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Short Learning Programme
on
Management Development
The Small, Medium and Micro Enterprise (SMME) sector’s growth depends on the supply of entry-level managers with basic skills in managing the functional areas of a business in financial, management and leadership skills, team building and time management skills. The personnel with required skills to grow-up an SMME are scared and it is this gap that NWU wants to fill.

Purpose of the course:

• At the end of the programme, participants will be able to perform their duties as lower level managers, through understanding their organisation’s policies and strategies. • To assist in the formulation, implementation and maintenance of policies,

Admission requirements:

Learning assumed to be in place: 
The learner should have basic management skills.

Course outcomes and assessment criteria :

Course outcomes and the associated assessment criteria: 

Study Unit

Outcomes

Assessment Criteria

  After completion of this course, participants will: Participant will be assessed on the following criteria:

MODULE 1: DESCRIBE AND APPLY THE MANAGEMENT FUNCTIONS OF AN ORGANIZATION (MANAGEMENT)

At the end of the learning cycle the learners will demonstrate

knowledge and understanding of:

  • Management Activities
  • Managers major tasks
  • Process of decision making
  • General Managers task
1.  Describe the management activities involved in running a successful business.
  1. Analyse the business functions of an organisation and identify the main business functions for a specific organisation.
  2. Ensure that the resources used in a business and the role of management in ensuring that resources of the business are used to best advantage in a specific organisation. 
  3. Explain with examples the responsibilities of employees in ensuring that resources are used to best advantage.
2.  Explain the basic activities involved in the management process.
  1. Explain the planning function in an organisation and give an indication of who in the organisation is responsible for the planning function. 
  2. Produce an example of the planning required in the learner's own situation and give an indication of how this fits into the organisation's business plan. 
  3. Identify the organising function in an organisation and an indication is given of who in the organisation is responsible for the organising function.
  4. Find with examples  the organising function in the learner's own position.
  5. Ascertain the leading function in an .organisation and an indication is given of who in the organisation is responsible for the leading function.
  6. Categorise the leading function applicable to the learner and give an indication of the learner`s own leadership style.
  7. Identify the control function in an organisation and give an indication of who in the organisation is responsible for the control function.
  8. Classify the control function in the learner`s own situation and give an indication of what the learner controls and how s/he exercises control.
  9. Explain the difference between responsibility and accountability with reference to delegation.
3.  Identify and explain some of the tasks required of managers.
  1. Explain with examples the decision making task of managers.
  2. Clarify with examples the communication task of managers and suggest how cultural diversity can be accommodated in communications.
  3. Describe the importance of trust in an organisation and give an indication of how trust affects communication.
  4. Describe the coordinating task of managers and given an indication of how the learner is responsible for co-ordinating based on a position description. 
  5. Clarify with examples the motivating task of managers.
  6. Explicate the delegating task of managers and give an indication of what tasks can and may not be delegated in a specific organisation. 
  7. Explain the disciplinary task of managers and give an indication is of the role of the team leader/low level manager in the disciplinary process. 
  8. Describe the evaluating task of managers and give an indication of the role of the junior manager in the assessing worker performance. 
4.  Apply the decision making process to make a management decision
  1. Justify the steps to be followed in making a decision are with reference to an authentic workplace situation. 
  2. Utilise the decision making process to make a management decision. 
5.  Apply the general management functions to a selected organisation. 
  1. List the management functions in an organisation and give an indication of who in the organisation is responsible for each function. 
  2. Explain the way in which each management function is addressed in a specific organisation with reference to the organogram of a selected organisation. 
  3. Outline the role of a team leader or low level manager in the management of an organisation with reference to the basic management functions and tasks. 

MODULE 2  (US 252037):

BUILD TEAMS TO ACHIEVE GOALS AND OBJECTIVES (TEAM BUILDING)

At the end of the learning cycle the learners will demonstrate knowledge and understanding of:

  • Theory of Teams
  • Types of Teams
  • Team Dynamics
  • Barriers to team building
  • Team building process
  • Team Leadership
1.  Demonstrating knowledge of and insight into the theory of teams and the importance of teams in workplace activities. 
  1. Compare the characteristics of a team and team interaction with those of a group. 
  2. Describe different types of teams in terms of their unique roles and characteristics
  3. Motivate with examples, the importance of teams for achieving workplace goals and objectives is.
2.  Applying the theory of teams to team dynamics.
  1. Explain team dynamics with practical examples. 
  2. Analyse the reasons for disagreements and conflict that could disrupt the functioning of the team with reference to interpersonal and other factors. 
  3. Identify Unique challenges presented by different types of teams with specific reference to cross-functional and virtual teams. 
3.  Explaining the process of building teams. 
  1. Explain the team building process with reference to the steps in the process. 
  2. Analyse stages of team development in terms of the human behaviour that drives the different stages. 
4.  Analysing the role of team leader in promoting team effectiveness. 
  1. Explain the role of a team leader in relation to improving team effectiveness. 
  2. Consider the impact of different leadership styles in relation to the leader's role in promoting team effectiveness. 
  3. Describe the techniques for the constructive management of team dynamics and conflict with specific reference to promoting trust, cohesion, creativity and productivity.
5.  Evaluating the effectiveness of a team and propose ways to improve team effectiveness
  1. Evaluate the functioning of a team is against the characteristic of high performance teams. 

MODULE 3  (US : 13015):

DRAFT FINANCIAL STATEMENTS (FINANCIAL MANAGEMENT)

At the end of the learning cycle the learners will demonstrate knowledge and understanding of:

  • The Business Environment
  • Accounting techniques
  • Accounting principles and theory
  • The organisation
  • Financial statements for Limited company, Close corporation, Partnership and Sole trader
  • Unit Standard Number: usa038
  • GAAP`s
1.  Demonstrate an understanding of the business and accounting environment.
  1. Define the business environment in relation to generally accepted accounting practice. 
  2. Describe and utilise various accounting techniques in the process of drafting financial statements. 
  3. Explain the principles and theory underpinning accounting in relation to financial statements within the framework of GAAP. 
  4. Clarify organisational policies and procedures related to accounting and administrative systems in GAAP terms. 
2.  Identify financial statement information.
  1. Identify correctly the general purpose and elements of financial statements used in various organisations.
  2. Identify and explain the relationship between elements within financial statements in meaningful terms. 
  3. Interpret the relationship between elements of limited company financial statements in a manner which ensures understanding.

  4. Identify unusual features or significant issues within financial statements and include them in reports. 

3.  Draft year end financial statements.
  1. Draft financial statements accurately from the appropriate information
  2. Implement subsequent adjustments correctly. 
  3. Confirm compliance on  draft accounts with domestic standards and legislation.
  4. Interpret correctly a prepared cash flow statement where required. 
  5. Present year-end financial statements for approval to the appropriate person in a clear format. 
  6. Follow confidentiality procedures at all times in line with organisational and legal regulations. 
  7. Observe at all times the organisation's policies, regulations, procedures and timescales relating to financial statements. 
  8. Identify resolve or refer discrepancies, unusual features or queries to the appropriate person

MODULE  4: PLAN AND MANAGE PRODUCTION / OPERATIONS IN A NEW VENTURE (OPERATIONS MANAGEMENT)

At the end of the learning cycle the learners will demonstrate knowledge and understanding of:

  • Design a production/operations layout for a new venture.
  • Apply effective production/operations scheduling.
  • Apply resource management within a new venture.
  • Apply quality management within a new venture.  
1.  Design a production/operations layout for a new venture. 
  1. Explain the concept of productivity within the context of a competitive new venture. 
  2. Give a description of elements involved in a specific production/operations process with examples. 
  3. Use an office/production layout plan in order to optimise the workflow. 
  4. Analyse market potential and limitations in order to plan for the capacity need to profitably operate a new venture. 
2.  Apply effective production/operations scheduling. 
  1. Explain the need for an effective production/operations scheduling within a new venture
  2. Design an effective production/operation system is in terms of areas to be scheduled within a specific business. 
  3. Identify and analyse potential bottlenecks that may affect production flow in order to take corrective action.
3.  Apply resource management within a new venture.
  1. Explain the concept of resource management within the context of new venture creation. 
  2. Manage and control the business resources using a record keeping system. 
  3. Create a system to effectively 
  4. Develop a maintenance system to ensure sustainability of the business to perform competitively.
4.  Apply quality management within a new venture.
  1. Explain fundamentals of quality and its management within the context of target market requirements
  2. Lay down Quality standards which are derived from the market requirements. 
  3. Design measurement tools in order to measure the quality of the product/service in accordance with the set standards. 

MODULE  5  (US:336075)

APPLY PRACTICAL PRINCIPLES OF MARKETING TO A SPECIFIC SMALL BUSINESS (MARKETING)

 At the end of the learning cycle the learners will demonstrate knowledge and understanding of:

  • Marketing Concepts
  • Relationship Marketing
  • Marketing Techniques
  • Customer loyalty
  • Marketing mix
  • Pricing
  • Promotion mix
  • Location
1.  Demonstrate an understanding of marketing concepts related to a specific small business environment.
  1. Define the marketing concept.
  2. Apply the marketing concept to a specific small business. 
  3. Understand and explain the principles of relationship marketing.
  4. Illustrate and explain the customer loyalty ladder graphically with examples from a specific small business environment. 
  5. Define and explain the concept of the marketing mix.
2.  Demonstrate an understanding of the 'product' element of the marketing mix in a specific small business environment.
  1. Analyse and explain with examples the meaning of 'product' in the marketing mix from a specific small business. 
  2. Examine and explain the characteristics of a 'product' with examples from a specific small business. 
  3. Comprehend and explain the concept of branding, its value and application to specific products in an small business are with examples. 
  4. Analyse, understand and apply the product 'life cycle' in the context of specific products in a small business environment. 
3.  Demonstrate an understanding of the 'price' element in the marketing mix as applied in a specific small business environment.
  1. Classify and scrutinise the approaches to setting prices in a specific small business marketing context. 
  2. Evaluate and explain the importance of non-price factors with specific examples from a specific small business. 
  3. Explain with examples the practice of pricing related to a specific small business. 

4.  Demonstrate an understanding of the 'promotion' element in the marketing mix as applied in a specific small business environment.
  1. Explain the objectives of promotion within a specific small business context. 
  2. Analyse and apply the element's of the 'promotional mix' in a specific small business marketing context.
  3. Explain the importance of market research to remaining informed on promotional methods and opportunities.
  4. Analyse the effective communication of promotional activities to customers.
  5. Utilise the promotional mix to promote a product or service in a specific small business. 
  6. Explain with examples product layout as an essential element of promotion relating to the particular promotional challenges and opportunities in a specific small business retail outlet. 
5.  Demonstrate an understanding of the 'place' element in the marketing mix as applied in a specific small business environment.
  1. Describe with examples the importance of location in the marketing of a specific small business. 
  2. Examine  the internal space in the retail environment in the context of specific small business marketing. 
  3. Analyse location in 'virtual space' in the context of small business marketing.
  4. Explain the sensitivity of a place in the specific small business environment

 

Assessment: 
Formative and Summative
Method of assessment: 
Summative: Examination/Case studies Formative: Class tests/Group projects/ Assignments

Additional information

L02 100 1
Mode of delivery: 
Contact
Target group: 
All learners wishing for a career in management. All entry-level managers.
Contact us
Name: 
Prof Jan Meyer
Telephone number: 
018 389 2073