Module Booklet Course:EDEXCEL BTEC Group: Ed excel HND Group Module:Unit 23 –Human Resources Development Module type: Optional Module Code:J/601/1269 Module Credit: 15 Teaching Period: (15+6 weeks) QCF Level: 5 Contact Hours: (21*3 = 63) Lecturers: 15 weeks Assignment Support: 3 week Feedback and assessment: 3 weeks Module leader: Mr Peter Emelone Lecturer: Magdalena Wronska Start date:29/09/14 Day: Tuesday / Thursday Time: 10.00-13.00 / 14.00-17.00 Term:Spring Term CONTENTS 1. INTRODUCTION
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Section 5 School Examples, Student Case Studies, and Research Examples • School Examples, page 5.3 – School-Wide Screening, page 5.4 – Progress Monitoring, page 5.5 – Tiered Service Delivery, page 5.9 – Data-Based Decision Making, page 5.13 – Parent Involvement, page 5.16 – Resources, page 5.22 August 2006 Overview In November 2002, the United States Department of Education requested that the National Research Center on Learning Disabilities (NRCLD) identify, describe, and evaluate the
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Clinical Planning BSN July 09- Clinical Practice VI Roster | Clinical Learning Outcome | Clinical Plan Activity | 3rd-Sept- 12 OctoberGroup 3: - 4 BSN with 7 DIN studentsWeek 13rd -7th Sept Week 210th-14th SeptGroup 1: - 4 BSN with 7 DIN studentsWeek 317th- 21st Sept Week 424th-28th SeptGroup 2 : - 4 BSN with 7 DIN studentsWeek 51st-5th Oct Week 68th-12th Oct15 October-23 NovemberBSN July ‘09Ward 5 Surgical/Eye/ENT Clinic15 Octo-26 OctGroup 1-7 StnGroup 2- 8 StnWard 10 Medical /Hemodialysis29
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Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies
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areas of interest: Module 1: Basics of Corporate Strategy Module 2: Competitive Rivalries Module 3: Managing Strategic Change Module 4: Academic Research on Strategy Module 1: Basics of Corporate Strategy extends the frameworks and cases taught in BUAD 497 on “Corporate Strategy”, meaning issues that companies with multiple strategic business units face. We focus on the following issues in this module: 1. 2. 3. 4. The basic tenets of corporate strategy; Diversification and the notion of core competences;
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Slava DMITRIEV Jean-Bertrand LEFEBVRE Sophie HENNEKAM -TREGUIER Inju YANG-McCOURT FORMAT : 3 hours weekly: 1 ½ hr. of lecture, 1 ½ hr. tutorial 2 tutorial groups will follow a weekend seminar format CREDITS : 5 ECTS credits PRE-REQUISITE MODULES: None LEARNING OBJECTIVES : This module is designed to prepare students for their future
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Unit Handbook Applied Management Project (BSS000-6) Induction Week 17th- 21st September 2012 Submission Date: Monday 10th December 2012 MSc Finance & Business Management MSc International Business & Management MSc Marketing & Business Management Contents 1.Background to the unit 2 2.How the AMP works 2 3.AMP induction timetable 4 4.AMP tutorial support 4 5.Handing in the AMP report and reflective report 5 6.Main report
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Journal Entry 1 for Case 426: Blind Infant Case Study, November 30th, 2014. A patient has signed up for a case study for their family and their new born child who has born blind. It has been established that the child is blind as a result from Retinopathy of Prematurity. For those unaware, it is a result from the abnormal growth of blood vessels in the retina. According to the reports from the Maternity ward, the tests came up as clear, but after closer inspection they saw the retina had completely
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Administrator: ssumoodle@ssu.edu Office Hours: Wednesdays on Moodle from 11 – 12 pm ONLINE TIME ESTIMATE: This course requires four (4) hours of online activities every week on Moodle plus an additional 8 hours (minimum) of homework per week. COURSE DESCRIPTION This course provides an introduction to graduate business studies focusing on the applied business research and communication skills necessary to be successful in both an academic MBA program and the current economic environment and
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lecture notes and may not be adequately prepared to participate in class discussions. Case studies, which are an effective way of connecting critical thinking, problem solving, and decision-making to practice (Baumberger-Henry, 2003; Campbell, 2004), enhance students’ participation in class discussions. Conceptual models of nursing provide a unique body of knowledge that can be used to guide construction of case studies and enhance application of didactic course content to nursing practice. Students tend
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