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A person acquiring this qualification will be able to manage first line managers in an organisational entity. First line managers may include team leaders, supervisors, junior managers, section heads and foremen. The focus of this qualification is to enable learners to develop competence in a range of knowledge, skills, attitudes and values including:

• Initiating, developing, implementing and evaluating operational strategies, projects and action plans, and where appropriate, recommending change within teams and/or the unit so as to improve the effectiveness of the unit.
• Monitoring and measuring performance and applying continuous or innovative improvement interventions in the unit in order to attain its desired outcomes, including customer satisfaction, and thereby contributing towards the achievement of the objectives and vision of the entity.
• Leading a team of first line managers, by capitalising on the talents of team members and promoting synergistic interaction between individuals and teams, to enhance individual, team and unit effectiveness in order to achieve the goals of the entity.
• Building relationships using communication processes both vertically and horizontally within the unit, with superiors and with stakeholders across the value chain to ensure the achievement of intended outcomes.
• Applying the principles of risk, financial and knowledge management and business ethics within internal and external regulatory frameworks in order to ensure the effectiveness and sustainability of the unit.
• Enhancing the development of teams and team members through facilitating the acquisition of skills, coaching, providing career direction, and capitalising on diversity in the unit.

  The skills, knowledge and understanding demonstrated within this qualification are essential for the creation of a talent pool of experienced and effective middle managers that represents the demographics of the South African society. This qualification will create a leadership cadre for the South African society throughout multiple industries and sectors both private and public.

  Rationale:

  The National Certificate: Generic Management, NQF Level 5 forms part of a learning pathway of management qualifications across various sectors and industries. It is specifically designed to develop management competencies required by learners in any occupation, particularly those who manage first line managers. The qualification builds on the FETC: Generic Management and further develops the key concepts, principles and practices of management that will enable learners to lead, manage, organise and control first line managers and team leaders. The learners will typically be managers who have other junior managers or team leaders reporting to them. In smaller organisations or entities, the managers could primarily be responsible for managing the supervisors and staff within their section, division or business unit.

  The scope of generic management covers five domains: leadership, managing the environment, managing relations, managing knowledge and the practice of management. This qualification addresses each of these domains with generic competencies, so that it allows learning programmes to be contextualised for specific sectors and industries. It reflects a similar design to the FETC: Generic Management, in that it provides opportunities for learners to transfer between various specialisations within management. This leads to the strengthening of management competencies and will enable managers at this level to manage successfully systems, processes, resources, managers and teams in their various occupations and contexts.

  This qualification is further intended to empower learners to acquire the knowledge, skills, attitudes and values required to operate confidently as individuals in South African communities and to respond to the challenging economic environment and constantly changing world of work. Ultimately, this qualification is aimed at improving the effectiveness and leadership abilities of middle managers in various occupations in South Africa, in private and public business entities as well as non-governmental organisations. For this reason, the word ‘entity’ includes a company, business unit, public institution, small business or non-profit organisation.

• Communication at NQF Level 4.
• Mathematical Literacy at NQF Level 4.

  Recognition of Prior Learning:

  The qualification can be achieved wholly or in part through recognition of prior learning in terms of the defined Exit Level Outcomes and/or individual unit standards.

  Evidence can be presented in various ways, including international and/or previous national qualifications, products, reports, testimonials mentioning functions performed, work records, portfolios and/or performance records.

  All such evidence will be judged in accordance with the general principles of assessment and the requirements for integrated assessment.

  Access to the Qualification:

  Access to the qualification is open keeping in mind the Learning Assumed to be in Place.

The unit standards included in the fundamental component of the qualification total 49 credits. They are compulsory and must be contextualised according to the specialisation or the selected learning programme.

Core Component:

The unit standards in the core component total 78 credits and are compulsory. They must be contextualised according to the specialisation or selected learning programme.

Elective Component:

The elective component of the qualification consists of a number of unit standards, divided into specialisations. The learner must choose a specialisation and complete unit standards totalling a minimum of 35 credits from the unit standards listed under that specialisation.

Advanced Sport Management Administration (Learning Programme ID 60277):

• ID 252182: Establish sustainable sport organisations structures, Level 5, 6 credits
• ID 252176: Manage the business components of a sport organisation, Level 5 , 6 credits
• ID 252181: Explain the role of governance structures in sport, Level 5, 5 credits
• ID 115855: Create, maintain and update record keeping systems, Level 5, 5 credits
• ID 242650: Manage project finances, Level 5, 15 credits
• ID 252179: Manage volunteers in sport, Level 5, 5 credits
• ID 252177: Manage participants with disability in sport, Level 5 , 8 credits
• ID 252178: Support sport and fitness participation for people living with HIV/AIDS, Level 5, 4 credits

  Adventure Based Learning (ABL) (Learning Programme ID 60278):

• ID 252188: Develop a programme for Adventure Based Learning (ADL) experiences, Level 5, 8 credits
• ID 252184: Facilitate participation in an adventure based activity, Level 5, 6 credits
• ID 252187: Plan and conduct leading and mentoring of participants in outdoor adventure experiences, Level 5, 4 credits
• ID 252186: Prepare to lead and conduct physical activities, Level 5, 4 credits
• ID 252185: Promote sustainable use of the environment, Level 5, 3 credits
• ID 252183: Maintain safety in the conduct of Adventure Based Learning activities, Level 5, 5 credits
• ID 252189: Deal with sub standard performance in a team , Level 5, 5 credits

  Cement Manufacturing (Learning Programme ID 60272):

• ID 10462: Demonstrate an understanding of cement process technology, NQF Level 4, 22 credits.
• ID 10464: Demonstrate an understanding of lime process technology, NQF Level 4, 16 credits.
• ID 252039: Develop a plan to combat corruption, NQF Level 5, 5 credits.
• ID 252024: Evaluate current practices against best practice, NQF Level 5, 4 credits.

  Customer Management (Learning Programme ID 60273):

• ID 10045: Identify product features, advantages and benefits to the customer, NQF Level 5, 10 credits.
• ID 10047: Close a deal with a customer, NQF Level 5, 5 credits.
• ID 10070: Develop and implement marketing plan in line with marketing strategy, NQF Level 5, 20 credits.
• ID 10048: Identify brand mix elements, NQF Level 5, 6 credits.
• ID 10052: Monitor handling of customer by frontline customer service, NQF Level 5, 8 credits.
• ID 10053: Manage customer requirements and needs and implement action plans, NQF Level 5, 8 credits.
• ID 10054: Identify and manage areas of customer service impact, NQF Level 5, 6 credits.
• ID 10066: Establish customer needs and relationships, NQF Level 5, 16 credits.
• ID 10067: Develop customer needs and relationships, NQF Level 5, 16 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.

  Customer Management: Banking (Learning Programme ID 96099):

• ID 10045: Identify product features, advantages and benefits to the customer, NQF Level 5, 10 credits.
• ID 10047: Close a deal with a customer, NQF Level 5, 5 credits.
• ID 10070: Develop and implement marketing plan in line with marketing strategy, NQF Level 5, 20 credits.
• ID 10048: Identify brand mix elements, NQF Level 5, 6 credits.
• ID 10052: Monitor handling of customer by frontline customer service, NQF Level 5, 8 credits.
• ID 10053: Manage customer requirements and needs and implement action plans, NQF Level 5, 8 credits.
• ID 10054: Identify and manage areas of customer service impact, NQF Level 5, 6 credits.
• ID 10066: Establish customer needs and relationships, NQF Level 5, 16 credits.
• ID 10067: Develop customer needs and relationships, NQF Level 5, 16 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.

  Disaster Risk Management (Learning Programme ID 60274):

• ID 251963: Utilise communication and information management systems, Level 5, 10 credits
• ID 251965: Create awareness and promote a culture of risk avoidance through advocacy activities, Level 4, 6 credits
• ID 251964: Develop and implement disaster risk reduction plans, Level5, 10 credits
• ID 251962: Establish and co-ordinate forums for disaster risk management in a specific environment, Level 5, 6 credits
• ID 251966: Implement disaster risk management principles in response, recovery, relief and rehabilitation activities, Level 5, 15 credits
• ID 251967: Conduct disaster risk assessment, Level5, 15 credits
• ID 251968: Develop and manage funding mechanisms for disaster risk management, Level6, 10 credits
• ID 251961: Interpret and integrate disaster risk management theory into programmes and activities according to the Disaster Risk Management (DRM) Framework, Level 5, 15 credits

  Fast Moving Consumer Goods (Learning Programme ID 60271):

• ID 119801: Demonstrate an understanding of Microbiological principles and its application to a food handling environment, NQF Level 5, 12 credits.
• ID 119800: Optimise product and process quality in food or sensitive consumer product environment, NQF Level 5, 8 credits.
• ID 119796: Monitor and control quality assurance procedures in a food or sensitive consumer product environment, NQF Level 4, 8 credits.
• ID 252039: Develop a plan to combat corruption, NQF Level 5, 5 credits.
• ID 10048: Identify brand mix elements, NQF Level 5, 8 credits.
• ID 252024: Evaluate current practices against best practice, NQF Level 5, 4 credits.

  Financial Management for Sport Federations (Learning Programme ID 60275):

• ID 252038: Prepare and manage a budget, Level 5, 5 credits
• ID 252181: Explain the role of governance structures in sport, Level 5, 5 credits
• ID 252176: Manage the business components of a sport organisation, Level 5, 6 credits
• ID 242650: Manage project finances, Level 5, 15 credits
• ID 252039: Develop a plan to combat corruption, NQF Level 5, 5 credits.
• ID 12761: Demonstrate an understanding of macroeconomic principles as they apply to the South African business environment, NQF Level 4, 8 credits.
• ID 252024: Evaluate current practices against best practice, NQF Level 5, 4 credits.

  Franchising (Learning Programme ID 80426):

• ID 10048: Identify brand mix elements, Level 5, 8 credits.
• ID 10053: Manage customer requirements and needs and implement action plans, Level 5, 8 credits.
• ID 10054: Identify and manage areas of customer service impact, Level 5, 6 credits.
• ID 262380: Produce a business plan for a small business, Level 5, 12 credits.
• ID 115855: Create, maintain and update record keeping systems, Level 5, 5 credits.
• ID 243265: Manage assets of a business unit, Level 5, 12 credits.

  General Management (Learning Programme ID 60269):

• ID 252030: Analyse compliance to legal requirements and recommend corrective actions, NQF Level 5, 4 credits.
• ID 252041: Promote a learning culture in an organisation, NQF Level 5, 5 credits.
• ID 114212: Explain the impact of organisational wellness on a business environment and indicate a strategy for a business unit NQF Level 4, 3 credits.
• ID 12140: Recruit and select candidates to fill defined positions, NQF Level 5, 9 credits.
• ID 12761: Demonstrate an understanding of macroeconomic principles as they apply to the South African business environment, NQF Level 4, 8 credits.
• ID 252024: Evaluate current practices against best practice, NQF Level 5, 4 credits.
• ID 252033: Develop ways of dealing with the impact of dreaded diseases and in particular HIV/AIDS, NQF Level 5, 8 credits.
• ID 252039: Develop a plan to combat corruption, NQF Level 5, 5 credits.
• ID 10048: Identify brand mix elements, NQF Level 5, 8 credits.
• ID 114226: Interpret and manage conflicts in the workplace, NQF Level 5, 8 credits.
• ID 252031: Apply the principles and concepts of emotional intelligence to the management of self and others, NQF Level 5, 4 credits.
• ID 117853: Conduct negotiations to deal with conflict situations, NQF Level 5, 8 credits.
• ID 15230: Monitor team members and measure effectiveness of performance, Level 5, 4 credits.
• ID 264408: Manage and improve communication processes in a function, Level 6, 3 credits.
• ID 15224: Empower team members through recognising strengths, encouraging participation in decision making and delegating tasks, Level 5, 4 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.
• ID 15236: Apply financial analysis, NQF Level 5, 4 credits.

  General Management: Banking (Learning Programme ID 96100):

• ID 252030: Analyse compliance to legal requirements and recommend corrective actions, NQF Level 5, 4 credits.
• ID 252041: Promote a learning culture in an organisation, NQF Level 5, 5 credits.
• ID 114212: Explain the impact of organisational wellness on a business environment and indicate a strategy for a business unit NQF Level 4, 3 credits.
• ID 12140: Recruit and select candidates to fill defined positions, NQF Level 5, 9 credits.
• ID 12761: Demonstrate an understanding of macroeconomic principles as they apply to the South African business environment, NQF Level 4, 8 credits.
• ID 252024: Evaluate current practices against best practice, NQF Level 5, 4 credits.
• ID 252033: Develop ways of dealing with the impact of dreaded diseases and in particular HIV/AIDS, NQF Level 5, 8 credits.
• ID 252039: Develop a plan to combat corruption, NQF Level 5, 5 credits.
• ID 10048: Identify brand mix elements, NQF Level 5, 8 credits.
• ID 114226: Interpret and manage conflicts in the workplace, NQF Level 5, 8 credits.
• ID 252031: Apply the principles and concepts of emotional intelligence to the management of self and others, NQF Level 5, 4 credits.
• ID 117853: Conduct negotiations to deal with conflict situations, NQF Level 5, 8 credits.
• ID 15230: Monitor team members and measure effectiveness of performance, Level 5, 4 credits.
• ID 264408: Manage and improve communication processes in a function, Level 6, 3 credits.
• ID 15224: Empower team members through recognising strengths, encouraging participation in decision making and delegating tasks, Level 5, 4 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.
• ID 15236: Apply financial analysis, NQF Level 5, 4 credits.

  Generic Manufacturing (Learning Programme ID 60270):

• ID 12999: Contribute to the management of cost and the enhancement of value, NQF Level 5, 10 credits.
• ID 119159: Maintain Manufacturing Efficiencies, NQF Level 5, 12 credits.
• ID 119166: Optimise Manufacturing processes, NQF Level 5, 24 credits.
• ID 9897: Manage Inventory, NQF Level 5, 3 credits.

  Mining Management (Learning Programme ID 64869):

• ID 7863: Manage staff development; Level 5; 6 credits
• ID 10043: Develop, implement and manage a project/activity plan; Level 5; 5 credits
• ID 11286: Institute disciplinary action; Level 5; 8 credits
• ID 12140: Recruit and select candidates to fill defined positions; Level 5; 9 credits
• ID 12996: Record, analyse and prepare cost information; Level 5; 10 credits
• ID 12997: Prepare financial reports and returns; Level 5; 8 credits
• ID 13015: Draft financial statements; Level 5; 12 credits
• ID 15214: Recognise areas in need of change, make recommendations and implement change in the team, department or division; Level 5; 3 credits
• ID 252024: Evaluate current practices against best practice; Level 5; 4 credits
• ID 15223: Implement training needs for teams and individuals to upgrade skills levels; Level 5; 3 credits
• ID 15226: Implement systems to meet the flow of information in a team, department or division; Level 5; 3 credits
• ID 15229: Implement codes of conduct in the team, department or division; Level 5; 3 credits
• ID 15230: Monitor team members and measure effectiveness of performance; Level 5; 4 credits

  Motor Industry Management (Learning Programme ID 78824):

• ID 243265: Manage assets of a business unit, Level 5, 12 credits.
• ID 243266: Align activities of own business unit with others in the retail business, Level 5, 12 credits.
• ID 243267: Apply and continuously improve company policies and procedures, Level 5, 10 credits.
• ID 243268: Manage the capture, storage and retrieval of business unit information, Level 5, 12 credits.
• ID 243269: Measure customer satisfaction within a business unit and recommend corrective action, Level 5, 14 credits.
• ID 243270: Analyse market needs and trends and source and price pre-owned vehicles, Level 5, 14 credits.
• ID 243351: Enhance relationships with strategic partners of a motor retail business, Level 6, 14 credits.
• ID 243352: Develop a motor retail business brand, Level 6, 14 credits.
• ID 243353: Develop the motor retail business to deliver brand promise, Level 6, 16 credits.
• ID 243354: Provide, use and manage information and information systems for a motor retail business, Level 6, 10 credits.
• ID 243355: Manage and improve motor retail business operations to optimise profit performance, Level 6, 12 credits.
• ID 243471: Manage and improve communication processes for a motor retail business, Level 6, 10 credits.
• ID 243472: Lead and develop human resources to meet the critical skills shortages and diverse needs of the motor retail business, Level 6, 12 credits.
• ID 243473: Integrate, co-ordinate and optimise all the business units within a retail motor business, Level 6, 10 credits.
• ID 243474: Contribute to and implement a marketing strategy for the motor retail business, Level 6, 16 credits.
• ID 243475: Review and revise a performance management system for the motor retail business, Level 6, 10 credits.

  NQF Support Link (Learning Programme ID 78823):

• ID 263976: Demonstrate understanding of the outcomes-based education and training approach within the context of a National Qualifications Framework, Level 5, 5 credits.
• ID 114925: Manage learner information using an information management system, Level 5, 4 credits.
• ID 114922: Provide guidance on the strategic governance of NQF implementation by education, training and development providers, Level 6, 4 credits.
• ID 116811: Manage learning at an education, training and development provider, Level 6, 10 credits.
• ID 263982: Manage assessment in a learning organisation, Level 6, 10 credits.
• ID 263978: Develop plans for implementing Learnerships and Skills Programmes within a learning organisation, Level 6, 5 credits.
• ID 116587: Develop, support and promote RPL practices, Level 7, 10 credits.

  Real Estate (Learning Programme ID 71609):

• ID 258115: Manage the marketing, selling and leasing of property developments, Level 5, 12 credits.
• ID 258116: Manage community schemes, Level 5, 8 credits.
• ID 258117: Manage a Real Estate franchise business, Level 5, 12 credits.
• ID 258118: Market, sell and lease community schemes, Level 5, 8 credits.
• ID 258119: Manage an auctioneering business or division, Level 5, 12 credits.
• ID 258120: Integrate the principles of Agricultural property ownership into Real Estate sales and marketing functions, Level 5, 12 credits.
• ID 258121: Manage Real Estate business operations, Level 5, 8 credits.
• ID 258122: Manage a business broking business or division, Level 5, 12 credits.
• ID 258123: Demonstrate an understanding of real estate economics in the South African context, Level 5, 8 credits.
• ID 258124: Manage the marketing, selling and leasing of properties, Level 5, 12 credits.
• ID 258125: Integrate the principles of Commercial/Industrial property ownership into Real Estate sales and marketing functions, Level 5, 12 credits.
• ID 258126: Apply facilities management principles, Level 5, 8 credits.
• ID 258135: Develop, implement and control administration of Real Estate systems, policies and procedures, Level 5, 8 credits.
• ID 258136: Perform market assessments, Level 5, 12 credits.
• ID 258137: Collate, interpret and utilise financial information in a Real Estate business, Level 5, 8 credits.
• ID 258138: Implement and maintain legal requirements within a Real Estate business, Level 5, 6 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.

  Salon Management (Learning Programme ID 80747):

  1. The learner must complete the following elective unit standard:

• ID 255514: Conduct a disciplinary hearing, Level 5, 15 Credits.

  2. The learner must complete additional unit standards from the list below to give a total of 35 credits for the elective component:

• ID 15214: Recognise areas in need of change make recommendations and implement change in the team, department or division, Level 5, 3 Credits.
• ID 116928: Manage diversity in the workplace Level 5, 14 Credits.
• ID 252031: Apply the principles and concepts of emotional intelligence to the management of self and others, Level 5, 4 Credits.
• ID 116484: Evaluate a specified code of ethics and/or code of conduct, Level 5, 6 Credits.
• ID 114600: Apply innovative thinking to the development of a small business, Level 4, 4 Credits.
• ID 252030: Analyse compliance to legal requirements and recommend corrective actions, Level 5, 4 Credits.
• ID 114885: Prepare and communicate a productivity improvement plan for a functional unit, Level 5, 6 Credits.
• ID 263376: Improve the effectiveness and efficiency of quality management system, Level 5, 8 Credits.
• ID 114226: Interpret and manage conflicts within the workplace, Level 5, 8 Credits.
• ID 15234: Apply efficient time management to the work of a department/division/section, Level 5, 4 Credits.
• ID 255514: Conduct a disciplinary hearing, Level 5, 15 Credits.
• ID 252039: Develop a plan to combat corruption, Level 5, 5 Credits.
• ID 10045: Identify product features, advantages and benefits to the customer, Level 5, 10 Credits.
• ID 243948: Monitor and maintain health, safety and security, Level 5, 4 Credits.
• ID 10067: Develop customer needs and relationships, Level 5, 16 Credits.

  Security Management (Learning Programme ID 74511):

• ID 120480: Demonstrate understanding of crime prevention, Level 5, 6 credits.
• ID 242830: Conduct a security threat assessment in a defined operational area, Level 4, 6 credits.
• ID 13952: Demonstrate basic understanding of the Primary labour legislation that impacts on a business unit, Level 4, 8 credits.
• ID 244315: Assess threat for security installation purposes, Level 5, 7 credits.
• ID 244330: Compile a threat and risk assessment for a close protection operation, Level 5, 5 credits.
• ID 120484: Demonstrate understanding of the principles of common law crimes and statutory law offences, Level 5, 12 credits.
• ID 120303: Apply principles of risk management, Level 5, 8 credits.
• ID 15228: Advise on the establishment and implementation of a quality management system for skills development practices in an organisation, Level 5, 10 credits.
• ID 15221: Provide information and advice regarding skills development and related issues, Level 5, 4 credits.
• ID 15227: Conduct skills development administration in an organisation, Level 4, 4 credits.
• ID 242829: Monitor the level of service to a range of customers, Level 4, 5 credits.
• ID 114925: Manage learner information using an information management system, Level 5, 4 credits.

  Service Station Management (Learning Programme ID 66310):

• ID 244031: Manage dangerous goods logistics, Level 5, 12 credits.
• ID 114274: Demonstrate and apply an understanding of the Basic Conditions of Employment Act (Act 75 of 1997), Level 5, 8 credits.
• ID 255514: Conduct a disciplinary hearing, Level 5, 15 credits.
• ID 114592: Produce business plans for a new venture, Level 4, 8 credits.
• ID 242668: Demonstrate knowledge and application of the Occupational Health and Safety Act, 85 of 1993 (OHSA) (as amended) and the responsibilities of management in terms of the Act, Level 4, 4 credits.
• ID 255500: Manage procedures that increase the nett income of a wholesale and retail unit, Level 5, 8 credits.
• ID 255499: Manage shrinkage and losses in a wholesale and retail unit, Level 5, 12 credits.
• ID 252024: Evaluate current practices against best practice, Level 5, 4 credits.
• ID 252030: Analyse compliance to legal requirements and recommend corrective actions, Level 5, 4 credits.

  Skills Development Management (Learning Programme ID 66069):

• ID 11911: Manage individual careers; Level 5; 5 credits
• ID 15219: Develop and implement a strategy and action plans for a team, department or division; Level 5; 4 credits
• ID 15220: Set, monitor and measure the achievement of goals and objectives for a team, department or division within an organisation; Level 5; 4 credits
• ID 15232: Coordinate planned skills development interventions in an organisation; Level 5; 6 credits
• ID 116926: Implement skills development as workplace learning to support organisational transformation; Level 5; 12 credits
• ID 252041: Promote a learning culture in an organisation, NQF Level 5, 5 credits.

  Skills Development Management: Banking (Learning Programme ID 96101):

• ID 11911: Manage individual careers; Level 5; 5 credits
• ID 15219: Develop and implement a strategy and action plans for a team, department or division; Level 5; 4 credits
• ID 15220: Set, monitor and measure the achievement of goals and objectives for a team, department or division within an organisation; Level 5; 4 credits
• ID 15232: Coordinate planned skills development interventions in an organisation; Level 5; 6 credits
• ID 116926: Implement skills development as workplace learning to support organisational transformation; Level 5; 12 credits
• ID 252041: Promote a learning culture in an organisation, NQF Level 5, 5 credits.

  Sport Event Management (Learning Programme ID 60276):

• ID 252175: Apply principles of marketing to sport, Level 5, 4 credits
• ID 242650: Manage project finances, Level 5, 15 credits
• ID 252180: Coordinate the logistics of a sports team on tour, Level 5, 8 credits
• ID 252179: Manage volunteers in sport, Level 5 , 5 credits
• ID 243948: Monitor and maintain health, safety and security, Level 5, 4 credits
• ID 15230: Monitor team members and measure effectiveness of performance, Level 5, 4 credits
• ID 254454: Co-ordinate public relations and liaison with the media for athletes and sport teams, Level 5, 5 credits
• ID 254463: Organise and administer a sport tournament, Level 5, 8 credits

  Strategic Management (Learning Programme ID 74512):

• ID 264395: Formulate a strategy and an implementation plan for a function, Level 6, 6 credits.
• ID 264398: Evaluate and plan the role of self as leader in a function, Level 6, 5 credits.
• ID 264400: Apply the principles of corporate governance and ethics in a function, Level 6, 5 credits.
• ID 264403: Apply problem-solving techniques to make decisions on a multi-faceted problem, Level 6, 5 credits.
• ID 264405: Manage relationships with strategic partners to improve the performance of a function, Level 6, 6 credits.
• ID 264406: Manage the information and institutional knowledge within a function, Level 6, 5 credits.
• ID 264407: Analyse the strategy and external environment of the entity in relation to a function, Level 6, 3 credits.
• ID 264408: Manage and improve communication processes in a function, Level 6, 3 credits.
• ID 264409: Use negotiation in multi-faceted situations to achieve the objectives of a function, Level 6, 5 credits.
• ID 264416: Appraise, develop and retain human capital for a function, Level 6, 6 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.
• ID 15236: Apply financial analysis, NQF Level 5, 4 credits.

  Strategic Management: Banking (Learning Programme ID 96102):

• ID 264395: Formulate a strategy and an implementation plan for a function, Level 6, 6 credits.
• ID 264398: Evaluate and plan the role of self as leader in a function, Level 6, 5 credits.
• ID 264400: Apply the principles of corporate governance and ethics in a function, Level 6, 5 credits.
• ID 264403: Apply problem-solving techniques to make decisions on a multi-faceted problem, Level 6, 5 credits.
• ID 264405: Manage relationships with strategic partners to improve the performance of a function, Level 6, 5 credits.
• ID 264406: Manage the information and institutional knowledge within a function, Level 6, 5 credits.
• ID 264407: Analyse the strategy and external environment of the entity in relation to a function, Level 6, 3 credits.
• ID 264408: Manage and improve communication processes in a function, Level 6, 3 credits.
• ID 264409: Use negotiation in multi-faceted situations to achieve the objectives of a function, Level 6, 5 credits.
• ID 264416: Appraise, develop and retain human capital for a function, Level 6, 6 credits.
• ID 15214: Recognize areas in need of change make recommendations and implement change in the team, department or division, NQF Level 5, 3 credits.
• ID 15219: Develop and implement a strategy and action plans for a team, department or division, NQF Level 5, 4 credits.
• ID 15236: Apply financial analysis, NQF Level 5, 4 credits.

  Wholesale and Retail Management (Learning Programme ID 63334):

• ID 10980: Induct a new employee, Level 4, 6 credits.
• ID 12140: Recruit and select candidates to fill defined positions, Level 5, 9 credits
• ID 255494: Schedule staff, Level 5, 10 credits
• ID 255495: Demonstrate an understanding of the sectoral determination for the wholesale and retail sector, Level 5, 8 credits
• ID 255496: Manage a training intervention, Level 5, 8 credits
• ID 255497: Manage stock holding procedures in a wholesale and retail unit, Level 5, 6 credits
• ID 255498: Manage cold chain processes in a wholesale and retail unit, Level 5, 6 credits
• ID 255499: Manage shrinkage and losses in a wholesale and retail unit, Level 5, 12 credits
• ID 255500: Manage procedures that increase the net income of a wholesale and retail unit, Level 5, 8 credits
• ID 255514: Conduct a disciplinary hearing, Level 5, 15 credits
• ID 243948: Monitor and maintain health, safety and security, Level 5, 4 credits.
• ID 335917: Manage productivity in a Wholesale and Retail unit, Level 5, 8 credits.

  Additional specialisations in Contact Centre Management, Human Resource Management and Public Administration will be added at a later stage.

2. Monitor and measure performance and apply continuous or innovative improvement interventions in the unit.

3. Lead and manage a team of first line managers to enhance individual, team and unit effectiveness.

4. Build relationships with superiors and with stakeholders across the value chain.

5. Apply the principles of risk, financial and knowledge management and business ethics within internal and external regulatory frameworks.

6. Enhance the development of teams and team members.

Critical Cross-Field Outcomes:

The learner will be expected to demonstrate the ability to:

• Identify and solve problems and make responsible ethical decisions within own scope of responsibility.
• Work effectively with others as a member of a team, group, organisation or community to achieve unit objectives.
• Organise and manage oneself and one’s activities responsibly and effectively to plan, lead, organise and control in order to achieve unit objectives.
• Collect, organise and critically evaluate information in order to manage performance in the unit.
• Communicate effectively using visual, mathematics and language skills in the modes of oral and/or written presentations to lead a team of first line managers.
• The learner will be required to demonstrate an understanding of the world as a set of related systems by managing others in multiple teams within a unit.
• Be culturally and aesthetically sensitive across a range of social contexts in managing and interacting with diverse people in the workplace.
• Use science and technology effectively in researching, recommending and implementing management solutions in the unit, showing responsibility towards the environment and health of others.

• Priorities are identified by considering a broad range of factors in solving problems and making decisions on operational strategies.
• The need for and the benefits of change are explained and recommendations are made to achieve intended results.
• The initiatives to be undertaken by the unit are linked to organisational goals and objectives.
• Operational strategies, projects and action plans are initiated and developed.
• Operational strategies, projects and action plans are implemented and evaluated.

  Associated Assessment Criteria for Exit Level Outcome 2:

• The performance of the teams and the unit is monitored and measured according to entity’s systems and procedures.
• Innovative and/or continuous improvement strategies are applied according to generally accepted theory and practice.
• Results are evaluated in relation to intended outcomes.

  Associated Assessment Criteria for Exit Level Outcome 3:

• The talents of each team member are evaluated according to the needs and operational requirements of the unit.
• The team is provided with direction towards fulfilment of organisational goals.
• Resources are identified and used by the leader to accomplish the objectives of the unit.

  Associated Assessment Criteria for Exit Level Outcome 4:

• Relationships are built through the provision and solicitation of unit-relevant information.
• Communication processes that contribute towards building relationships are implemented both vertically and horizontally.
• Team effectiveness and desired outcomes are achieved through partnership and information sharing.
• Customer needs are interpreted and distilled through effective communication processes in order to ensure that relationships are sustained.

  Associated Assessment Criteria for Exit Level Outcome 5:

• Risk in the unit is managed by considering the impact and likelihood of a variety of internal and external factors.
• The intended outcomes of the unit are achieved by applying accepted principles and practices of financial management.
• The intellectual assets of the unit are identified, developed and protected through the application of the principles of knowledge management.
• The desired outcomes of the unit are achieved within an individual ethical framework and according to the value system of the entity.

  Associated Assessment Criteria for Exit Level Outcome 6:

• The acquisition and enhancement of skills is facilitated through people development processes.
• Direction is given to first line managers on their possible career progression within the entity through coaching and other personal interaction.
• The diversity in the team is recognised and harnessed in order to add value to team effectiveness.

  Integrated Assessment:

  Assessment practices must be fair, transparent, valid and reliable and should ensure that the learner is not disadvantaged in any way. Integrated assessment provides the opportunity for learners to demonstrate that they are able to integrate concepts, actions and ideas achieved across a range of unit standards and contexts. Integrated assessment must evaluate the quality of competence attained by the learner.

  The assessment strategies used must ensure that that all Specific Outcomes, Essential Embedded Knowledge and Critical Cross-Field Outcomes are assessed. The assessment of the Critical Cross-Field Outcomes should be integrated with the assessment of the Specific Outcomes.

  The learner who has provided the required evidence for all the exit level outcomes of the qualification will be assessed as competent and awarded the qualification. This will ensure that learning and competence are not achieved only in the building blocks of the unit standards but also in the integration and application of the fundamental, core and elective building blocks to a particular context, i.e. the exit level outcomes.

This qualification is comparability to a variety of management qualifications. In many countries the universities that offer management courses have a first degree as an entry level qualification, with the possibility of the learner, in many cases, being able to pursue a Masters in Business Administration. This Generic Management qualification is a certificate an hence limited in terms of the extent of the competencies it can offer as compared to many degree offerings in management. However, the qualification compares favourably with what many universities and colleges call Executive Development Programmes. These constitute a series of high level short courses, designed to meet the needs of the individual who will be managing junior managers.

United Kingdom:

The School of Management of Cranfield University in the United Kingdom offers a series of two to three week intensive short courses that cover a number of competencies offered by this qualification. The Developing General Management Potential programme is designed to accelerate the early development of promising managerial careers and allows a manager to develop his/her visibility, credibility and maturity. The manager will make a wider business contribution through personal development and the acquisition of managerial knowledge. The programme has an unconventional design with a strong personal development focus. Managerial knowledge is translated into action through a powerful development process emphasising personal contribution, style and impact.

The programme challenges the manager to:

• Realise her/his own organisational leadership capability and influence.
• Add managerial value without formal authority and power.

  Some of the specific competencies that a learner will acquire during the course are:

• Make the transition from an operational into a managerial role.
• Develop a wider perspective on management and business.
• Become better informed about management thinking.
• Understand the politics and social dynamics of organisations.
• Challenge the status quo in constructive ways.
• Differentiate between good and bad managerial practice.
• Creating change through pockets of good practice.

  Some of the specific areas of focus that overlap with this qualification are:

• Developing managerial potential: Understanding managerial roles distinguishing between managerial and operational contributions assessing and developing individual management style and impact.
• Organisational culture and change: Exploring how different ways of thinking affect managerial contribution determining the role of individual managers in organisational change creating change through pockets of good practice.
• Leadership and teamwork: Understanding the roles of leadership and management applying the concept of leadership at all levels understanding how to develop as a leader from within the organisation, appraising the use of teams in organisations exploring the role of the individual in teams.
• Finance and management accounting: Understanding and using financial information ratio analysis managing the budgetary process investment appraisal interpreting corporate finance issues.
• Operations management: Defining the role of manufacturing and service operations managing the relationship between operations and marketing management improving operational processes.
• Strategic management of people: Identifying strategic people processes and the implications for design and implementation examining the role and relevance of the HR function in the strategic management of people.

  Cranfield University also offers a series of short courses under ‘leadership’, which covers most of the leadership and people management competencies of this qualification. The course explores the many diverse issues that need to be addressed so that the manager can be an effective and successful leader. The personal awareness programmes assist one in understanding own leadership style, drivers, successes and the challenges one faces.

  The management development programmes stimulate the learner to think about his/her contribution as a strategic leader. In addition the course assists the learner to lead and influence teams, lead through change and understand organisational politics to aid her/his your leadership contribution.

  Some of the short courses that constitute the Leadership module are:

• High Performance Leadership (duration 10 days full-time):
  > It provides a unique, sustainable pathway to high performance and also provides a vision and motivation for others.
• The Director as Strategic Leader (duration 5 days full-time):
  > It addresses the question of an effective leader by understanding strategic leadership and one’s role in the process.

  The university also runs a series of short courses on strategy which is a useful comparison for the competencies in this qualification.

  Ashridge Business School in the United Kingdom has a 5-day leadership programme called the Ashridge Leadership Process Fact File. It is a blend of small group development activities and one-to-one leadership coaching and delivers real impact and lasting change for the learner and her/his organisation.

  Some of the specific competencies that a learner will acquire during the course are:

• Different leadership styles and an action plan to help apply them to the workplace.
• Enhanced self awareness and confidence to meet the challenges of leadership and increased responsibility.
• More effective thinking skills.
• New personal and organisational visions and goals.
• Techniques for leading high performance teams.
• Invaluable insights into lifestyle planning.

  Ashridge also runs another programme that covers the key competencies of managing relationships. The course is entitled ‘Interpersonal skills for managing relationships’.

  Leaders and executives in contemporary society are increasingly recognising that in addition to their technical and professional capability, their ability to establish, develop and create effective and lasting relationships is critical to long-term business success. This programme focuses on key communication, interpersonal and social skills-in today’s parlance known as ’emotional intelligence’.

  Communication, intrapersonal awareness and interpersonal skills are the bedrock for success in relationship management. This programme will help the learner understand own communication and interpersonal style and skills, and will enable her/him to raise their self-awareness and confidence for managing relationships at work more effectively.

  This practical and experiential workshop is designed to introduce the learner to a range of skills, techniques and approaches that will ensure effective communication. It will give her/him an opportunity to practise the acquired communication and interpersonal skills in a range of typical work related situations.

  Some of the specific areas of focus that overlap with this qualification are:

• Increase confidence and impact.
• Understand the importance of impression management, impact and perception in managing relationships.
• Gain greater awareness of own communication style and approach.
• Learn the different tools, techniques and approaches to draw upon when working with others.
• Develop the skills to communicate more effectively in a wide range of situations.
• Improve ability to make relationships work.
• Develop skills to help one understand one’s colleagues better.
• Enhance own performance in relationship management.
• Practise the skills and get feedback in a variety of real-life situations.

  Insead, which has campuses in Europe (Paris) and Singapore, offers several management programmes of a short duration. The following is a brief comparison of the their programmes. They offer an Advanced Management Programme, an International Executive Programme and a Management Acceleration Programme. From the description of the programmes it would seem that some of the competencies of the National Certificate: Generic Management (NQF Level 5) are similar to those in the Management Acceleration Programme, with the International Executive Programme reflecting more or less the competencies of the NQF Level 6 in Generic Management, a qualification currently under construction.

  The Management Acceleration Programme (MAP) is for those who are in their early stages of their careers as managers, with approximately five years of work experience. The programme is to help high-potential executives and future leaders move up the chain of authority and responsibility.

  Acting as a navigation tool for early career high-potential executives, MAP equips them with a general management perspective. It broadens their general business knowledge, deepens competence in key functional disciplines and expands leadership skills through coaching. Framed by the crucial concept of value-based management, participants learn how to create-and capture-value while forging a community with international like-minded high potentials.

  Key benefits:

• Acquire a thorough knowledge of all the major management disciplines, leading to greater awareness of how the organisation operates and resulting in better decision-making skills.
• Test newly-learned skills by “running the business” in a real-life simulation.
• Increase and accelerate career potential while broadening perspectives to take on greater responsibilities in the future.
• Build their competences in managing and leading people and strategy.

  Insead also offers a number of Leadership Programmes whose competencies are reflected in the National Certificate: Generic Management at NQF Level 5. Some of the components of the Leadership Programme are:

• Consulting and Coaching for Change-Creating reflective change agents. The purpose is to build the psychoanalytical dimension into organisational change initiatives or coaching and gain new approaches to resolving issues of human behaviour.
• The Leadership Transition: Becoming a leader is within your reach. The purpose is to personalise leadership style to influence and inspire those one leads as a senior manager.
• Leadership for Creativity: Build high performance organisations. The purpose is to address the challenges senior leaders face and to understand the importance of emotional intelligence, creativity and innovation to successful leadership.
• Learning to Lead: The transition from “Doing” to “Getting it done” through others. The purpose is to develop people skills and learn how to manage your own team of subordinates as you progress from an individual contributor to a new manager.

  Below is an expansion of just two of several Leadership short courses:

  Leadership for creativity:

• Any senior executive wanting to create or manage an effective organisation needs to understand the dynamics of leadership, creativity, teams, and organisational culture. The understanding of individual psychology, creative process, group dynamics and the social and environmental context in which organisations are operating is more relevant than ever before given the increased pace of change in our global world.

  Key Benefits:

• Understand the importance of emotional intelligence and what makes for successful leadership in a global world.
• Manage for creativity and innovation.
• Create high performance teams and high performance organisations 4 day.

  Leadership in Transformation:

• The transition from being a great individual contributor to being a leader of other individual contributors is one of the most important and challenging steps in one’s career.

  This leadership development programme is designed to help participants understand the nature of this transition and develop the people skills that are often the difference between longer term career success and failure.

  It is specifically relevant for the new managers, preparing them before they take on the new roles or assisting them very soon after they take up the challenge.

  Key Benefits:

• Gain clear insights into personal people management skills.
• Build frameworks for motivating people and keeping their behavior and performance on track.
• Improve capacity for new managers to become effective future leaders.

  The Institute of Leadership and Management (ILM), based in the United Kingdom, is Europe’s largest awarding body for leadership and management qualifications. It is also a professional membership body for leaders and managers-providing a wide range of career support services to members.

  ILM qualifications are practically based, designed to complement the individual’s role at work. Aligned to the UK’s National Qualifications Framework (NQF), ILM qualifications begin at Level 2 and continue right up to Level 7. Other specialist qualifications cover skills in volunteer management, business start-up, coaching, and personnel management. All ILM qualifications have been accredited by the Qualifications and Curriculum Authority (QCA).

  The ILM offers the following Generic Management Qualifications:

• Level 2 Introductory Certificate in Team Leading.
• Level 2 Certificate in Team Leading.
• Level 3 Introductory Certificate in First Line Management.
• Level 3 Certificate in First Line Management.
• Level 5 Introductory Diploma in Management.
• Level 5 (new NQF) Diploma in Management.
• Level 7 (new NQF) Introductory Executive Diploma in Management.
• Level 7 (new NQF) Executive Diploma in Management.

  The Generic Management at Level 5 approximates to the Level 5 Introductory Diploma in Management.

  The ILM Level 5 (new NQF) Diploma in Management qualifications are for those people who are likely to be either practising or aspiring middle managers, particularly those who are already in post but have had little or no formal training. They may work in factories and offices, in hospitals, in call centres, on building sites, in leisure centres, in the armed services and in the voluntary sector. Wherever people and resources are employed, middle managers with an ILM Level 5 (new NQF) Diploma qualification ensure that they are employed effectively.

  Both qualifications are designed to improve performance in the organisation through their strong focus on your specific job role. These highly practical programmes can generate significant payback for the employer in terms of cost savings and quality improvements in the workplace. They may also have internal short training sessions in the organisation which can be incorporated into the programme structure.

  Australia:

  Monash University in Australia has a similar programme called Executive Certificate in Management. This course has been designed for experienced managers without a first degree to enable them to obtain an introductory qualification in management. The course content focuses on an appreciation of the management role and the crucial contribution that managers make to organisational effectiveness. The course examines major theories and concepts concerning the behaviour and performance of individuals and groups in organisations. Moreover, it explores the importance of self-awareness, learning and learning styles, self-management and specific managerial competencies.

  Course structure:

• Students must complete two core units (12 points):
  > Managing people and organisations.
  > Managerial effectiveness.
• Students must complete two elective units (12 points) from 9000-level units taught by the Department of Management.

  India:

  The Indian School of Business (ISB), one of the top performing business schools in the world, like most other providers does not have structured certificates or diplomas like those in South Africa, in management. Their minimal qualification is a undergraduate degree. However, like most of these institutions the Centre for Executive Education at the ISB provides a range of short courses for managers who are already employed but who wish to move up the management chain. These short courses take place all the time. There is no indication if these short courses are part of a structured programme. The courses do revolve around, inter alia, Strategic Thinking, Leadership Skills, Marketing Strategies and Strategic Talent Management.

  Uganda:

  In a similar vein, Makerere University in Uganda offers Executive Development Programmes for the public. The Division exists to develop and equip participants from different organisations with creative and imaginative skills to attack business challenges in the environment and enable organisations to take on competition. The Division conducts Off-the-Shelf,Tailor Made (In-house) training programmes, Research and Consultancy Extension services that are intended to enhance skills and improve business performance.

  Off-the-shelf training programmes include the following. There is no indication that these are part of a structured programme. Only those aspects that resonate with the competencies in the National Certificate: Generic Management at NQF Level 5 have been selected:

• Managing the Operations of Micro-Finance Institutions.
• Capital Markets Operations.
• Commercial Bank Portfolio Management.
• Financial Management.
• Managing Budgets.
• Marketing for Financial Institutions.
• Corporate Governance.
• Re-engineering the Organisation.
• Change Management.
• The Legal Business Concept.
• Market & Marketing Research.
• Effective Management of Retail Businesses.
• Focus on Management for Young Executives.
• Effective Communication & Negotiation Skills.
• Effective Human Resource Management.
• Customer Care Service.
• Effective Management Skills.
• Effective Leadership Skills for Senior Executives.
• Training of Trainers.
• Results Oriented Management.
• Strategic Planning & Management.
• Project Planning & Management I.
• Performance Appraisal.

  However, Makerere University also offers certificates and diplomas – similar to the ones in South Africa – in the Faculty of Management. Details of two programmes-the Certificate and Diploma in Business Administration – are available and these qualifications resemble the South African versions in the sense that the certificate is over a one-year period and the diploma over a two-year period. The Faculty of Management offers the following qualifications related to generic management:

• Diploma in Human Resource Management.
• Diploma in Entrepreneurship and Small Business Management.
• Diploma in Local Government Administration Management.
• Diploma in Local Government Finance Management.
• Certificate in Business Administration.

  It would seem from the website of the University of Ghana that the minimum qualification at its Business School is a degree. Thereafter the graduate can pursue higher qualifications in management.

  In conclusion, most universities investigated in the course of this exercise do not offer certificates and diplomas in the field of management-their minimum is a first degree. However, some universities do offer certificates and diplomas. In terms of management qualifications, there also seems to be a focus on the Masters in Business Administration and the first degree is seen as a stepping stone towards that qualification. In any case, many of the universities offer Executive Development Programmes for those who are already employed – and this qualification is targeting mainly that category. Seen from that point of view this qualification has much more content and structure than all the others that formed part of this study. This qualification brings together most of the applied competencies in the field of management in a very structured way and paves the way for the generation of many elective streams.

This qualification articulates horizontally with: all management qualifications at Certificate, Diploma and Bachelors Degree Level, as well as with qualifications in Project Management and Education Management. This would facilitate articulation with the following qualifications:

• National Certificate: Marketing Management, NQF Level 5.
• ID 48847: National Certificate: Business Consulting, NQF Level 5.
• ID 49554: National Diploma: Public Finance Management and Administration, NQF Level 5.
• ID 20892: National Diploma: Human Resources Management and Practices, NQF Level 5.
• ID 58395: National Certificate: Project Management, NQF Level 5.

  Vertical articulation is possible with the following qualifications:

• National Diploma: Management, NQF Level 6.
• National Degree: Management, NQF Level 6.
• ID 20901: National Diploma: Marketing Management, NQF Level 6.
• ID 20909: National Diploma: Customer Management, NQF Level 6.
• ID 20240: National Diploma: Public Finance Management and Administration, NQF Level 6.

• Anyone assessing a learner or moderating the assessment of a learner against this qualification must be registered as an assessor with the relevant ETQA, or with an ETQA that has a Memorandum of Understanding with the relevant ETQA.
• Any institution offering learning that will enable the achievement of this qualification must be accredited as a provider with the relevant ETQA, or with an ETQA that has a Memorandum of Understanding with the relevant ETQA.
• Assessment and moderation of assessment will be overseen by the relevant ETQA according to the ETQA’s policies and guidelines for assessment and moderation; in terms of agreements reached around assessment and moderation between ETQAs (including professional bodies); and in terms of the moderation guideline detailed immediately below.
• Moderation must include both internal and external moderation of all unit standard assessments at the exit points of the qualification, unless ETQA policies specify otherwise. Moderation should also encompass achievement of the competence of the exit level outcomes of the qualification to ensure the learner has achieved the integrated competence as described in the qualification.

  Anyone wishing to be assessed against this qualification may apply to be assessed by any assessment agency, assessor or provider institution that is accredited by the relevant ETQA.

• A minimum of 2 (two) years’ practical, relevant occupational experience in Management.
• To be registered as an assessor with the relevant ETQA.
• To be in possession of a Qualification in Management at NQF Level 6 or higher.