INDIVIDUAL MODULES

Individual  | Modules

Individual Modules

Individual  | Modules

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 TWO: 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.
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 THREE: PROJECTS AND 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

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 One: 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 Two: 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

 

Relationship Management
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
252037Build teams to achieve goals and objectives56
252027Devise and apply strategies to establish and maintain workplace relationships56
252029Lead people development and talent management58
252043Manage a diverse work force to add value56
12433Use communication techniques effectively58
Breakdown of Module
  • Section One: 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

 

Lead People
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
252020Create and manage an environment that promotes innovation56
252029Lead people development and talent management58
252043Manage a diverse work force to add value56
252034Monitor and evaluate team members against performance standards58
252035Select and coach first line managers58
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
Skills Development Management (SABPP)
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
11911Manage individual careers55
15219Develop and implement a strategy and action plans for a team, department or division54
15220Set, monitor and measure the achievement of goals and objectives for a team, department or division within an organisation54
15232Coordinate planned skills development interventions in an organisation56
116926Implement skills development as workplace learning to support organisation transformation512
252041Promote a learning culture in an organisation55
Breakdown of Module
  • Module One: Initiating Career Development
    • Gather & analyse information for individual career planning
    • Gap analysis
    • Identifying priorities
    • Set goals and objectives
    • Develop a strategy and an action plan for a department/division
    • Strategy for Skills Development
    • Setting up a decision making processes
    • Action planning
    • Establish performance standards
    • Effective performance standards
    • Set up monitoring systems
    • Performance management
    • Performance appraisal
  • Module Two: implementing career development
    • Facilitate and manage the career planning process
    • Implement action plans
    • Monitor and measure achievements and objectives
    • Monitor individual career progress
    • Reviewing action plans
  • Module Three: Skills Development and Learning Organisations
    • Skills development legislation
    • Legislation
    • Purpose of the NQF
    • The role of Quality Assurers
    • The QCTO
    • The Skills Development and Skills Development Levy Acts
    • Skills planning, the NQF and the NSDS
    • The role of skills planning and skills development facilitation
    • Organisational transformation and the role of learning
    • Organisational Transformation
    • Change management
    • Formulate recommendations on implementing the process.
    • Change and human resources
    • The role of a Skills Development Manager
    • Learnerships
    • What is a Learnership?
    • Module Four: Skills Development Intervention
    • Fundamentals of teaching and learning
    • A shared understanding of learning
    • The action learning cycle
    • Prioritising learning
    • Workplace Skills Plans
    • Key stakeholders
    • Annual training report
    • Review and Evaluate
    • Improvements to learning interventions

 

Generic Manufacturing (MerSETA)
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
119166Optimise manufacturing processes524
119159Maintain manufacturing efficiencies512
9897Manage inventory53
12999Contribute to the management of costs and the enhancement of value510
Breakdown of Module
  • Optimise manufacturing and production processes.
    • Collect and analyse data and identify opportunities for improvement.
    • Sources where data can be found are identified and checked for relevance in terms of the specific process and sector involved.
    • The data is analysed using appropriate analysis techniques and trends are identified from the analysis.
    • Opportunities for improving manufacturing or production processes are identified using the analysis.
    • Problems preventing/impeding the improvement of manufacturing or production processes are identified and elaborated through the analytical process.
    • Identify the root cause of the problem.
    • The problem is defined and explained with reference to the impact thereof on the manufacturing or production environment.
    • The problem is examined and identified in terms of problem type, problem parameters and problem components.
    • Possible causes of the problem are listed and analysed in accordance with specified requirements within the manufacturing or production environment to determine the root cause of the problem.
    • The root cause is analysed/researched and facts gathered are analysed to determine their relevance to the problem.
    • The present and desired states are defined so that the difference between them forms the basis for further understanding of the problem.
    • Criteria defining the desired state are analysed so that the way to solve the problem becomes clearer.
    • Solve the problem and generate improvement options.
    • Problem-solving techniques and/or tools appropriate to the nature of the problem are selected and analysed to ensure that consideration has been given to the available problem-solving tools.
    • The problem-solving techniques and/or tools are applied considering the criteria for the desired state.
  • Lean Manufacturing
    • Maintain manufacturing efficiencies
    • Collect and analyse process-related information, maintain records, summarise information and generate reports.
    • Set and agree targets and levels of efficiency.
    • Identify and respond to deviations, problems and incidents which impact on production efficiencies.
    • Monitor and evaluate activities, safety, product quality and housekeeping.
    • Share and discuss information with relevant people and resolve external issues, which affect quality and output.
    • Production and support processes function effectively to an agreed standard of efficiency over a period of time.
    • Production targets are met while also achieving agreed levels of quality.
    • Practices which waste time or other resources are minimised.
    • Records and reports are accurate, up-to-date and reflect a consistent effort to maintain efficiency.
    • Deviations, problems and incidents are recognised and responded to quickly and effectively.
  • Safety, health and environmental standards
    • One way to improve the effectiveness of your safety process is to change the way it is measured.
    • Measuring safety performance is no different and effectively doing so will compound the success of your improvement efforts.
    • Finding the perfect measure of safety is a difficult task.
    • The personnel receive adequate information and support.
    • Discussions of issues demonstrate that I have an understanding of the key concepts and principles related to optimising production processes and an understanding of how these relate to application in practice.
  • Manage inventory
    • Develop plan for location of materials during production process.
    • Station materials for production flow.
    • Document materials movement and inventory count.
    • Establish lot sizes and reorder points.
    • Conduct on-site inventory
    • Change logistics and update inventory to respond to production and engineering changes.
    • Contribute to the management of costs and the enhancement of value.
    • Demonstrate an understanding of the business and accounting environment.
    • The business environment is defined in relation to generally accepted accounting practice/ GRAP.
    • Various accounting techniques are described and utilised in the process of collecting, analysing and disseminating cost information.
    • The principles and theory underpinning accounting are explained in relation to costing systems within the framework of GAAP/ GRAP.
    • Organisational policies and procedures related to accounting and administrative systems are explained in GAAP/ GRAP terms.
  • Collect, analyse and disseminate information about costs.
    • Valid, relevant information is identified from internal and external sources.
    • Trends in prices are monitored for movements and analysed on a regular basis, and potential implications are identified.
    • Standard costs are compared with actual costs and any variances are analysed.
    • Forecasts of trends and changes in factor prices and market conditions are consistent with previous experience of factor prices and market conditions.
    • Relevant staff in the organisation are consulted about the analysis of trends.
    • Reports highlighting significant trends are presented to management in an appropriate format.
    • Make recommendations to reduce costs and enhance value.
    • Routine cost reports are analysed, compared with other sources of information and the implications of findings are identified.
    • Relevant performance indicators are monitored and the results are assessed to identify potential improvements.
    • Relevant specialists are consulted to assist in the identification of ways to reduce costs and enhance value.
    • Exception reports to follow up matters that require further investigation are prepared.
    • Specific recommendations are made to management and are explained in a clear and appropriate manner.

 

 

Supply Chain Management 101
  • Legislation and key government initiatives are discussed in relation to the supply chain management environment.
  • Demand management is analysed to reflect its relationship and influence on supply chain management and operations.
  • The role and scope of acquisition management (purchasing/procurement) are analysed to reflect their impact on supply chain management and operations.
  • The principles of logistics/materials management are discussed to reflect their role in and impact on supply chain management and operations.
  • Disposal management is explained by focusing on its impact on supply chain management and operations.
Performance & Risk in Supply Chain Management
  • Business processes are evaluated to determine potential risks to the supply chain management environment.
  • Potential risks and identified to reflect their impact on a business unit.
  • Contingency plans for managing risks are developed, tested and reviewed to improve the performance of the supply chain.
  • Performance management is explained by focusing on its influence on performance and risk within a supply chain management environment.
  • Indicators for a supply chain performance management system are developed in order to implement a supply chain performance management system.
  • The performance of the business in meeting its objectives is assessed in order to identify potential improvements to the business.
Supply Chain Strategy & Planning
  • Concepts of supply chain management are analysed to reflect their relationship and influence on supply chain management and operations.
  • Contributions are made towards a supply chain strategy for the organisation in support of the overall strategic business plan and operational plan.
  • The effectiveness of supply chain performance is measured and evaluated against the strategic and operational plans.
  • Innovative system development activities are identified to improve the performance of the supply chain.
  • Recommendations are made to improve implementation in order to aid the effectiveness of the supply chain.
Manage Supply Chain Execution
  • The supply chain strategy is communicated to all relevant stakeholders.
  • Strategic relationships within the supply chain are established to contribute to the implementation of the strategy.
  • Improvements to the supply chain are proposed and introduced to contribute to the effective implementation in a specific area of responsibility within the supply chain management environment.
  • A supply chain strategy is executed reflecting an understanding of operational aspects and their impact and influence on supply chain management.
  • A supply chain strategy is executed reflecting an understanding of the significance of the risk and performance management plans to the execution of the strategy.
  • Change management is implemented as dictated by the strategy.
Procurement & Supply
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
260077Conduct initial assessment for strategic sourcing64
336679Manage in and out sourcing54
260097Develop a sourcing strategy64
336720Conduct demand forecasting and develop supply and capacity plans to meet demand68
260137Execute a strategic sourcing strategy67
336680Create sustainable value through appropriate cost and pricing strategies610
Breakdown of Module
  • Conduct initial assessment for strategic sourcing
  • Manage in and out sourcing
  • Develop a sourcing strategy
  • Conduct demand forecasting and develop supply and capacity plans to meet demand
  • Execute a strategic sourcing strategy
  • Create sustainable value through appropriate cost and pricing strategies
Strategic Supply Chain Management & Distribution
Unit Standards related to this module
Strategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & Distribution
Strategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & Distribution
Strategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & Distribution
Strategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & DistributionStrategic Supply Chain Management & Distribution
Breakdown of Module
  • Lead and influence the supply chain management environment.
  • Demonstrate an understanding of the key concepts and elements of strategic supply chain management.
  • Demonstrate an understanding of the key concepts and elements of strategic supply chain management.
  • Processing customer orders
  • Design a Distribution Network
  • Analyse logistics systems and implement appropriate strategic plans
Logistics Management
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
336680Create sustainable value through appropriate cost and pricing strategies610
336699Demonstrate an understanding of the principles of marketing55
336701Demonstrate an understanding of the fundamental principles of the economy58
336742Develop and implement optimal inventory strategies68
335835Adhere to professional conduct and business ethics44
113835Manage logistics operations412
252288Align logistics activities to achieve competitive advantage515
252291Demonstrate knowledge and understanding of the legal framework of freight forwarding57
252294Formulate risk management policies and procedures for international trading companies58
252296Secure and retain new business in the freight forwarding industry58
252260Select and develop service providers for a forwarding operation58
Breakdown of Module
  • Create sustainable value through appropriate cost and pricing strategies
  • Demonstrate an understanding of the principles of marketing
  • Demonstrate an understanding of the fundamental principles of the economy
  • Develop and implement optimal inventory strategies
  • Adhere to professional conduct and business ethics
  • Manage logistics operations
  • Align logistics activities to achieve competitive advantage
  • Demonstrate knowledge and understanding of the legal framework of freight forwarding
  • Formulate risk management policies and procedures for international trading companies
  • Secure and retain new business in the freight forwarding industry
  • Select and develop service providers for a forwarding operation
Sales & Service
Unit Standards related to this module
IDUnit standard titleNQF levelCredits
252296Secure and retain new business in the freight forwarding industry58
252260Select and develop service providers for a forwarding operation58
252288Align logistics activities to achieve competitive advantage515
Breakdown of Module
  • Secure and retain new business in the freight forwarding industry
  • Select and develop service providers for a forwarding operation
  • Align logistics activities to achieve competitive advantage

CPT – HEAD OFFICE | JHB

Marketing Manager / Head: CPT Business College:  gizelle@cpt.co.za

Financial Manager:  petro@cpt.co.za

Quality Assurance & Operations Manager:  linzi@cpt.co.za

Managing Director:  chrisg@cpt.co.za

Learning Advisor:  anila@cpt.co.za

L&D Coordination and Scheduling: anila@cpt.co.za

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