Posts

DCU Business School Insights: Euro 2016 versus Euro 2012 – Managerial lessons learnt?

Brian Harney, Senior Lecturer in DCU Business School provides insight into managerial lessons learnt as Ireland advance in The European Championships.

Successful qualification for EURO 2016, including memorable results against the world champions are a cause for optimism amongst Irish soccer fans. Martin O’Neill and Roy Keane appear to have crafted a sense of purpose and the beginning of consistency while inspiring or re-invigorating individual performances.  Elevated results have served as a catalyst for Irish fans to (re)gain recognition as, in memorable media commentary, ‘the Aviva finally became Lansdowne Road‘. Overall,  the dynamic duo of O’Neill and Keane have shown they can manage efficiently whilst leading effectively. One can only hope this carries forward so that Euro 2016 proves more memorable and successful than the dreadful disappointment of 2012. If this feat is to be realised lessons must be continuously learnt to avoid succumbing to the type of managerial faux pas characteristic of the Trapattoni reign.

Utilise the full pool of talent available to the best of its ability

There was a growing sense that Trapattoni did not fully engage the talent that was available to him (this included the likes of Wes Hoolahan, Keiran Westwood, James McCarthy, and Darren Gibson who warmed the bench for the entire Euro 2012 tournament). Even where he did pick different players he did not exploit their strengths by deploying them in their best positions. This oversight becomes all the more severe in the context of a small football country like Ireland, where the initial talent pool is already severely limited

Pay attention to detail and keep close to the action

Trapattoni was apparently fond of saying “they are little details, but the little details are very important”. Despite this rhetoric his lack of enthusiasm for attending premiership games and visiting football grounds was frequently commented upon.  Understanding the ebb and flow of a player’s performance in the full context of a game cannot be done remotely via DVDs; there is simply no substitute for being close to the action. It is useful to recollect the story of Jack Charlton visiting Oxford United to see John Aldridge play and being introduced to a player previously not on the radar called Ray Houghton.

Foster inclusiveness accompanied by a unified sense of purpose

From the early guitar incident with Andy Reid, Trapattoni’s reign was characterized by a growing tension, distance and frequent falling out with his own players. Man management was not Trapattoni’s forte. With the legacy of Saipan as the media benchmark for football bust-ups Trapattoni’s failures in player relations might at first seem trivial. However, the list known to have run-ins with Trapattoni suggests otherwise (Kevin Doyle, Stephen Ireland, Stephen Kelly, Marc Wilson, Stephen Hunt Kevin Foley, Darron Gibson, and Shane Long). Rather than constructively engage players for the Irish cause, Trapattoni frequently pursued destructive vendettas which fragmented relations. Stephen Reid was an early regular in Trapattoni’s line-ups but on-going injury problems led to his career being dismissed off hand by the Italian. There also appeared to be limited reward for loyalty or recognition of player’s allegiance and pride in playing for Ireland. Present for over 7 years in every squad when he was fit to play, Kevin Doyle received news of his omission from the squad for the double-header with Sweden and Austria via text message.

Understand the significance of the top management team

It is perhaps no coincidence that the successful years of the Trapattoni reign were those where Liam Brady held the position of Assistant Manager. With expertise on the workings of the FAI and Irish football, vast insights and experience into the English Premier league, coupled with an extensive football network Brady’s value to Trapattoni cannot be underestimated. Indeed, one wonders if in picking Roy Keane as an assistant Martin O’Neill is also attempting to leverage something similar by way of Irish expertise and public association. The  months leading up to June 2016 should offer more insight on the longevity of this fledgling partnership.

Be open to change when required

Trapattoni remained committed to his cautious approach and tactics even when most commentators and fans called for, and ultimately the results mandated, change. He likewise remained loyal to players like Darren O’Dea, Glen Whelan and Paul McShane when their performances at international level were not always deserving of it. More often than not key tactical or player changes were the result of injury or retirements rather than a change in mindset. Notably, in those performances best remembered, including against Italy and France, it has been suggested that the players pursued their own desired approach rather than rigidly adhering to the Trapattoni prescription. Overall, Trapattoni cast a technical shadow over Ireland’s play which served to inhibit creativity and suggested a distrust of his players.

Of course there is an argument that the distance, or even arrogance, of Trapattoni may have been a reflection of a Keanite type quest for professionalism. There are cultural differences likely to be at play here also; Italian football is a patient, technical and slow burning candle, only intermittently lit with the type of gung-ho frenzied excitement or action that Irish fans might expect. Trapattoni also inherited one of the weaker teams of current times, while Thierry Henry had a huge hand in ensuring lady luck was not on his side. In years and in past success Trapattoni is clearly deserving of respect. Nonetheless his desired approach did not result in Irish glory and may have ultimately been self-defeating. Hopefully June 2016 will provide evidence of lessons learnt and progress made. COYBIG.

Posted on LinkedIn by Brian Harney, Senior Lecturer in DCU.

Original post: DCUBS Insight – Managerial Lessons from the Trapattoni Reign

/by

Semester 2 Exam Results 2016

Congratulations to all DCU Business School students receiving their exam results today!

If you are yet to check your results, they can be found at: https://www.examresults.dcu.ie/

On your results page, each transcript will include a grade next to each module which conforms to a particular Result Code i.e P for Pass, F for Fail etc. You will find a glossary of all the Result Codes and what they indicate at the bottom of your results page.

If you have failed an exam, don’t panic! To register for your re-sit exams, a link will be provided on your Student Apps page under ‘My Details’ from 27 June. Registry also have a link with all the relevant information at https://www.dcu.ie/registry/examinations/resits.shtml The re-sit exam period is scheduled to take place from the 8th until the 20th of August inclusive. For more information around important dates see DCU’s academic calendar.

If you have questions or would like to discuss any of the results you receive, two days have been designated whereby you may sit down with the relevant lecturer and your exam paper to discuss your marks. These consultation days are Thursday June 23th and Friday June 24th. If you wish to do this, you should email your lecturer as soon as possible to arrange a meeting with them. Some lecturers may have a feature on loop which you can schedule a consultation day pertaining to the module. Forms for appealing results can be found here.

Only those undergraduate students who have completed their final year will receive a physical transcript in the post, while all others will receive ETranscripts. All postgraduate students will receive a transcript where you have an overall final result for your programme. E-transcripts will be available from your Student Apps page under the link ‘Digital’, one week from the release of your results. If you wish to receive a physical copy of your transcript, you can email Registry at registry@dcu.ie, or by calling into the Registry Office in The Street in the Henry Grattan Building. Physical transcripts cost EUR5 for one year or EUR15 for a full set including all years.

If you have successfully passed your exams and you are not sure yet where to go next, why not consider carrying out a Masters in DCU Business School? Click here for more information on DCU Business School Masters programmes. If you’re ready to hit the working world, check out our Job Hunting Tips to help you kick off the next chapter!

/by

Job Hunting Tips

So your exams are finished and you’re one step closer to the big bad world of work.

Whether your finished your final exams or just looking for part time work, over the summer job hunting can sometimes fall to the bottom of your to-do list. It can therefore be useful to schedule at least 15 minutes a day to work on your CV and search job listings as opportunities come and go quickly. Job hunting can be a daunting process and you may have to prepare yourself  to get turned down from a number of jobs, or perhaps not hear back from others before the right one comes along. Here are a number of tips to help kick start your job hunt:

Job Hunting Tips

  • Make sure your CV is up to date and professionally laid out.
  • If you have a LinkedIn account, make sure this too is up to date and the information included matches your CV. (Check out the LinkedIn Student Job Hunting Handbook for tips)
  • Cast an eye over each of your social networks, is everything that you have publicly visible appropriate?
  • Search the hashtag #Jobfairy on Twitter for roles that may not be advertised on formal websites.
  • There are many Irish jobs websites that pop up after a simple Google search including Jobbio.com, Monster.ie, IrishJobs.ie, Jobs.ie, Indeed.com amongst others. Check these daily to search for vacancies in your field.
  • Check out LinkedIn Jobs section and the specific career sections of company websites where further vacancies may be advertised.
  • Visit the DCU Engage portal where a number of jobs are posted.
  • Search on websites such as Eventbrite.ie for networking events near you that may give rise to employment opportunities.
  • If you feel like you want to become more specialised in your field before seeking full time employment, consider furthering your education with a postgraduate degree in DCU Business School – approximately 95% of our Masters graduates are employed or in further study within 6 months of graduating.
  • Consider starting your own business.
  • Be persistent and stay positive during your search – belief in yourself and in your abilities is a major factor in successful job hunting.

The DCU Careers Service provides inclusive service to support, guide and empower students to make informed career decisions to maximise your personal and professional development. They have have a number of resources to help you along the way including information on how to put together your CV and how to prepare for interviews and you can even book an appointment to meet with a Careers Advisor for one-on-one advice.

The Careers team  is committed to providing a wide variety of professional services to support you in making career decisions that are best suited to your qualifications, interests, abilities and aspirations. For more information visit DCU Careers Service.

/by

DCU MBA Blog: Brexit – Economic Effects on Ireland and the Drinks Industry

By Anthony Foley, Senior Lecturer in Economics, DCU Business School

This blog post examines the Brexit impact on the Irish drinks sector but I should start with some clarifying comments. I am convinced by economic analysis that a UK exit from the EU would have a negative economic impact on the global economy, the UK economy and the Irish economy. Ireland and the UK have very strong economic flows in imports, exports, travel and tourism, people and finance. There would also be particular political and social negatives for Ireland because of the Republic/Northern Ireland relationship and the possible termination of the long standing common labour market between Ireland and the UK. The scale of the negative economic effect will depend on the speed, certainty and content of the necessary new trade deal between the UK and the EU, and the UK and the rest of the world.

Very little campaign discussion and debate has taken place on the likely nature of a post exit relationship. Indeed there is not a common position within the Brexit Campaign on the desirable replacement of the existing trade relationship. In addition, there is the added complication that the majority of the UK Commons are against Brexit and that presumably the Commons would have to approve the new deal. Elements of a new deal might disappoint many who would have voted for Brexit. Despite my conviction that Brexit would have negative effects and the uncertainty associated with the post Brexit situation, I must declare that, if I was a voter in the UK referendum, I would vote for exit. This reflects political factors, notably a lack of desire on my part to have an ever closer political union (even though the reform deal allows the UK to “opt out” of ever closer union). I recognise that economic integration brings economic and social benefits and that a degree of political integration is needed to facilitate economic integration but I would prefer the political integration to be minimised and to focus more on inter-government agreements.

There has been much discussion and coverage of the overall economic impact of Brexit on Ireland but relatively little discussion of the impact on specific sectors. This note deals with Brexit and the Irish drinks industry. Brexit will have a negative impact on the Irish drinks industry. It will worsen conditions for trade with the UK. Depending on the details of a new, as of now unknown, trade relationship and agreement between the UK and the EU, new trade regulations and barriers will increase costs for both importers and exporters. This will be a particular problem for small drinks enterprises such as the new craft breweries and small distilleries which may target the UK as an initial export market because of its proximity and similarities. In addition, Sterling has already declined in value because of overall concerns with Brexit in the foreign exchange and financial markets and this will continue and accelerate if the UK votes to leave the EU.

A declining Sterling reduces the competitiveness of exports from Ireland to the UK and improves the competitiveness of imports from the UK. Consumers may benefit from the latter but Irish drinks producers competing on the domestic market will lose out. However, fluctuations in the exchange rate with Sterling are not a new phenomenon for the Irish drinks industry.  The drinks industry has a substantial volume of trade with the UK but the industry, notably in liqueurs and whiskey, has generated substantial export sales in non EU markets which do not have the much easier market access of the EU and EEA countries.

In addition, Brexit is expected to have, and is currently having, an immediate and short term negative impact on the level of UK economic activity which reduces the UK demand for imported products and services. A continuing long term negative overall economic effect on the UK economy is expected from Brexit but this is less certain and depends on how the UK uses its increased policy scope and freedom over the next few years and on the trade deal negotiated with the EU. There may also be a wider negative Brexit effect whereby the uncertainty raised by Brexit, for example, on the future maintenance of the EU, has a global negative economic effect resulting in lower growth and lower levels of economic activity. However, this can be minimised by a speedy determination of the new trade and economic relationship between the EU and the UK.

The Irish drinks industry generated exports of €1241.8 million in 2015, of which €314.4 million or 25% went to the United Kingdom. €224.8 million was sold to Britain and €89.6 million was sold to Northern Ireland. The largest national market for Irish drinks exports is the United States with €485.4 million or 39%. Britain is our second largest national market for drinks exports and Northern Ireland is our third largest. The UK market share of 25% for drinks exports compares to a UK share of 14% for total Irish merchandise exports. The drinks exports are more dependent on the UK market than overall exports. Individual drinks products such as soft drinks and cider are particularly reliant on the UK market, much more so than the average drinks situation, as referred to below.

Drinks imports were €785.1 million in 2015 of which the UK provided €305.8 million or 39%. The UK provided 27% of our total imports resulting in drinks imports being more UK focused than overall imports. Britain provided €273.3 million in drinks imports and Northern Ireland €32.5 million. Britain is by far, the largest source of drinks imports followed by France with €89.2 million. By contrast, the USA provided only €18.2 million in imports compared to the UK €305.8 million. The UK imports include products produced in the UK and products produced elsewhere but distributed from the UK.  Adding imports and exports, Irish drinks international trade was €2026.9 million in 2015, of which the UK accounted for €620.2 million or 30.6%.

The sectoral drinks export dependence on the UK/British market is shown in the table  below. There are very substantial differences between different beverage types with consequent different levels of Brexit-related impact.

UK role in individual Irish exports of beverages 2015

beverageExports € million Exports to UK € millionUK share %
Soft drinks132.4107.881.4
Cider56.940.2 (Britain only)70.7
Beer282.9121.643.0
Whiskey443.919.1 (Britain only)4.3
Other spirits (mainly liqueurs)313.213.5 (Britain only)4.3

Source.  CSO Trade Statistics

Soft drinks exports are very reliant on the UK market and hence are particularly vulnerable to the negative effects of Brexit. 81.4% of soft drinks exports are sold on the UK market. The same is true of cider, 70.7% of cider exports are sold in the British market. Beer has a much lower but still high share of its exports sold in the UK market, 43%.

The situation is completely different for whiskey and liqueurs. Whiskey has been the drinks export growth story of the past few years but the UK has contributed little to it. Of €443.9 million in whiskey exports, only €19.1 million or 4.3% is sold in the British market. 65% of Ireland’s whiskey exports are sold in markets outside the EU. The USA on its own accounts for €233.7 million or 52.6% of total whiskey exports compared to the British 4.3% share. In the liqueurs category Britain accounts for only 4.3% of exports, the same as whiskey. Non-EU markets absorb 78.4% of Irelands liqueur exports compared to Britain’s 4.3% share. The USA absorbs €163.8 million or 52.3% of total Irish liqueur exports.

Within the drinks export sector soft drinks and cider are very exposed to the UK market, beer is also significantly exposed to the UK but whiskey and liqueurs have a small degree of exposure to the British market.

On the import side, soft drinks accounted for €248.9 million of which Britain supplied €173.0 million or 69.5%. There was €233.0 million of wine imports (excluding sparkling wine) of which Britain supplied €14.6 million or 6.3%. Britain supplied €33.6 million of beer imports or 24.2% of the total of €138.7 million. Whiskey imports were only €15.6 million of which Britain supplied €6.4 million or 41.0%. Imports of other spirits and liqueurs amounted to €59.9 million of which Britain supplied €16.2 million and Northern Ireland €23.8 million. The UK share was 66.8%.

Overall, the British or UK sourced drinks imports were soft drinks €173.0 million, beer €33.6 million, whiskey €6.4 million, liqueurs €40.0 million and wine €14.6 million. The increased competitiveness advantage of UK drinks imports into Ireland will be most felt by domestic producers of soft drinks and, to a lesser extent, beer producers.

It is definite, in my opinion, that the short term and current economic impact of Brexit will be negative for Ireland and the drinks industry, and indeed negative for the UK economy. There will be lower UK economic activity, Sterling is declining relative to the euro which reduces Irish trade competitiveness and trade costs and regulation cost will be higher. However, a weaker Sterling improves UK export competitiveness. It is less certain that the longer term performance of the UK economy under Brexit will be definitely worse than if the UK stays in the EU. Much will depend on how the UK government uses its increased policy discretion.  The Brexit campaign has been relatively quiet on what it would do with the increased policy independence.  The scale of the negative impact will depend on the speed and detail of the new UK/EU trade and economic relationship but it is very likely that a reasonable new trade deal will be done with a low impact on trade transaction costs. While some Irish drinks enterprises and sectors will be significantly hit by the direct and indirect effects of Brexit, others such as whiskey, have very limited direct exposure to the UK economy.

Apart from the export/import issues discussed above, Ireland and the drinks industry will have a strong interest in the details of new arrangements for border/customs control, tariffs, regulations, labour mobility, work visas, security and foreign investment. Unfortunately, Ireland will not negotiate this new relationship with the UK. It will be done by the EU as a whole and, while Ireland will have an input, the eventual agreement will reflect the overall EU position. Ireland engages in high volumes of trade with countries outside the EU; the drinks industry has established substantial sectoral markets outside the EU. Membership of the EU is not a necessary condition to develop drinks exports but clearly, the lower the trade barriers the easier is the task. Brexit is not equivalent to termination of economic relations. Brexit will not result in isolation of the UK economy. There will be a new trade relationship between the UK and the EU, as there is a trade relationship between the EU and other economies in the global economy.  The negative economic impact of a Brexit can be minimised and kept low by a speedy agreement on the “new” relationship.

Anthony Foley is Senior Lecturer in Economics in DCU Business School, and lectures on the Executive MBA Programme.

/by

Chartered Careers Open Evening

Chartered Accountants Ireland will be hosting a Chartered Careers Open Evening in their Dublin HQ, 47-49 Pearse Street on Thursday 16 June, from 6.00-7.00pm.

Facebook
Twitter

Website

This event is for anyone interested in becoming a Chartered Accountant and would like to know more. If you would like to attend, you can register here, or simply sign in on arrival. This free event will feature guest speakers and a Q&A session.
If you have any further questions you can email or call Chartered Accountants Ireland on: 1890 28 29 28 (ROI) / 028 9043 5840 (NI).

/by

DCU MSc in Digital Marketing India Trip 2016 – Wipro Visit

DCU Business School MSDM (Masters in Digital Marketing) students recently went on the programme’s annual India trip. Read their third blog about their visit to Wipro:

On our last day in Bangalore, we got the opportunity to visit the Wipro headquarters in Bangalore India. We were greeted at the gate by two graduates who had recently started working with there. We were brought into a conference room and had various talks from different people in the different sectors of the company such as marketing, IT, management and HR. It was really great to gain some insights into the marketing that is performed by Wipro.

Worldwide, Wipro employs over 170,000 people. Between the two campuses in Bangalore over 20,000 people are employed. The campus itself was extremely impressive. It had a number of restaurants, a gym, many different offices, a swimming pool and also. a butterfly garden where he said that they encourage their employees to go for a short time each day to reflect and relax Our guide brought us on a tour and described the working environment to us. The campus is open 24-hours a day with a rotation of employees working at various times throughout the day.

Shortly after our tour of the campus we were brought to was the ‘Technovation Centre’. This is where they develop and test their newest innovations. They first talked us through the process, then showed us some of the innovations they had been working on. They work a lot with virtual reality, sensor control, and advancing technology to make business easier. The first innovation we looked at was a floor map that was controlled by hand sensors. You could scroll through a map of a mall, search for products you wanted for example, clothes, household items etc. and select them, they then popped up as an image which you could select then it would take you to the relevant store and show you a map based on where in the mall you currently where.

The next innovation we were shown was virtual reality glasses. Two members of DCU MSDM got the chance to try them out. The setting was a store where you could select items to put in your basket then bring to the checkout. They are working with stores to develop a virtual world of the store and enable customers to shop like this in the future. The next innovation we were shown was a phone app that allowed you to scan the content of a box and project a 3D image of the contents so you could see actually size and dimensions.

After the technovation centre, we went back to the first conference centre where they had kindly put on a high tea for us. It was great and we got the opportunity to get to know the recent graduates. Over all the industry visit to Wipro was a fantastic trip that gave us the opportunity to learn about Wipro as a business and was also a great opportunity to network.

MSDM Wipro Bangalore

Click here to learn more about carrying out a postgraduate degree in DCU Business School.

/by

Spotlight: DCU Business School Executive MBA

The DCU Executive MBA is a two-year part-time programme that is widely recognised as the degree of choice for rising executives with ambitions to be Senior Managers/CEOs, whatever their specialist backgrounds. Here are ten reasons why it may be the programme for you:

1. Accredited and internationally recognised

DCU’s Executive MBA is accredited by the Association of MBAs (AMBA), which assesses the quality of MBA programmes worldwide. You will graduate with an internationally recognised and accredited qualification. DCU Business School is also one of only two schools in Ireland with AACSB accreditation – placing it in the top 5% worldwide.

2. Adding Value to Practice

MBA participants, along with other assignments, will conduct a strategic consultancy project, which integrates the knowledge, skills and values of the programme and provides an opportunity for to deliver real value to your organisation.

3. Leadership Development & Career Management Programme

MBA participants pursue a programme of action-based projects and workshops over 2 years. Self-assessments, and team and facilitator feedback develop self-awareness of own leadership competencies, facilitates targeting development opportunities, deepens emotional intelligence and enhances competence to think and act as a leader and people manager.

4. Enterprise Engagement

The DCU Executive MBA programme embodies the key values of the University’s strategy in its emphasis on enterprise and translation of knowledge into practice. The Enterprise Engagement module includes visits to a number of companies with strong growth strategies. The visits are supported by lectures and our Executive Speaker Series on issues relating to globalisation, sustainability and strategic growth.

5. International Exposure

MBA participants will broaden their perspective and focus upon global organisations on the International Study Week. In recent years, participants have attended lectures on leadership, global strategy and innovation at Harvard, Boston University and Stanford University. Visits to San Francisco, Silicon Valley, and Boston included meetings with start-ups, incubators and multinational organisations focused on innovation, entrepreneurship, leadership, strategy and new technologies.

6. Small class sizes

We believe that an interactive and participative learning environment is best achieved in small classes

7. Academically Rigorous

The MBA teaching faculty are leaders in their field, with many publishing in leading international journals and presenting at international conferences. DCU Business School research priorities emphasise equally the creation of new knowledge (discipline-based scholarship) and the application, transfer and interpretation of knowledge to improve management practice and teaching (contributions to practice).

8. A holistic approach to learning

We adopt three approaches to learning:

  • A focus on knowledge, where participants engage in class-based lectures and workshops
  • A focus on leadership skills, working in a hands-on team-based environment and assess and develop their own leadership competencies
  • A focus on action, engaging in projects applying lessons learnt back into practice
9. Alumni Network

When you join the DCU Executive MBA programme, you will join a global network of almost DCU 16,000 DCU Business School graduates, including 1,000 MBA’s. The DCU Business School Alumni group is a vibrant and active community with many of the graduates participating in events and activities throughout the year. These include:

  • Business Breakfast Briefings
  • Alumni Networking Evenings and Social Events
  • Alumni Careers Day

DCU Business School values its Alumni and appreciates the contribution that they make to the life of the School by their involvement with various initiatives. We also want to be a life-long resource and partner to our Alumni throughout their careers.

10. Employment and Career Prospects

DCU Executive MBA graduates are highly sought after in the jobs market, with many going on to pursue senior management roles in organisations both at home and abroad. Recent graduates are now working in roles such as Client Manager, Construction Director, Enterprise Architect, Financial Controller, Managing Director, Product Manager Sales Director, Senior Software Engineer, and Technical Programme Manager.

Interested in learning more about our Executive MBA programme? Download our brochure here

/by

HEA First Destination Return Survey

Every year DCU is required by the Higher Education Authority (HEA) to conduct a survey among recent graduates on their employment status, up to a year after graduation. The survey is called the HEA First Destination Return. It is used to report on graduate employability and to help us develop and improve our services to students. We are asking everyone who recently completed a course at DCU in 2015 to take part in the survey to find out what they have gone on to do.

The survey takes about 3 minutes to complete. We are asking everyone to complete the survey, even if you continued to study at DCU, or if the course you completed was a course you did whilst working (e.g part-time course). If you do not complete the online survey, we will telephone you to follow up. Please contact us if you want to specify a time and date to be called.

You will need your DCU Student Number to complete the survey. Please note that the information you give is confidential and will only be used in the preparation of statistics.

Click here for the survey

To say thanks for your participation, you will be entered into a draw for a €200 One for All Voucher, or one of 5 DCU hoodies.

If you have any questions regarding the survey, please email the DCU Careers Service at careers@dcu.ie

Although you may have now completed your course, DCU Careers Service is still available to you. If you would like help finding employment opportunities and developing your career plan, please contact careers@dcu.ie.

/by

Ireland’s Attractiveness for US students gaining an International Postgrad Degree

Soon you will have finally graduated with your bachelor degree. The world is your oyster so what next? What is your next move?  Why not explore the possibility of studying an international one year postgraduate degree in Ireland? How will this enhance your international career and what are the opportunities for employment in Ireland afterwards?

Reasons to stay in Ireland after your postgraduate studies

The Irish Third Level Graduate Scheme

As a US student who has successfully obtained a postgraduate degree in Ireland, you have the right to extend your stay in Ireland for 12 months for the purpose of seeking employment and applying for a green card or work permit.

You will be allowed to remain in Ireland to work for up to 40 hours a week under student visa arrangements and apply for further permission to remain in the Ireland under green card or work permit arrangements.

You are also entitled to return to Higher education after availing of the Graduate Scheme if you re-enter at a higher level and can finish the new course within the 7 year limit on studies for non-EEA students. The Irish Council for International Students is also an excellent website for further information on this scheme.

Ireland is a top global export platform for Corporate America

Ireland is a top global export platform for Corporate America according to a report called The Transatlantic Economy 2016 for the American Chamber of Commerce to the EU.

In the report it states that the transatlantic economy between the US and Europe generates $5.5 trillion dollars in total commercial sales a year and employs up to 15 million people on both sides of the Atlantic. It is the largest and wealthiest market in the world accounting for 35% of the world GDP in terms of purchasing power.

As regards US company exports from Ireland, the report highlights that between 2000 and 2013 exports have increased fivefold to $244 billion. This is four times larger than the equivalent exports from China and 3.5 times larger than Mexico.

Therefore, living in Ireland is a great opportunity for US students to live and work.

Ireland – Home away from home

Ireland is the only English speaking country in the Eurozone and it remains a preferred location for young Europeans; in 2013 alone over 55k Europeans came to work in Ireland according to IDA Ireland. Over half a million Irish residents speak a foreign language other than English or Irish. Therefore, it is a great opportunity for US students to be live and work in a multicultural society within an English speaking European country.

If you are thinking about studying a postgraduate business degree in Ireland and would like more information on the points highlighted in this article, download our free ebook on postgraduate studies in Ireland here.

For more information on carrying out a postgraduate degree in DCU Business School click here.

/by

MINT High Technology Entrepreneurship Business Plan Pitches

EF327 High Technology Entrepreneurship students from the MInT and MWB programmes recently pitched their final business plan ideas to a panel of industry representatives.

IMG_0668[1]

The EF327 Module introduces students to the theory and practice of entrepreneurship in the context of high technology venture creation. This is a practical module where students will form business teams and gain first hand experience of the creativity, leadership, planning, and team management skills involved in initiating and developing a new venture.

Industry panel members included Geraldine Lavin (Lecturer in High-Technology Entrepreneurship, DCU ), Laura Clifford, (Commercialisation Support Officer, DCU), James Kelliher (Digital Portal Manager, Electric Ireland) Andrea Linehan, (Commercial Director, Grid Finance) and Paddy Quinlan (Accelerators Coordinator, DCU Ryan Academy).

The panel selected the following as the ideas to receive awards:

  • Most Scalable Idea Award – DropTour
  • Best Customer Validation Award – Stash
  • Best Use of Digital Technology Award, sponsored by Electric Ireland – Tap Networking
  • Best Video to Secure Peer to Peer Funding Award, sponsored by GridFinance – SMDJ Technologies (FRANC)
  • Highly Commendable Award – CMeNow

IMG_0676[1]

IMG_0670[2]

IMG_0675[1]

For more information on Marketing, Innovation and Technology in DCU Business School click here.

/by