Course in Management in Bermuda

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Management

Universities and colleges set their own admission requirements for higher education courses, so they vary broadly. Depending on the course, graduate student may be able to get into higher education with a range of qualifications. If you're applying to do a Foundation Degree course, you may find that work experience is taken into consideration alongside any qualifications you have. Some higher education institutes and colleges offer Foundation Years as preparation for a certain degree courses. They usually don't result in separate criteria as they simply qualify you to enter the degree program itself. Foundation Years aren't within reach for all degree courses, however.

If you are a strong leader and good at communicating, a master’s program in management could be for you. A master’s in management program will teach you effective management techniques, how to deal with employee issues, and how to make your employees work efficiently.

For higher education students who also want to experience a unique tropical culture, Bermuda is an excellent place to attend school. Located 640 miles off the coast of North America, its mixture of British and Caribbean influences provide a wealth of cultural learning opportunities to complement academic studies.

Top Courses in Management in Bermuda 2017

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Course in Cultural Intelligence

Bermuda College
Campus or Online Full time Part time 2 - 6 days March 2017 Bermuda Hamilton + 1 more

Bermuda College now posits an additional factor. Our research identifies the intercultural perspective as another important factor to consider when managing change in today’s workplace environment: Environmental, Political, Intercultural, Sociological, Technological, Legal, Economic. Hence, the acronym that heralds our Trademark Programme is EPISTLE™. [+]

Best Course Studies in Management in Bermuda 2017. How our program differs… Historically, Workplace Diversity programmes have focused on building awareness of and appreciation for differences in race, ethnic origin, gender, and religious preference. Beyond awareness and appreciation is the need for skill-building in intercultural relations. Our research identifies the intercultural perspective to be, perhaps, the most important factor to consider when managing relationships in today’s global workplace. Our research builds upon the foundations laid by CQ Pioneers Earley, Ang, & Tan (2006), Bucher (2008), and Livermore (2011). To that research, Ridley-Smith (2015), has described the dynamic, iterative model of interchange that should exist between newcomers and their host culture members. This intercultural exchange is so powerful that, when used, it all but guarantees a mutually beneficial and rewarding CQ exchange and organizational outcomes. However, when any of the iterative components are missing, both entities will experience the result of low CQ and diminished organizational effectiveness. As such, this course promotes a symbiotic (SYM-Q™) approach to intercultural relations. The SYM-B™ inventory assesses which among the five focus areas are the strongest and weakest. Our training programmes, consultancies, and coaching will help you to chart a course that will increase your organizational CQ. Members of your organization will conclude, "CQ is for us!" Existing data derived from the researchers listed above indicates that five types of intercultural barriers present the most significant workplace diversity issues. Because we view educational strategies to be the most effective agents in removing intercultural barriers, we offer the following strategies to help you to focus your efforts in these areas: Individual Identity Factors Self-Identity factors detract from organizational effectiveness. FOCUS AREA 1. Role of language, accent, dialect, and non-verbal communication Cross-Generational Communications can create tension between managers and employees. FOCUS AREA 2. Role of multi-generational expectations in working relationships Generations in the Workplace Baby Boomers Gen- Jonesers Gen X Millennials Cultural Identity Factors Cross-cultural collisions can hamper ‘organisational fit’ and assimilation. FOCUS AREA 3. Cultural Intelligence (CQ) strategies to improve working relationships Roles in the CQ Exchange Newcomers Members of Host Culture Environmental Identity Factors Certain expectations and patterns of interaction are dictated by and culture. FOCUS AREA 4. Compatibility between cultural context and individual behaviour Environmental Factors Tightness vs. Looseness Hierarchy Context Assertiveness Time Orientation Profit Orientation Collaborative Ambiguity in position descriptions and job definition can dwarf success. FOCUS AREA 5. Clearly defined job expectations Job Identity Factors Role Clarity Role Novelty Role Conflict The willingness to engage in CQ strategies is key to removing the intercultural barriers and achieving the productivity goals that you desire. Our programme focuses on gaining an understanding of cultural biases and how they influence workplace factors. Manage the culture of change by creating mutual values, codes of behaviour, and well-defined job identity factors. Foster positive interactions, greater productivity, and less ambiguity. Course textbook: Beyond Bricks and Mortar: Building Effective Global Organization (2015) available from Constance Ridley-Smith, Ph.D. course facilitator 441-239-4120 | csmith@college.bm [-]