SayPro Online Course SAQA 11516662378

Description

The learner must be able to:

Apply solitary confinement
Segregate prisoners
Discipline prisoners

Transfer prisoners
Place/Release prisoners

Assess security risks
Classify prisoners

Search staff
Search visitors
Draw action plan for security of prison
Report irregularities

Arrange medical care
Give medical treatment

Apply mechanical restraints
Deal with hunger strikes
Develop emergency plan
Analyse needs for mechanical restraints

Conduct security visits/inspection
Do security inspections
Inspection security fences
Conduct visits (spans, night)

The learner must be able to:

Know the defenses available for you
Define negligence
Discuss grounds of justification

Discuss judicial inspectorate
Meet requirements of delegation
Explain the grounds for review
Apply your mind
Apply relevant principles of admin law
Take all surrounding circumstances into account
Deal with each case on merit

Occupational Health and Safety act
Skills Development Act
Equity act
Labour Relations Act
Basic conditions of Employment act
Compensation Act
Know the operation of CCMA

Avoid criminal and delictual liability
Avoid negligence
Understand legal contracts
Attend to legal claims
Liaise with external legal bodies
Communicate with the attorney

Adhere to court procedures
Execute powers in terms of CP Act (not covered in other learning areas)
Identify powers of enforcement from legislation
Issues of warrant
Formulate charge sheet
Act as prosecutor in disciplinary hearing
Handle disciplinary cases

Distinguish between rights and privileges
Discuss the rights of victims
Determine if information is releasable as public information
Interpretation of human rights

The learner must be able to:

Assess financial needs
Compile estimates

Control finances
Take corrective measures

Interpret reports
Write reports
Consolidate financial reports

Generate management information
Revise budgets (continually)
Roll funds over
Allocate budget
Formulate budget
Liaise within system (Govt.)

Deal with claims against the state
Outline delegated powers
Outline logistical control policy (inventories)
Outline procurement policy
Outline record keeping policy
Outline issuing policy
Outline disposal policy
Outline procurement procedures (including tender/contracts)

Arrange for disposal of equipment
Execute loss control
Audit stores
Arrange logistics inspections
Outline stocking cycle
Manage safe-keeping of stock/equipment

Read reports
Interpret reports

Define materials management
Define material research
Define distribution management

The learner must be able to:
Use authority responsibility
Make decision
Chair meetings
Delegate work
Delegate authority (accountability)
Delegate responsibilities

Describe communication barriers
Identify barriers of communication
Overcome communication barriers
Identify crux (central idea) of message
Set out alternatives
Summarise reports/occurrences
Obtain approval
Avoid confusion
Develop inter-personal communication skills
Accept criticism
Speak out when necessary
Speak assertively

Have information on your institution
Enhance cross-cultural communication

Describe the nature and scope of planning
Put the planning procedure into practice
Use planning aids

Describe the phases of organisational development
Identify the characteristics of the three phases
Identify and describe moments of crisis phases mentioned
Differentiate between the architecture, management approach style, training and development functions, and personnel policy found in the three phases of organisational development, and determine what changes have to be made to overcome crises

Show the connection between change, organisation development and change management
Distinguish between the different types of change
Explain the origins of change in terms of internal and external influences
Explain the phases and steps in the change process
Discuss the reasons for resistance t change
Explain the techniques which can be used to overcome resistance to change
Describe the manager’s role in organisation development

Illustrate the difference between data and information by giving an example
Give examples of information that a manager needs for planning, decision-making and control, and state the sources where the information can be found
Use our logic to identify obvious errors in a set of information
Process and systematise the information
Represent the information visually by means of line graphs, bar charts and pie charts
Make deductions from graphs and diagrams

Explain why Correctional Services is a control-intensive organisation
Show what specific control implications the activities institutions have and why
Describe the state’s new concept of internal auditing
Explain the unique control implications of the activities of correctional managers
Describe a number of characteristic control mechanisms which are generally found in Correctional Services
List the differences between internal and external audit functions in the South African government context
Give a number external auditors in the government sector
Explain service evaluation in the Department of Correctional Service in South Africa

Explain the nature and philosophy of management by objectives
Differentiate between different types of objectives
Point out the importance of group objectives as opposed t individual objectives in a Correctional Services environment
Illustrate the different levels of objectives with examples from a Correctional Services perspective
Specify the requirements for setting objectives
Explain the process of formulating objectives for a unit or division
Illustrate the measurement of results
Point our the advantages and disadvantages of management by objectives
Place organisation and work study in perspective as an aid to management
Explain the different components and focal areas of this aid to management
Explain the importance and practical implications of organisation and work study in the Department of Correctional Services

INTEGRATED ASSESSMENT:

Written examinations
Case studies