GENERIC mANAGEMENT

NQF 5 (SAQA ID:59201)  | Modules

Generic Management | Modules

NQF 5 (SAQA ID:59201)  | Modules

Module One - Planning for Managers
Unit Standards related to this module
Unit STD IDUnit standard titleNQF levelCredits
252020Create and manage an environment that promotes innovation (C)56
252032Develop, implement and evaluate an operational plan(C)58
252027Devise and apply strategies to establish and maintain working relationships(C)56
252021Formulate recommendations for a change process(C)58
120300Analyse leadership and related theories in a work context(F)58
252026Apply a systems approach to decision making(F)56
252022Develop, implement and evaluate a project plan(F)58
12433Use communication techniques effectively(F)58

 

Breakdown of Module
  • SECTION 1: People Management

    • The Concept of Leadership
    • Leading
    • Qualities of a leader
    • Why Is Leadership Important?
    • The Management Process
    • Manager Vs Leader
    • Analyse Leadership Theories
    • The Four Core Theory Groups
    • Trait Theories – What Type of Person Makes a Good Leader?
    • Behavioural Theories – What a Good Leader Does?
    • Contingency Theories
    • Individual activity
    • Leadership Styles
    • The Managerial Grid
    • Situational Leadership as a key requirement for effective leadership
    • Ethics in The Workplace
    • Duties and Relation to Clients
    • Description of a Highly Ethical Organization
    • Benefits of Managing Ethics in the Workplace
    • Definition of Ethics
    • What is conflict of Interest?
    • Increased Productivity
    • Apply The Concept of Corporate Ethics to A Unit
    • Ethics and Law
    • Definition of Law
    • The Relationship between Law and Ethics
    • The Legislation of Ethics
    • Corporate governance
    • Four Pillars of Corporate Governance
    • Mechanisms of Corporate Governance
    • How managers can help in strengthen values
    • Real-to-Life Examples of Complex Ethical Dilemmas
    • Code of Conduct
    • Making Ethical Decisions
    • Analyse A Unit in Relation to The Principles of Corporate Ethics
    • Formulate Recommendations for Strengthening Shared Organisational Values, The Code of Conduct and Ethical Practices.
    • Workplace Relationships
    • Liaise and network with internal and external stakeholders.
    • Devise and apply a strategy to establish constructive relationships with manager(s).
    • Business Correspondence
    • Devise and apply a strategy to establish constructive relationships with team members in a unit
    • Identify and minimise personal conflict in a unit.
    • The five most commonly used strategies to manage conflict
  • SECTION 2: Innovation & Change

    • Promote innovation
    • Features of an environment conducive to innovation
    • Demonstrate understanding of the techniques for promoting creativity
    • Creativity and innovation theory and practices
    • The Humanistic Theory of Creativity
    • Motivating employees
    • Lead a team through a creative thinking process.
    • Apply techniques for promoting creativity
    • The Change Process
    • The role of a change manager
    • Qualities of a change manager
    • Measurement of physical and financial resources
    • Key Project Monitoring Questions and Time Frames
    • Crisis Management
    • External Factors
    • Organizational Culture
    • Change management
    • Systems Approach to Decision Making
    • Critical and Analytical skills
    • Applying critical and analytical skills to analyse and define an issue
    • Emergence
    • Hierarchical
    • Defining Systems
    • Factors to be considered:
    • Positional Analysis
    • Flexibility is necessary for Sustainability
    • Engage with stakeholders in analysing the issue/problems
    • Drawing up a consultation program
    • Problem Solving
  • SECTION 3: Projects & Operations

    • Project management
    • Types of projects
    • Reason for defining structure
    • Interrelationship between Strategic planning and project management
    • Interrelationship between strategic plans, programmes and projects
    • Purpose of decomposing a project structure into manageable components
    • How to decompose a project?
    • The concept of breakdown structures for product, work and cost
    • Work Breakdown
    • Develop a work breakdown structure to determine the hierarchy of a project.
    • Key processes and activities in managing a project
    • The Project Triangle
    • Project initiation
    • Scope a work based project for a unit
    • Characteristics of projects
    • A project has a defined life cycle
    • Initiation
    • Scope planning
    • Project Management Tools
    • Implementation and evaluation of the project process
    • Individual activity PERT chart
    • Monitoring project implementation and progress
    • Identified and discussed in consultation with higher authority for possible solution
    • Implementing authorised solutions
    • Regulating a quality issue
    • Regulating a time issue
    • Regulate a cost issue
    • Document Management and Control
    • Change controls and corrective action
    • Operational Planning
    • Determining the purpose of a learning unit by examining strategic plan
    • Foundation of Good Planning
    • Factors influencing productivity
    • Measuring Productivity
    • Measuring and interpreting productivity Measurement of productivity refers to the measurement solutions.
    • Develop and operational plan for a unit
    • Developing operational Plans
    • Monitor, measure and evaluating objectives
    • Take Corrective Action
Module Two - Management Foundations
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
252044Apply the principles of knowledge management56
252025Monitor, assess and manage risk58
252036Apply mathematical analysis to economic and financial information56
252040Manage the finances of a unit58
Breakdown of Module
  • SECTION 1: Risk Management
    • Potential risk factors
    • Definition for Risk Level
    • Contingency plans and documentation
    • Drafting a compliance plan according to legislation
    • Occupational Health and Safety Act (1993)
  • SECTION 2: Principles and Practices of Financial Management
    • Understanding the accounting cycle
    • Major Steps in Accounting Cycle
    • Financial Statements
    • What is a budget?
    • The operational plans
    • Different budgeting techniques
    • Some budgeting issues
    • Watching your cash flow
    • Financial accounting for a unit
    • Financial forecasts
    • Purpose of Financial Forecasting
    • Supervising the Financial Management of a Unit against given requirements
    • Accountability and Control
    • Management Issues
    • Financial Records and Accountability
    • Regulatory Requirements and Financial Records
    • Mathematical analysis and Financial Information
    • Collect and Organise Data
    • The Use of Statistics in Work or Every Day Life
    • Determine Your Research Aims
    • Graphical Representation of Data
    • Use Mathematics to Debate Aspects of the National and Global Economy
    • Currency vs Remuneration
    • Consumer Price Index (CPI)
    • Production Price Index (PPI)
    • The Consequences and Cost of Inflation
    • Control of Inflation
  • SECTION 3: Knowledge management
    • The driving forces of the knowledge economy
    • A Knowledge Management Framework
    • Techniques to Manage Knowledge
    • Benefits of knowledge management in customer service
    • Analyse a unit according the entity’s knowledge management policies and procedures.
    • The Checklist: A Knowledge Implementation Plan
    • Promoting the operational plan
    • Creating the Plan
    • Knowledge Management in Theory
  • SECTION 4: Leading with Values and Ethics
    • The relationship between values, ethics and organisational culture
    • Business Ethics
    • Description of a Highly Ethical Organization
    • Benefits of Managing Ethics in the Workplace
    • Code of Ethics
    • Dealing with Conflict of Interest
    • The impact of organisational values and the triple bottom line
    • Increased Productivity
    • Greater Customer Loyalty
    • Positive Brand Image
    • Avoiding Negative Publicity
    • Opening Up Opportunities
    • Ethics and Law
    • Corporate governance
    • Ethics in accounting
    • Moral Manager
    • Unethical Behaviour
    • Definition of an Ethical Dilemma
    • Real-to-Life Examples of Complex Ethical Dilemmas
    • The role of a change manager
Module Three - Relationship Management
Unit Standards related to this module

ID

Unit standard title

NQF level

Credits

252037

Build teams to achieve goals and objectives 

5

6

252027

Devise and apply strategies to establish and maintain workplace relationships 

5

6

252029

Lead people development and talent management 

5

8

252043

Manage a diverse work force to add value 

5

6

12433

Use communication techniques effectively 

5

8

Breakdown of Module
  • SECTION 1: Building Teams
  • Understanding Workplace Values
  • Ask Focused Interview Questions
  • Use Role-Playing Scenarios
  • Look at Past Work History
  • Use Psychometric Tests
  • Stages of Team Development
  • Team dynamic
  • Problems that hinder good group dynamics
  • Groups versus Teams

  • SECTION 2: Build Relationships.
    • Plan your networking – know what you want – manage it
    • Networking planner example
    • Apply sustained focused effort
    • Factors that impede Networking and coordination
    • Devise and apply a strategy to establish constructive relationships with manager(s).
    • Formal Meetings
    • Policies and procedures for dealing with conflict
    • Devise and apply a strategy to establish constructive relationships with team members in a unit.
  • SECTION 3: Lead People and Talent Management
    • Analyse education, training and development needs of members of a unit.
    • Assessing the need for training
    • Record the results of the training needs analysis.
    • The ICE Method
    • Compile a people development plan for a unit.
    • An Action Plan for Leaders
    • Manage the implementation of the people development plan of a unit.
    • Implementation phase
    • Evaluation phase
  • SECTION 4: Manage a Diverse Team
    • Demonstrate knowledge and understanding of diversity in the workplace.
    • Focusing on diversity in the workplace
    • What does “discrimination” mean?
    • Stereotyping Signs and Symptoms
    • Addressing Cultural Stereotypes
    • Demonstrate understanding of the reality of diversity and its value in a unit.
    • Barriers to improved relations in a diverse workplace
    • Some solutions to diversity Barriers
    • What is Diversity Management?
    • Diversity Management Consultation
    • How to be Sensitive to Diversity in Your Organization
    • Deal with disagreements and conflicts arising from diversity in a unit.
    • Conflict
Module Four- Lead People
Unit Standards related to this module

252020

Create and manage an environment that promotes innovation

5

6

252029

Lead people development and talent management

5

8

252043

Manage a diverse work force to add value

5

6

252034

Monitor and evaluate team members against performance standards

5

8

252035

Select and coach first line managers

5

8

Breakdown of Module
  • SECTION 1: Introduction
    • Are you a good performance manager?
    • What is performance management?
    • Why do we need performance management?
    • What are the benefits?
  • SECTION 2: Agree to The Objectives
    • Organisational goals
    • Job descriptions and Key Performance Areas (KPIs)
    • Developing performance standards
    • Defining performance standards
    • Create an action plan for achievement
    • Career-pathing and leading your people
  • SECTION 3: Monitor Performance
    • Monitoring performance
    • Assessing progress
    • Share feedback
    • Identify performance barriers and determine if extra support is required
    • Record the results of the needs analysis
    • Implement the development plan
  • SECTION 4: Provide Support
    • The concept of leadership
    • Leadership vs management
    • Leadership theories
    • Improving performance
    • Talent management
    • Performance improvement and employee engagement
    • Ethical management
    • Managing diversity
    • Defining diversity
    • Advantages and disadvantages of diversity in the workplace.
    • Diversity and discrimination
    • Ways of enhancing relationships and improving productivity
    • Some solutions to diversity barriers
    • Dealing with conflict
    • Encouraging innovation and creative thinking
    • Features of an environment conducive to innovation
    • Creativity and innovation theory and practice
    • The creative process
    • Techniques for promoting creativity
    • Fostering a culture of creativity
    • Providing development opportunities
  • SECTION 5: Review Performance
    • When should the performance appraisal be conducted
    • What do the draft HR standards say?
    • Conducting the performance discussion
    • Discussion of the appraisal
  • SECTION 6: Recognise and Reward Success
    • Evaluate the performance management system

 

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