46724 Courses

Nowadays not only do we rely on our commercial and sales staff to hit that bottom line but we expect our engineers and project teams to play their part too - not only through their engineering and management skills but by behaving in a commercially minded way in their dealings with their counterparts in customer or supplier organisations. This means understanding, amongst other things, the issues surrounding the commencement of work ahead of contract, having a clear contract baseline, recognising the broader implications of contract change, the need for timeliness and the consequences of failing to meet the contracted timetable. This practical one-day programme has been designed specifically to give engineers, project staff and others just that understanding. The course is designed principally to provide engineers and project staff with an appreciation of contractual obligations, liabilities, rights and remedies so that they understand the implications of their actions. It is also suitable for business development staff who are negotiating contracts on behalf of the business. The main focus of the day is on creating an awareness of when a situation may have commercial implications that would harm an organisation's business interests if not recognised and handled appropriately and how taking a positive but more commercial approach to those situations can lead to a more positive outcome for the business. As well as providing an understanding of the commercial imperatives the day also focuses on specific areas affecting engineers and project staff, such as the recognition and management of change, the risks when working outside the contract and managing delays in contracts. The course identifies the different remedies that may apply according to the reasons for the delay and provides some thoughts on pushing back should such situations arise. On completion of this programme the participants will: appreciate the need for contractual controls and will have a better understanding of their relevance and how they can be applied, particularly the issues of starting work ahead of contract, implementing changes and inadvertently creating a binding contract by their behaviour; have gained an understanding of the terminology and procedural issues pertaining to contracting within a programme; and be more commercially aware and better equipped for their roles. 1 Basic contract law - bidding and contract formation Purpose of a contract Contract formation - the key elements required to create a legally binding agreement Completeness and enforceability Express and implied terms Conditions v warranties The use of, and issues arising from, standard forms of sale and purchase Use of 'subject to contract' Letters of intent Authority to commit 2 Change management Recognising changes to a contracted requirement Pricing change Implementation and management of change 3 Key contracting terms and conditions By the end of this module participants will be able to identify the key principles associated with: Pricing Getting paid and retaining payment Cashflow Delivery and acceptance Programme delaysExamining some reasons for non-performance...Customer failureContractor's failureNo fault delays ... and the consequences of non-performance: Damages claimsLiquidated damagesForce majeureContinued performance Waiver clauses and recent case law Use of best/reasonable endeavours Contract termination 4 Warranties, indemnities and liability Express and implied warranties Limiting liability 5 Protection of information Forms of intellectual property Background/foreground intellectual property Marking intellectual property Intellectual property rights Copyright Software Confidentiality agreements Internet

The leadership role of the project manager is increasingly recognised as a key determinant in delivering success. These skills can often be critical in project situations, where tight budgets and deadlines demand the highest levels of team performance and where the working environment presents fresh challenges on a daily basis. This programme focuses on the leadership skills required of project managers and will benefit anyone involved in managing projects large or small wishing to extend or enhance those skills. The objectives of this programme are to help the participants: Understand the significance of leadership skills to the project manager and the impact of these skills on project performance Review the key skills needed to be an effective 'multi-dimensional' project leader and learn how to develop, adapt and apply them in practice Learn how to identify the preferred leadership style for the context and organisational culture of a project and how to develop personal style versatility Understand the role of the project leader in building an effective team and the skills required to promote and sustain team performance Gain a better understanding of the interpersonal skills needed to motivate individual team members and harness the full potential of the team DAY ONE 1 Introduction Aims and objectives Personal objectives 2 Project management and leadership What is a leader? How much can leadership be learned? The project environment and the impact of leadership skills The characteristics of high performance project teams and their leaders 3 Principles of effective leadership Some useful models and theories of leadership explored Types of leadership; choosing how to use leadership power Evaluating personal leadership style; how to develop style flexibility 4 Syndicate case study: Leadership in action Review of the role of leadership in a contemporary project Feedback and plenary discussion: effective project leadership 5 Team exercise: Leadership skills of the project manager Teams compete in performing a project simulation Project review and feedback Discussion of the outcome: role and skills of the project leader 6 Leadership skills for project managers The 3 dimensions of project leadership: inwards, outwards, and upwards The vital role of communication skills and how to develop them Developing a 'project vision': strategic thinking skills Understanding others; emotional intelligence skills Being a visible leader; behavioural and influencing skills Building effective relationships; the importance of trust and respect DAY TWO 7 Leading the project team The role of leadership in developing team performance Understanding individual strengths; recognising team role preferences Managing conflict and promoting positive team dynamics Setting standards, maintaining discipline and rewarding performance Harnessing team potential: building motivation within the team Promoting team learning; the team leader as coach / mentor 8 Leading through the organisation Gaining the support others; developing effective influencing skills Getting empowerment from key stakeholders Knowing when and how to take the initiative and lead Building and maintaining rapport with key partners Becoming an effective team player in leadership teams Becoming a business leader; leading colleagues and co-workers 9 Team exercise: Leadership and negotiation Teams engage in a negotiation exercise Exercise review and feedback Discussion of the outcome: negotiation skills of the project leader 10 Negotiation skills for project leaders Characteristics of effective negotiators Classic problem behaviours and mind-sets to avoid Getting to win-win; building partnership and trust 11 Leading more senior stakeholders The challenges and skills of leading and managing upwards Communicating with more senior stakeholders; building credibility Negotiating upwards: knowing when and how The role of networking skills; building and maintaining rapport Handling disagreements; the art of diplomacy Handling personality and style conflicts with more senior people

Did you know 1 in 4 people in the UK are likely to experience mental health problems each year? Mental health is just as important as physical health, yet whilst we know how to take care of our own physical health, many people do not know how to support relatives, friends and even colleagues who are experiencing poor mental health. By developing a greater understanding of common mental health issues, as well as how best to support and guide someone to professional help, you can help further reduce the stigma associated with mental health in the UK. The QA Level 3 Award in Mental Health First Aid in the Workplace (RQF) is a regulated and nationally recognised qualification that has been specifically designed for those who would like to raise their awareness of mental health, develop an understanding on how best to support, reassure and signpost colleagues to professional support. What’s more, candidates will develop the knowledge, skills and confidence to actively promote positive mental health within their workplace, making it an ideal qualification for mental health champions/first aiders, human resources, managers, supervisors and team leaders. What’s Covered? Understanding mental health and its importance The roles and responsibilities for mental health in the workplace Importance of own wellbeing as a mental health first aider Common mental health conditions, including: Characteristics and features Work-related stress Anxiety Eating disorders Depression Post-traumatic stress disorder (PTSD) Obsessive compulsive disorder (OCD) Phobias Bipolar Self-harm Psychosis Suicide Promoting positive mental health first aid in the workplace Best practice for employers Mental health first aid at work action plan Appropriate coping strategies How employers can provide support to employees in the workplace Assisting those off work or returning to work Procedures to support employees who are off work whilst experiencing poor mental health Types of support available both locally and nationally

'Selling' doesn't work. You've got to help customers buy. And that means engaging with the customer in a positive way, showing that you understand their requirement and giving them confidence that your product or service is the best possible way of meeting that requirement. This may sound painless but there's more to it than meets the eye and it's all too easy to get it wrong. You need to follow a process. This programme will help participants: Understand 'how buyers buy' and align their selling activities accordingly Recognise the difference between 'latent pain' and 'active vision' opportunities Conduct effective pre-call planning and research Stimulate interest and establish credibility with your prospects Get prospects to share / admit high priority pain Engage in consultative dialogue that promotes the differentiating strengths of your offerings Gain access to 'power' people within an opportunity Effectively qualify and disqualify opportunities based on objective decision criteria Better control and manage sell cycles Improve their chances of winning competitive opportunities Shorten sales cycles and avoid 'no decision' Negotiate the steps leading to a successful sale 1 An introduction to selling Understanding the key points that encourage a customer to purchase from us The difference between consultative selling and a transactional sale Understanding the roles that trust and empathy play in a sale Understanding how tricks and manipulation can sink a sale Vital pre-meeting research that must take place before a conversation Understanding how the customer sees us and why positioning is important 2 Structuring the sales conversation process Defining a set process for structuring a sales call with a chance to demonstrate understanding How the first minute of a conversation can destroy a sale Understanding BPO objectives for a sale How a step-by-step sales conversation process helps win more sales Understanding the mis-match between the customers buying process How our sales processes can lead to mistakes 3 How and why people buy An insight into the emotional factors behind how people arrive at purchasing decisions Using research from neuroscience that shows how sales people can really make mistakes Understanding how people make decisions about larger purchases Understanding the stakeholders in companies and their buying motives How to analyse the stakeholders and determine a win-plan 4 Understanding the funnel Studying the sales and buying process to understand the ratios of sales to prospects and better forecasting Understanding the role of forecasting in sales analysis Why many forecasts are nearly always wrong Understanding the stages of a sales process How 'verifiable outcomes' can really change forecasting 5 Questioning techniques Understanding the different questioning techniques and when they should be used Using the 'knowledge tree' as a framework for questioning Understanding the use of real empathy to help customers uncover their needs How effective research can really empower your questions How to ask 'high gain' questions How to ask difficult questions without feeling intrusive 6 Features and benefits How to practically apply them in a sales scenario How to align the benefits to customers' business goals Really understanding the difference and how to demonstrate true economic benefits to a customer How to discover business goals, and align value propositions to these How to craft an effective value proposition for a customer Using the SAR storytelling method to really engage customers to align their thinking patterns Using the latest neuroscience research that explains what customers are really thinking 7 Overcoming objections How 'confirmation bias' can hinder any sales conversation How the CLARA method of responding to customer concerns can dramatically improve the chances of customers responding to us in a positive way Practising the method to become comfortable and congruent with it 8 Closing the sale A deep dive into what closing is How different sales have different closes How too many closing methods can destroy a sale How to lead up to a close with a logical sequence of questions Using the ACSAT trust method of closing A clear methodology with a chance to practise the skills in a fun way

Free online MS Awareness training session for professionals

build your creative portfolio in preparation for university portfolio submissions

Learn how to work with and connect multiple data sets to effectively analyse and report on data. Course overview Duration: 1 day (6.5 hours) Within Excel you have some powerful features to enable you to connect and analyse multiple data sources. Power Query enables you to import and manipulate your data, Power Pivot enables you to connect multiple data sources and create pivot tables and pivot charts from them. This course is an introduction to Power Query and Power Pivot in Excel to get you started on creating a powerful reporting capability. Knowledge of working with Excel workbooks and relational databases would be an advantage. Objectives By the end of the course you will be able to: Import data from multiple data sources Edit and transform data before importing Add extra columns of data Append data Merge data from other tables Create data models Build data relationships Build Pivot Tables Build Pivot Charts Use Slicers and Timeline Filters Content Importing data Data sources Importing data Transforming data Editing your data Setting data types Removing columns/rows Choosing columns to keep Setting header rows Splitting columns Appending queries Appending data from other tables Adding text Columns from example Custom columns Conditional columns Merge queries Setting up and using merge queries Merging in columns of data Creating a data model The data model Multiple data tables Connecting tables Building relationships Relationship types Building visuals from multiple tables Analysing information using pivot tables Creating and modifying a Pivot Table Recalculating the Pivot Table Filtering the Pivot Table Searching the Pivot Table Drilling down to underlying data Customising field names Changing field formatting Pivot charts, slices and timelines Creating Pivot Charts Adding and using Slicers

Total Accounting Courses It is a comprehensive practical accountancy training programme designed to build the bridge between knowledge and practical aspects of accounting and tax. With this programme various modules of tax and accounting are covered as well as Computerised based Accounting & Payroll. After completion of the modules you will have the chance to get hands on practical work experience which will open the door for lucrative Accounting, Tax & Payroll sector. Duration Accountancy Training: 10-12 Weeks (Weekdays/weekend/Evening) Accounting Work Experience 3 Months after the training You can start anytime of the year. The training takes place once each week. Once you finish your training modules then you can start job placement. What accounting jobs will I qualify for? Tax advisor Tax consultant Payroll Consultant Finance Officer Financial Accountant In these roles, you could earn up to £42,000 per annum (source: reed Salary Checker, UK Only). Benefits for Trainees Completion of this training will open new doors to exciting careers, as well as extending current skills if you are currently employed Free Job Placement(optional) Start your own accountancy Practice Work in a wide range of businesses Update your knowledge on tax and accountancy Improve your employability prospects A career path into tax and accountancy Ideal Continuing Professional Development course Gain a qualification to boost your CV Start your training soon without having to wait long for the new term to begin Free Tablet PC when paying in full upfront Gain Verifiable CPD Units Accounting Courses Contents Advanced Excel Bookkeeping VAT Training - Preparation and Submission Personal Tax Return Training Company Accounting and Tax Training Sage 50 Accounting Training Sage Payroll Training Accounting work experience (optional)

Learn how to use OneNote to create, organize and populate electronic notebooks. Course overview Duration: 4 hours OneNote is a digital notebook and can be a great way to easily take notes. Whether for meetings, on training courses or to help with to do lists. It works very much like it’s paper copy equivalent but, of course, with lots of enhanced features. Its integration with Outlook and the other office applications means you can easily take notes and link them to documents meeting details and then email them out. You can even add audio and video notes as reminders. Objectives  By the end of the course you will be able to: Create and manage notebooks Add contents Tag and prioritise content Create notes from other applications Create To Do Lists and integrate into Outlook Content Using OneNote Creating notebooks Creating sections and pages Formatting pages Using page templates Creating page templates Reordering sections and pages Deleting sections and pages Creating OneNote content Adding text Bullet lists Adding tables Adding images Adding drawings Adding links Adding audio and video notes Tagging Tagging Creating custom tags Creating to-do lists Searching and filtering for tags Notes Creating quick notes Filtering them in OneNote notebooks Linked notes Outlook integration Linking to tasks in Outlook Flagging notes for follow up Inserting Outlook meeting content Taking minutes Emailing OneNote pages Send emails to OneNote

Getting Started Enhance your career and earn the highest qualification available in business and management. The Doctor of Business Administration taught and awarded by the University of Central Lancashire is designed for senior managers and consultants who wish to learn and earn an advanced administration level while working full-time. DBA is a demanding research-based programme suitable for candidates pursuing higher-level business administration qualifications after an MBA. This programme provides a solid foundation in various aspects of business, including management, marketing, finance, and operations. Students can expect to gain practical insights into real-world business scenarios, enabling them to make informed decisions and solve complex problems effectively. You're learning journey will include: Lectures and guided reading. Active group work. Case studies. Videos. Reviews of current events and student presentations. You'll develop applied research skills as you evaluate industry-related problems critically. Throughout the programme, students receive support from experienced academics and industry professionals who provide guidance and feedback on their research projects. The programme is delivered through online webinars and independent study, allowing students to balance their studies with work and personal commitments. Doctor of Business Administration is awarded and delivered by the University of Central Lancashire. School of Business and Technology London partners with Chestnut Education Group to promote this Doctor of Business Administration programme.  About Awarding Body Founded in 1828, the University of Central Lancashire is a public university based in Preston, Lancashire, England. Today, UCLAN is one of the largest in the United Kingdom, with a student and staff community of nearly 38,000. At present, the University has academic partners in all regions of the globe, and it is on a world stage that the first-class quality of its education was first recognised. In 2010, UCLAN became the first UK modern Higher Education institution to appear in the QS World University Rankings. In 2018, the Centre for World University Rankings estimated Central Lancashire to be in the top 3.7 per cent of all global universities, highlighting the growth the University has made in offering students real-world learning experiences and reflecting the University's extensive pool of academic talent. Ranked in the top 7% of universities worldwide. Student Communities from more than 100 countries WES Recognised Qualifi is a UK Government (Ofqual.gov.uk) regulated awarding organisation and has developed a reputation for supporting relevant skills in a range of job roles and industries, including Leadership, Enterprise and Management, Hospitality and catering, Health and Social Care, Business Process Outsourcing and Public Services. Qualifi is also a signatory to BIS international commitments of quality. The following are the key facts about Qualifi. Regulated by Ofqual.gov.uk World Education Services (WES) Recognised Assessment Assignments and Project No examination Entry Requirements Applicants should normally have a Master's degree or equivalent and work in or have recently worked with in business administration. If English is not your first language, you will be expected to demonstrate a certificated level of proficiency of at least IELTS 6.5 (Academic level) or equivalent English Language qualification. Progression Upon completing the doctorate programme, learners will possess the necessary skills and knowledge to pursue various career opportunities in administration, management research, etc. One can choose from various positions upon successfully completing a DBA. Some of the most notable career paths are Professor and Postdoctoral Researcher, Market Research Analyst, Economic Analyst, etc. Learners must request before enrolment to interchange unit(s) other than the preselected units shown in the SBTL website because we need to make sure the availability of learning materials for the requested unit(s). SBTL will reject an application if the learning materials for the requested interchange unit(s) are unavailable. Learners are not allowed to make any request to interchange unit(s) once enrolment is complete. Structure Phase 1: Qualifi Level 8 Diploma in Strategic Management and Leadership Programme Structure The course is structured around eight mandatory units, encompassing various topics aligned with learning outcomes. Each unit holds a value of 20 credits. Learners can participate in lectures and workshops to familiarize themselves with the subject. Attaining a total of 160 credits by completing all units is a prerequisite for the issuance of the Diploma. Unit 800: Leadership Qualities and Practice Unit code: A/506/9126 This unit delves into the connections between leadership and management within strategic operations. It scrutinizes various leadership styles, their underlying principles, and associated concepts. The unit also investigates methods to assess and enhance team performance to achieve strategic business and operational goals. Additionally, it encompasses the interplay between strategic management and leadership, containing crucial leadership principles, theories, and their alignment with organizational strategy. Unit 701: Research Methods Unit code: Y/506/9134 The objective of this unit is to enhance the learner's knowledge and comprehension of academic practices and research methodologies. It employs a problem-based learning approach to cultivate practical proficiency in areas relevant to educational practice and research in business and management. Unit 801: Personal Leadership Development as a Strategic Manager Unit code: F/506/9127 This unit focuses on the strategic leadership skills essential for directors and senior managers to effectively guide international organizational strategic initiatives, collaborating with partners, buyers, suppliers, customers, and competitors. Unit 802: Strategy Development in Cross Border and Global Organisations Unit code: F/506/9130 This unit tackles formulating strategies for cross-border or global organizations, which encounter complexities stemming from political, religious, cultural, and social differences, as well as the management of organizations operating within specific country boundaries. Unit 803: Strategic Planning for Cross Border and Global Organisations Unit code: L/506/9132 This unit scrutinises the diverse influences and effects on cross-border or global organisations and how they contribute to the development of successful strategies and the mitigation of risks. Unit 804: Strategic Direction in Cross Border and Global Organisations Unit code: R/506/9133 This unit provides senior strategic managers with the opportunity to delve into the influences and effects of cross-border and global policy and strategy. It aims to facilitate enhancements in establishing direction, shaping the approach, and forecasting the success of cross-border or worldwide policy and procedure. Unit 805: Strategic Communication Unit code: L/506/9129 The unit aims to develop the ability to critically assess and appreciate the impact of media on international organisations. It considers stakeholders, political and pressure groups, as well as the part played by media owners. Unit 806: Culture and its Impact on Strategy Unit code: J/506/9128 This unit strives to foster a profound comprehension of the intricacies faced by internationally operating organizations and how this impacts the strategy development process. It employs well-reasoned and thoroughly researched perspectives to cultivate alternative viewpoints.   Phase 2 - Doctor of Business Administration Programme Structure Stage 1 - Taught component The Reflexive Practitioner Management, Rhetoric, Policy and Practice Research Methodologies and Design Qualitative Research Methods Quantitative Research Methods Accordion Title Stage 2 - Research component The Reflexive Practitioner     Delivery Methods The Doctor of Business Administration is awarded and delivered by the University of Central Lancashire. This doctorate from the University of Central Lancashire is offered as a block teaching and research programme. The DBA will run at the Preston Campus of the University. You'll have full access to the Library and information resources of the University throughout the DBA and may use all social, cultural and sports facilities of the University. Stage 1 - Taught component The DBA Taught Programme consists of six taught modules, each being completed through a four-day intensive workshop plus a period of private study both before and after the workshop. During Stage 1 you will develop critical and reflective skills at doctoral level, through the requirement to think conceptually, apply critical thinking, and reasoning skills and to challenge orthodoxy relating to the body of knowledge and research relating to Management and Organisation. Action learning is incorporated within the study sessions and is an important and distinctive feature of our DBA. You will work in sets or small development groups with fellow participants throughout the programme and also develop your skills as a critical and reflective learner. Stage 2 - Research component The DBA Research Programme - as part of the development process of your DBA project, you will have worked with the DBA staff to agree a suitable supervisory team, including a Director of Studies. This team will work with you throughout Stage 2 helping you to design and implement your own particular DBA project. This will normally take two years working on a part-time basis although you may choose to work at a pace that requires more time and you may therefore take up to five years. Resources and Support School of Business & Technology London is dedicated to offering excellent support on every step of your learning journey. School of Business & Technology London occupies a centralised tutor support desk portal. Our support team liaises with both tutors and learners to provide guidance, assessment feedback, and any other study support adequately and promptly. Once a learner raises a support request through the support desk portal (Be it for guidance, assessment feedback or any additional assistance), one of the support team members assign the relevant to request to an allocated tutor. As soon as the support receives a response from the allocated tutor, it will be made available to the learner in the portal. The support desk system is in place to assist the learners adequately and streamline all the support processes efficiently. Quality learning materials made by industry experts is a significant competitive edge of the School of Business & Technology London. Quality learning materials comprised of structured lecture notes, study guides, practical applications which includes real-world examples, and case studies that will enable you to apply your knowledge. Learning materials are provided in one of the three formats, such as PDF, PowerPoint, or Interactive Text Content on the learning portal. How does the Online Learning work at SBTL? We at SBTL follow a unique approach which differentiates us from other institutions. Indeed, we have taken distance education to a new phase where the support level is incredibly high.Now a days, convenience, flexibility and user-friendliness outweigh demands. Today, the transition from traditional classroom-based learning to online platforms is a significant result of these specifications. In this context, a crucial role played by online learning by leveraging the opportunities for convenience and easier access. It benefits the people who want to enhance their career, life and education in parallel streams. SBTL's simplified online learning facilitates an individual to progress towards the accomplishment of higher career growth without stress and dilemmas. How will you study online? With the School of Business & Technology London, you can study wherever you are. You finish your program with the utmost flexibility. You will be provided with comprehensive tutor support online through SBTL Support Desk portal. How will I get tutor support online? School of Business & Technology London occupies a centralised tutor support desk portal, through which our support team liaise with both tutors and learners to provide guidance, assessment feedback, and any other study support adequately and promptly. Once a learner raises a support request through the support desk portal (Be it for guidance, assessment feedback or any additional assistance), one of the support team members assign the relevant to request to an allocated tutor. As soon as the support receive a response from the allocated tutor, it will be made available to the learner in the portal. The support desk system is in place to assist the learners adequately and to streamline all the support process efficiently. Learners should expect to receive a response on queries like guidance and assistance within 1 - 2 working days. However, if the support request is for assessment feedback, learners will receive the reply with feedback as per the time frame outlined in the Assessment Feedback Policy.