Teaching English as a Second Language Course The UK has a significant number of visitors & residents whose primary language is not English, resulting in ever-expanding opportunities for teachers of English as a second language. With the growth of English as the international language of business & communication these teachers are now finding themselves stretched to capacity.  About Teaching English This course will enable you to pass on your own skills & knowledge to start your career in this fascinating subject. ...

Teams & Groups Course What is the difference between a team & a group? You may be wondering why such an apparently pedantic question is asked. However, the distinction between a team & a group has many implications for organisations &, in particular, the role of the manager, & is therefore worth exploring in some detail. In this course, we shall explore the development of a collection of individuals who are gathered together from different parts of an organisation in order to fulfil the aspirations of senior management in pursuit of business excellence. Everyone at work, whether they be a typist or a managing director, has, at some stage, to work with others in a group. This may be a permanent group (such as a small department) or it may be a group which meets infrequently & which changes from time to time. After participating in this course, you should be able to: describe group processes identify the stages of team development recognise the characteristics & key abilities of effective teams distinguish between effective teams & co-operative groups describe the roles people play in teams recognise the ways of resolving conflict discuss factors which influence meetings positively identify behaviour which helps decision making. In working through this session, you will practise the following BTEC common skills: Managing & Developing Self  Working with & Relating to others  Communicating  Managing Tasks & Solving Problems  Applying Numeracy Applying Technology Applying Design & Creativity ...

Technology & Flexibility Course Technology as a means to facilitate the production of goods & services has always been with us. Technology describes systems of production on which all human beings depend, to a greater or lesser extent. These systems range on a continuum from the very primitive basic tools to the very sophisticated micro-electronics. Our focus in this course is on technology & technological change during the twentieth century within industrialised societies. We look at the dominant production systems & their effects upon people who work with them. In particular, we examine some of the debates concerning the major twentieth century technological development within the workplace. This is the system of mass production, or extreme specialisation, & its implications for workforce & management. We look at the technological developments which may supersede mass production & the controversies concerning these developments. We start with the problem of definition & then move on to a consideration of Fordism. We look at the concept of alienation in relation to technology & the important contribution of the American researcher, Blauner. We then go on to deal with post-Fordism & flexible specialisation. Finally, we examine new technology & its impact upon manufacturing & the office. After participating in this course, you should be able to: define technology & identify different types of mechanisation. identify some of reasons for technological change. describe what Durkheim identified as the fundamental differences in technological & social organisation between a pre-industrial & an industrial society. describe the impact of division of labour upon an industrial society. define Fordism & outline its production system. identify the advantages, drawbacks & limitations of Fordism. relate Marx's concept of alienation to work in modern technological settings. describe the work & conclusions of Blauner on alienation, along with some assumptions & limitations of technological determinism. explain the relationship between control, de-skilling & technological change in labour process theory, & identify some of the theory's limitations. identify in a contemporary industrial example the characteristics of post- Fordism. describe how work & technology are developing in the view of flexibility theorists, the reasons they see for this, & the likely effects for employees & organisational management. describe some criticisms of flexibility theory & outline some of the drawbacks & limits to flexibility. describe the characteristic features of new technology. explain how new technology can increase skill requirements & improve the quality of working life. describe convergence theory & its implications in basic terms. ...

Technology & Knowledge Management Course We are living in an ‘ Information Economy.’ As economies matured & developed from agricultural to industrial & then service & knowledge-based, the demand for information increased. The Industrial Revolution increased the need for information. Manufacturing began to be carried out on a large scale in factories by organised companies. This created a need for information for internal control for managers & on company performance for investors. Today, a modern organisation must produce financial & performance information for investors & managers, regulatory information for government agencies & personnel information as well as information for many other interested bodies, but it needs information to manage & control its operations. The information-intensive needs of managers cover many areas from individual information on specific customers to strategic information for a corporate takeover. Globalisation has increased the need for information by making the management task more complex, often requiring the co-ordination of staff & tasks in different countries. Development of economies has seen the production of more information-intensive & knowledge-intensive products such as computer software. The assets of companies such as Microsoft may be comprised largely of the value that stock markets place on their intangible assets of information & knowledge (intellectual capital). Tom Stewart (1991) describes intellectual capital as, ‘patents, processes, management skills, technologies, information about customers & suppliers & old-fashioned experience.’ Added together this knowledge is intellectual capital. On completion of this module you will be able to: Demonstrate a thorough understanding of the role of information in the business environment. Appreciate the need for skills & knowledge in the use of information for supporting decision-making. Effectively use & evaluate database systems for business decision-making. Develop the ability to specify suitable information systems for effective knowledge management. ...

Technology in Business Course This programme is designed for people seeking to understand & apply the Information Technology a businesses. The course is particularly suited to staff & managers who wish to consider the best use of IT, specify equipment & software, & implement good-housekeeping measures. At the end of the course you will be able to: Define what business tasks a personal computer can perform Describe the benefits of a variety of computer applications Draw up a

Specification for hardware, software & peripherals Compose a business case for the use of IT in business Understand the importance of data security Draw up a housekeeping schedule for managing data & files Evaluate the benefits of using spreadsheets & accounting packages Determine a reporting structure for computerised accounts

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Telemarketing Professional Course Call centres & telemarketing operations are constantly advertising for trained professionals, who can use the phone confidently on behalf of their customers, to ring up profits. This course is designed to give you the skills & techniques you need to become a well-paid telemarketing professional, working from home or a call centre. You will develop a call structure which you can apply to thousands of commercial applications. ...

The Development of Chronic Pain Course In this course we look at the development of chronic pain. We start by looking at how different types of pain are transmitted: in particular, we look at the role played by peripheral sensitisation & hyperalgesia in transmitting chronic pain. We then consider the role of a range of chemical mediators in transmitting pain. Next, we look at drugs that relieve pain by sensitising the nociceptors. Finally, we consider the issue of central sensitisation to pain, & consider the problem of peripheral nerve damage. ...

Pharmacology of Pain Course In this course we look at the pharmacology of pain control. We start by defining the most important terms used in the course, then go on to discuss an important group of drugs
- the non-steroidal anti-inflammatory drugs or NSAIDs. We consider the mechanisms of NSAIDs, their therapeutic uses & some of the side effects which can be associated with them. Next, we discuss the use of opioids: how they work, their pharmacological properties, their effects, their therapeutic use & the problems of tolerance, withdrawal & dependence. Finally, we consider the use of some other drugs to relieve pain.
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Practice of Pain Management Course In this course we look at the management of pain. We start by considering the World Health Organisation analgesic ladder of pain management. We then look in more detail at the use of drugs in pain management & we consider drug dependence & "the pain habit". ...