Y Y Y

Year MGMT07061 Law and Human Resource Management 07 10 Y Y Y Y Y Y Y

Year BUST07036 Financial and Economic Environment 07 10 Y Y Y Y Y Y Y

Year BUST07037 Managing Operations 07 15 Y Y Y Y Y Y Y Y

Year BUST07035 Work-based Project 07 10 Y Y Y Y Y Y Y

KB - Knowledge Breadth, KK - Knowledge Kind, KR - Know How and Skill Range, KS - Know How and Skill SelectivityCC - Competence Context, CR - Competence Role, CL - Competence Learning to Learn, CI - Competence InsightY - Module Learning Outcomes map to Programme Outcomes

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Programme Learning Outcome Mapping - Stage 1 Created By Academic Module Manager for Galway Mayo Institute of Technology

Programme Outcomes


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, supervisorymanagement, the business and regulatory environment, and a recognition of how business functionsinterrelate.

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 supportsupervisory management practice.Contextualised and specialised knowledge of specific aspects of the business environment as they pertainto 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 professionalgroups 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 relatedscenarios.Develop and apply creative problem solving skills.Demonstrate an awareness of planning issues related to self, others and the organisation, and appropriateimplementation and evaluation strategies.

Competence Context Act in a range of varied specific contexts involving creative and non-routineactivities; 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 specificorganisational problems.

Competence Role Exercise substantial personal autonomy and often take responsibility for the work ofothers and/or for allocation of resources; form, and function within, multiple complex and heterogeneousgroups.

Demonstrate an ability to take direction, accept performance feedback and use this information toenhance 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.

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Programme Outcomes Created By Academic Module Manager for Galway Mayo Institute of Technology

Demonstrate self-direction in terms of time, motivation and planning; and enhance self-awareness andsensitivity to others.

Competence Learning to Learn Learn to evaluate own learning and identify needs within a structuredlearning 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/orworkbased 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 aneffective supervisor.

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Programme Outcomes Created By Academic Module Manager for Galway Mayo Institute of Technology

Programme Module Owners

Stage 1

Delivery Code Title Level Owner CoOwners Approver

Year MGMT07060 Supervisory Management 07 Harvey, NoelClodaghGeraghty,Mary Nestor

Brennan,Carmel

Year MGMT07061 Law and HumanResource Management 07 Geraghty,

Clodagh

Year BUST07036 Financial and EconomicEnvironment 07 Byrne, Shane Caroline

Clarke

Year BUST07037 Managing Operations 07 Melvin,Maureen

MaureenMelvin

Brennan,Carmel

Year BUST07035 Work-based Project 07 Nestor, Mary

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Programme Module Owners Created By Academic Module Manager for Galway Mayo Institute of Technology

Programme Assessment Matrix

Stage 1

Week Assessment in Modules AmountWeek 8 MGMT07060 1Week 13 MGMT07060, MGMT07061 2Week 19 BUST07035 1Week 25 BUST07035 1Week 37 BUST07035 1End of Term BUST07036 1End ofSemester BUST07037 1

OnGoing BUST07037, BUST07037 2

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Programme Assessment Matrix Created By Academic Module Manager for Galway Mayo Institute of Technology

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Programme Assessment Matrix Created By Academic Module Manager for Galway Mayo Institute of Technology

MGMT07060Supervisory Management

Short Title Supervisory Management

Full Title 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 DescriptionThis course provides a broad but detailed introduction to supervisory management with a strong focus onhow the role of the supervisor is changing in today's workplace. There is a strong emphasis oncommunication skills particularly interpersonal communication. The curriculum also provides learners withinstruction in the general areas of management, including planning, organising, motivation and control, aswell as the modern focus on teams. It serves the needs of students who either plan to enter supervisorypositions or those already in management who wish to upgrade their supervisory management skills. Thecurriculum offers a combination of management theory and workplace based skills in to provide learnerswith the necessary skills to be effective supervisors.

Learning OutcomesOn 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 ischanging today.2. Describe modern management theory and how it influences and supports management thinking andaction.3. Explain the role, responsibilities and general duties of a supervisor and the how he or she contributes toorganisational 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 aneffective communicator.6. Discuss ethical concerns in business decision making and the role that supervisors play in promotingethical awareness among employees.

Teaching and Learning StrategiesThe course will be delivered using a combination of distance learning and in class instruction. This willenable learners to work in a flexible manner combining work based learning with in class instruction. Allcourse material will be available on line through Moodle.

MGMT07060 Supervisory Management Created By Academic Module Manager for Galway Mayo Institute of Technology

Assessment StrategiesContinuous Assessment 100%. Assessment is broken into two elements. The first assessment, worth 30per cent of the overall grade. will be a presentation, either in class or videotaped. The secondassessment, for the final 70 per cent of the grade, will be a detailed project combining work experienceand academic material.

Repeat Assessment Procedures100 per cent repeat project.

Module Dependencies

Prerequisite ModulesNoneCorequisite ModulesNoneIncompatible ModulesNone

Indicative SyllabusSupervisory 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•

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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 AssessmentWeek

Project 1,2,3,4,6 70 Week 13Presentation 5 30 Week 8

End Exam Assessment Breakdown


ACCS Mode Workload

Type Location Description Hours Frequency Avg WklyWrkld

Total Average Weekly Learner Workload 0.00 Hours

Open Learning Mode Workload

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Distance Learning Mode Workload



Part Time Mode Workload


Lecture LectureTheatre Lecture 3 Weekly 3.00


Full Time Mode Workload



Online Learning Mode Workload



Module Resources

Module Book ResourcesNoneModule Alternate Book ResourcesNoneModule Other ResourcesNoneModule URLsNoneAdditional Information

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None

ISBN BookList

Book DetailsNoel Harvey 1997 The Challenge of Supervisory Management Oak Tree PressISBN-10 1860760775 ISBN-13 9781860760778Siobhan D. Tiernan 2013 Modern Management: Theory and Practice for Students in Ireland Gill &Macmillan LtdISBN-10 071715632X ISBN-13 9780717156320Dave Evans 2001 Supervisory Management: Principles and Practice Cengage Learning EMEAISBN-10 0826457339 ISBN-13 9780826457332Rosemary Thomson 2015 Managing People: A Practical Guide for Front-line Managers RoutledgeISBN-10 0415713544 ISBN-13 9780415713542Henry J. McClave Communication for Business Gill & MacmillanISBN-10 0717144550 ISBN-13 9780717144556Nicholas Harvey 2010 Effective Communication Gill & Macmillan LtdISBN-10 0717147568 ISBN-13 9780717147564

Programme Membership

Code Intake Year Programme TitleGA_BSUPE_S06 201500 Certificate in Supervisory Management

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MGMT07061Law and Human ResourceManagement

Short Title Law and HRM

Full Title 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 DescriptionThis module will introduce learners to the fundamental principles of law and human resourcemanagement. The module will familiarise students with the sources of law and will illustrate how lawprovides the legal framework for the business environment.

The module will also familiarise learners with the fundamentals of Human Resource Management. Theintroduction to the law in the first part of the module will provide an essential context for the manner inwhich Human Resource Management is delivered.


1. appreciate the role of law in business, its relevance to the working world, and have a sensitivity to legalconsiderations 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 theemployment 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 StrategiesTeaching and learning methods will include lectures, practical assignments, assigned readingsand class discussion. The use of Moodle will provide scope to supplement in-class work.

Assessment StrategiesThis module will be assessed by Continuous Assessment.

MGMT07061 Law and Human Resource Management Created By Academic Module Manager for Galway Mayo Institute of Technology

Repeat Assessment ProceduresStudents will be afforded the opportunity to submit repeat assignments before the AutumnProgression and Awards Board Meeting.

Module Dependencies


Indicative SyllabusSources of Irish Law & Legal Institutions

International Law; European Union Law; Constitutional Law; Legislation; Common Law; Structure of TheIrish 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; remediesfor 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, TrainingLearning & Development, Performance Management, Reward Management, Industrial Relations,Employee Relations. HRM Theory The development of HRM theory, application of HRM theory, howtheory 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 astrategic partner.

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Project 1,2,3,4,5,6 100 Week 13



ACCS Mode Workload











Lecture Flat Classroom Lecture 2 Weekly 2.00



Type Location Description Hours Frequency

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Avg WklyWrkld





Module Resources

Module Book ResourcesNoneModule Alternate Book ResourcesNoneModule Other ResourcesNoneModule URLsThe Courts Service www.courts.ie

The Law Society www.lawsociety.ie

The Bar Council www.lawlibrary.ie

The Chartered Institute of Personnel and Development www.cipd.co.ukAdditional InformationNone

ISBN BookList

Book DetailsDoolan, B. 2011 Principles of Irish Law Gill and McMillanByrne, R. and McCutcheon P. 2014 Byrne and McCutcheon on the Irish Legal System BloomsburyGunnigle P. Heraty N. and Morley M.J. 2011 Human Resource Management in Ireland Gill amd McMillanReidy L., 2014 Make that Grade Human Resource Management Gill and McMillan



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BUST07036Financial and EconomicEnvironment

Short Title Financial and Economic Env.

Full Title 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 DescriptionThe aim of this module is to provide students with an overview of the financial and economic contextwithin which organisations operate.

It will afford students the opportunity to appreciate the central role of the financial function in anorganisation. It will also offer students an insight into the importance to the organisation of the economicenvironment.


1. Evince a knowledge and understanding of the nature, purposes, role and scope of accounting2. Analyse and evaluate accounting information3. Demonstrate a knowledge and understanding of cost terms and of how these costs relate to businessdecision-making4. Explain the budgetary process and its importance in organisational control5. Demonstrate a knowledge and understanding of the nature, purposes, context and fundamentalprinciples of economics and apply these principles to resource allocation decisions6. Evince an appreciation of the role of markets in a local and global context7. Demonstrate an appreciation of the nature of economic growth, its drivers and its limitations8. Demonstrate an ability to contribute to debate on contemporary economic issues

Teaching and Learning StrategiesTeaching and learning methods will include lectures, practical assignments, assigned readings and classdiscussion. Online resources will also be provided.

Assessment Strategies

BUST07036 Financial and Economic Environment Created By Academic Module Manager for Galway Mayo Institute of Technology

This module will be assessed by final examination.

Repeat Assessment ProceduresStudents will be afforded the opportunity to repeat the final examination at the next available sitting.

Module Dependencies


Indicative SyllabusIntroduction to Financial Environment

Nature, role and purpose of accounting information; branches of accounting; book-keeping; financialaccounting; management accounting; functions of management accounting; organisational form; recordkeeping; tax obligations; rates of tax.

Overview of Financial Accounting Terms

Nature of assets, liabilities and equity; nature of profit & loss; statement of financial position; introductionto 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 incost 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 inorganisational control; responsibility centres; responsibility accounting; flexed budgets; nature and role ofstandard 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.

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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 economicbehaviour; relationship to politics; branches of economics including micro-economics andmacro-economics; applications of economic thinking to everyday life.

Economic Systems

Purposes of economic systems; market based economics; nature and scope of markets; necessaryconditions for markets to work; the invisible hand; market failure; globalisation of markets; alternatives tothe market system.

Market Structures

Perfect and imperfect competition; introduction to regulation of monopolistic and anti-competitivebehaviour 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 ofdemand and supply; equilibrium; excess demand and supply; price as an allocative criterion; demand andsupply 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 theirsources; 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.


End of Semester / Year Formal Examination 100 %


Description Outcome Assessed % of Total

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AssessmentWeek



Final Examination 1,2,3,4,5,6,7,8 100 End of Term

ACCS Mode Workload











Lecture LectureTheatre Lecture 2 Weekly 2.00






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Module Resources

Module Book ResourcesThere is no essential text for this module. Learners will be assigned readings from relevant sources, asappropriate. 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, 2011Module Alternate Book ResourcesNoneModule Other ResourcesNoneModule URLsThe Revenue Commissioners: www.revenue.ie

The Central Statistics Office: www.cso.ie

The Economic and Social Research Institute: www.esri.ieAdditional InformationNone



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BUST07037Managing Operations

Short Title Managing Operations

Full Title Managing Operations


Coordinator Maureen Melvin Department Business

Co Author(s) Maureen Melvin


Module DescriptionOperations is at the core of every business. This module aims to address the activities of designing andmanaging different processes to produce and deliver products and/or services. It will examine variousstrategies and concepts used in industrial sectors to transform raw materials/components/skills intoproducts and services.


1. Explain the role of Operations Management and key terminology and concepts and how they apply todifferent business scenarios.2. Demonstrate a knowledge of Project management in relation to managing time, cost, and qualityelements, 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, and6-Sigma methodologies to control and monitor processes, products, and services.7. Appraise Lean concepts and how they apply in aiding operations improvements8. Explain facility layout types and how they relate to process types.9. Demonstrate an overall knowledge of supply chain management activities and inventory managementin relation to Operations

Teaching and Learning StrategiesTeaching and learning methods will involve a combination of lectures, readings, class discussion andcase-study analysis. Students will be encouraged to participate in the classroom and on-line and to relateconcepts and principles to actual situations.

Assessment Strategies

BUST07037 Managing Operations Created By Academic Module Manager for Galway Mayo Institute of Technology

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 keyconcepts and methodologies in Operations.

Repeat Assessment ProceduresThe repeat process will be a re-submission of any failed elements.

Module Dependencies


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 (capacitymanagement), 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 manufacturingsystems, business process re-engineering (BPR), value process mapping, lean office, and change drivers

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in services and manufacturing

Project Management

- Scope of project management, characteristics in each phase of a project, work brake-down, estimatingactivities 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 ofplanned changes on operations





Project and exercises 2,5,6,9 50 OnGoing

Assignment 1,3,4,5,6,7,8,9 50 End ofSemester

Formative - OnGoing



ACCS Mode Workload







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Lecture Flat Classroom Lecture 3 Weekly 3.00








Module Resources

Module Book ResourcesNoneModule Alternate Book ResourcesNoneModule Other ResourcesNoneModule URLsNoneAdditional InformationNone

ISBN BookList

Book DetailsHarvey Maylor 2002 Project Management Financial Times ManagementISBN-10 0273655418 ISBN-13 9780273655411

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John Hayes 2014 The Theory and Practice of Change Management Palgrave MacmillanISBN-10 1137275340 ISBN-13 9781137275349Nigel Slack 2014 Operations Strategy, 4th edition Trans-Atlantic PublicationsISBN-10 1292017791 ISBN-13 9781292017792Jay Heizer 2010 Operations Management Pearson Education (US)ISBN-10 0135111439 ISBN-13 9780135111437Jay Heizer 2013 Principles Of Operations Management Pearson Education LimitedISBN-10 027378708X ISBN-13 9780273787082Nigel Slack 2011 Essentials of Operations Management with Myomla Pearson/EducationISBN-10 0273756192 ISBN-13 9780273756194Lee J. Krajewski 2010 Operations Management Plus MyOMLab Access Card Pearson Education LimitedISBN-10 1408258307 ISBN-13 9781408258309Harold R. Kerzner 2013 Project Management: A Systems Approach to Planning, Scheduling, andControlling WileyISBN-10 1118022270 ISBN-13 97811180222762011 Project Management: The Management Process McGraw HillISBN-10 0071289291 ISBN-13 9780071289290Quentin Brook 2014 Lean Six Sigma and Minitab (4th Edition): The Complete Toolbox Guide for BusinessImprovement OPEX Resources LtdISBN-10 095468138X ISBN-13 9780954681388Richard J. Schonberger 2007 Best Practices in Lean Six Sigma Process Improvement WileyISBN-10 0470168862 ISBN-13 9780470168868John S. Mitchell 2015 Operational Excellence: Journey to Creating Sustainable Value WileyISBN-10 1118618017 ISBN-13 9781118618011Andre Francis 2014 Business Mathematics and Statistics Cengage Learning EMEAISBN-10 1408083159 ISBN-13 9781408083154



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BUST07035Work-based Project

Short Title Work-based Project

Full Title Work-based Project


Coordinator Mary Nestor Department Business, Humanities and Tech


Module DescriptionThe aim of this module is enable students to use the knowledge, skills and competence gained in othermodules and apply them in their own work environment. Students will focus on work-based issues orproblems which have the potential to contribute to their own personal and supervisory development. Themodule 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 toquestion, understand, reflect and gain insight into how to act in the future in relation to their specific projecttopic.


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 / outputsfrom this process;5. Demonstrate the ability to engage in reflective practice and critically evaluate their learning from anindividual and organisational perspective.

Teaching and Learning StrategiesStudents will receive guidelines on selecting an appropriate work-based issue, writing and structuring theWBL project and will have ongoing supervision and feedback through the various stages of submission forthis module.

Assessment StrategiesThe module assessment is designed to assess the student's knowledge and understanding of programmeconcepts in the application of these to their work environment. It is based on 100% continuousassessment. Students choose a topic or issue, in which they identify an opportunity for the application oflearning 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 Created By Academic Module Manager for Galway Mayo Institute of Technology

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, theirunderstanding of scope and constraints in completing the project and in their management of theprogress. Implementation may include a usable tool / solution / improvement which can be applied in theworkplace. 3. Reflection and evaluation (30%) Students are assessed on their ability to reflect on theirlearning and the application of this to their project. Students are assessed on their evaluation of theirproject on different dimensions and the insight generated as a result of their experience. This is formativein nature in that feedback they receive from (1) Problem identification and (2) Planning is developmentallyuseful to the student and designed to facilitate further learning in the completion of the project.

Repeat Assessment ProceduresA similiar assessment can be assigned as a repeat assessment, with the approval of the lecturer.

Module Dependencies


Indicative SyllabusProblem identification Analysing and describing a problem, identifying measures of progress,anticipating challenges. Planning & Implementation Identifying project tasks, initiating action, identifyingproject scope and boundaries, time−based completion. Generating outputs/ solutions to organisationalissues where appropriate. Reflection Using reflection to improve professional practice − critical incidenttechniques, learning diaries, identifying best and worst aspects of the the learning experience. EvaluationEvaluating for different purposes, developmental aspects and individual learning, judgemental and valueto the organisation, short−term versus long−term impact, generation of insight.





WBL project: Problem description and analysis 1 30 Week 19WBL project: Planning 2,4 40 Week 25WBL Reflection &amp:::: Eval: Report andPresentation 3,4,5 30 Week 37


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ACCS Mode Workload











Workshop Not Specified Tutorial 1 Monthly 0.25








Module Resources

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Module Book ResourcesNoneModule Alternate Book ResourcesNoneModule Other ResourcesRigg, 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 ResourceManagement Journal International Journal of Human Resource Management People ManagementPersonnel Review

Irish Journal of Management

Module URLshttp://www.cipd.ie http://www.cipd.co.uk

http://www.iamireland.ie/

http://www.hsa.ie/eng/

Additional InformationNone

ISBN BookList

Book DetailsEdmonstone, J. 2003 The Action Learner's Toolkit GowerKaye, R. :-:- Hawkridge, D. 2003 Learning :-:- Teaching for Business Kogan PagePedler, M. 2008 Action Learning for Managers Ashgate PublishingRaeline, J. 2008 Bridging Knowledge and Action in the Workplace WileyTeare, R., Ingram, H., 2002 Learning at Work Emerald Publishing GroupWeinstein, K., 1998 Action Learning: A Practical Book Ashgate PublishingCostley, C., Elliot, G.C., Gibbs, P., 2010 Doing Work Based Research Sage



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