Location: University of Limerick

Date: 15 days – Wednesday / starting September 7th to December

Cost: 1300 Members; 1500 Non Members (per person)


The programme aims to develop future leaders of this organisation by giving them professional management skills and to increase the organisation’s sustainable competitive advantage and global competitiveness into the future.

There is a strong focus on personal development in this programme and in enhancing a range of managerial competencies.

Programme Outcomes:

On completion of the programme participants will be able to:

  • Understand and appreciate core management principles and theories
  • Apply a range of management skills and techniques to manage themselves and their teams more effectively
  • Demonstrate the ability to utilise social confidence, interpersonal skills, and personal organisational skills in a wide range of settings
  • Control stress and work life balance


Programme Outline


Role of front line manager, Managing Time: establishing objectives, setting priorities and scheduling time; Identification of core management skills; Authority, Responsibility and Accountability; Leadership theories and Managerial Styles; Essential Skills of effective Leadership; Distinguishing Leadership from Management; Formal and Informal aspects of Organisations.


Organisational Behaviour 1

Perception: role stereotyping; Motivation: theories of motivation, relationship between motivation, performance and reward; Job satisfaction:  job design, job rotation, job enlargement, job enrichment; Attitudes:  formation of attitudes, attitudes and behaviour; Group behaviour:  group norms,  differences between groups and teams, Belbin Team Type Roles


Management Information Systems

The course begins with a brief overview of the roles and differences between Data and Information, followed by a consideration of the advantages and disadvantages of IS,  their organisational effects, design and implementation. The course continues with an overview of the impact and effects of specific IS such as databases, customer relationship management systems and Internet technologies. The course concludes with a consideration of the ethical issues potentially associated with IS utilisation in organisations.


Irish Economic Environment

The course begins with a review of the history and characteristics of the Irish economy in terms of its transition to relatively small closed economy to a regional economy with high levels of integration with the global economy.  It covers recent demographic and labour market trends as well as distributional issues including poverty and income distribution.  It proceeds to cover the policy and performance of the agriculture, services and manufacturing sectors.  This is followed by the conduct of supply side policies such as competition and regulation policy.  The course also covers the issues arising from the increased integration of emerging economies such as China as well as developing economies and the challenges posed by their development in terms of different aspects of sustainability including environment, trade and labour market issues.


Project 1

Operational Management V Project Management; The Project Management Process; Project Life Cycle, Roles of the Project Manager, Sponsor, Stakeholders and Team members; Project planning techniques: brainstorming, task boarding, work breakdown structure,  Gantt chart, critical path analysis, risk assessment matrix, capital appraisal techniques.


Management of Change

The Management of Change Process. The nature and importance of change (both minor and paradigm changes), factors forcing change, resistance to change, planned change interventions, models of organisational change to include Lewin and more recent approaches.  Key issues associated with successful change programmes.  The role of organisational culture in the management of change process.


Strategic Management

Strategic management process; strategic management and strategic change; vision; mission and objectives; analysing the business environment; PEST and SWOT analysis; forecasting the environment; scenario planning; strategy creation; changing strategies; strategic thinking and strategic planning.


Organisational Behaviour II

Conflict in organisations:  defining conflict, sources of conflict, conflict handling and resolution;

Group dynamics: inter and intra group conflict, group cohesion and cooperation; Influencing skills: impact of power on influence, sources of power in organisation, management skills in influencing and persuasion; Negotiation skills: negotiating models,  bargaining strategies, developing  negotiating skills; Managing stress: sources of stress; stress management techniques.

Human Resource Management and Development

Overview of the human resource management process; Role and responsibilities of top management, line management and specialist human resource practitioners in the development and implementation of HRM policies and practices aligned to business strategies; Best practice HRM policies and practices; Human resource planning; Performance management and performance appraisal; Recruitment and selection methods; Assessment and development centres;

Grievance and disciplinary procedures; Identification of training and development needs; Design of training sessions; Evaluation of training and development programmes.

Project 2

Develop a project report in an area of relevance to their work; Formulate valid research questions to examine specific management problems; Construct and implement a realistic project research timeframe; Review relevant literature within their project subject area; Develop research methods to investigate subject area; Analyse collected information/data using appropriate techniques; Provide specific recommendations and actions.

Kemmy Business School, University of Limerick  http://www.ul.ie/business/