SayPro Online Course SAQA 11516621093

Description

1. Problems are solved by means of exploring and critically evaluating abstract and personal situations.
Problems are solved by generating alternative strategies for dealing with those problems.

2. Collaborative work as part of a team, group, organisation or community is effective.

3. Organisation and management of self and activities are responsible and effective.

4. Information is collected, analysed, organised and critically evaluated.
Recognition of the problem solving context as part of a larger context is demonstrated

5. Understanding of the world as a set of related systems is demonstrated.
Strategies to manage effectively are explored and reflected on.

6. Education and career opportunities are explored.

7. Entrepreneurial opportunities are developed.

8. –

9. The environment is seen on a macro basis.
Current environment is enhanced.

10. Communication using visual, mathematical and language skills in the modes of oral and / or written persuasion is effective.

11. Understanding of the economic world as a dynamic, interactive world that does not exist in isolation is demonstrated.

12. Decision making is responsible and effective.

13. Creative thinking patterns are stimulated and developed.

14. Information from the media and other sources is interpreted.

15. Current trends and developments are monitored.
Appropriate responses to current trends and developments are made.

16. Technology is used effectively and responsibly.

17. Research is conducted independently.

B). Specific Assessment Criteria:

1. Management III
To demonstrate that all management are integrated, interactive and re-enforce each other
Identify, especially the decision-making and resource allocation roles of top management and the chief executive
Identify and apply methods leading to the effective utilisation of all the organisation’s resources

2. Labour Relations II
Demonstrate a general understanding of labour relationships – a conceptual analysis.
Compare the South African labour relations system with systems in other countries.
Describe the basic principles of labour economics.
Discuss the concepts, styles and structures of collective bargaining, with special reference to collective bargaining in South Africa.
Demonstrate an understanding of the concepts, conduct, types and preparation for the negotiation process.
Discuss the dispute resolutions and procedures used in South Africa and the various considerations regarding strikes and lockouts in South Africa.

3. Labour Relations III
Demonstrate understanding of the registration process for employer and employee organisations, their constitution
Demonstrate familiarity with procedures and structures within the organisation for the regulation of labour relations and conflict
Demonstrate critical understanding of the practical application of strikes and lockouts and be able to develop a contingency plan in this regard
Demonstrate understanding of the structures within organisations for collective consultation
Demonstrate understanding of dispute resolution procedures, both internally and externally
Demonstrate understanding of industrial democracy and worker participation within South Africa

4. 6. Economics
Ability to:
Describe the theory of demand and supply
Describe how the total economic activities are measured
Describe the economics and dis-economics of scale
Describe the market structure and define terms such as perfect competition, monopoly, monopolistic competition and oligopoly
Describe the law of diminishing utility
Describe the law of diminishing returns
Identify the macro-economic variables
Explain economic equilibrium in two, three and four sector models
Define terms consumption, the multiplier, aggregate demand, aggregate supply, credit creation
Describe the functions of money and explain the demand for money (liquidity preference)
Explain the relationship between inflation and unemployment and their impact on the economy
Discuss the advantages and disadvantages of direct and indirect taxes
Describe the meaning of fiscal policy
Define the term monetary policy and explain the instruments of monetary policy
Describe the concept of economic growth
Describe terms such as protectionism, balance of payments, exchange rate
Explain various exchange rate systems

5. Financial Accounting I
Ability to:
Demonstrate understanding of the double-entry system of accounting
Describe the classification of and accounting for capital, assets, liabilities, expenses and income
Describe the distinction between revenue and capital expenditure
Illustrate the accounting equation
List the books of original entry
Record repetitive transactions in the books (journals) of prime entry and posting to the general ledger
Extract a trial balance
Describe the concepts of matching, prudence, consistency and going concern
Explain how accruals and prepayments are entered
Describe and illustrate the various methods of stock valuation (Range: FIFO method, LIFO method, weighted average method and the lower of cost or net realisable value)
Define the term depreciation
Explain the various depreciation methods (Range: straight-line, reducing balance, revaluation and sum of the digits)
Explain how fixed assets are disposed of
Describe bad debts, bad debts recovered
Explain how to provision for doubtful debts and provision for discount
Demonstrate the preparation of financial statements
Sole traders (Range: trading account, year-end adjustments, closing entries, income statement and balance sheet)
Associations not for gain (for example clubs) – receipts and payments account, year-end adjustments, income statement and balance sheet
Reconcile a bank statement
Write up and reconcile debtors and creditors control accounts with debtors and creditors ledgers
Make adjustments (Range: errors of principle, omission, commission and original entry and compensating errors)
Prepare departmental income statements
Prepare inter-departmental transfers
Allocation departmental expenses
Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, leans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)
Prepare departmental income statements
Prepare inter-departmental transfers
Allocation departmental expenses
Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, loans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)

6. Information systems and technology (Concepts of management computing)
Ability to:

Define management information systems and the way it provides information for decision making at different management levels
Define, discuss and demonstrate working knowledge of the different aspects of computer hardware and software fundamentals
Describe and demonstrate the use of files, databases and the processing and storage of data
Demonstrate working knowledge of basic computer terminology
Demonstrate the ability to develop and implement a computer system
List the provisions of the 1983 Computer Evidence Act

7. Business Communications
Ability to:
Give a broad definition of communications with special reference to the interpersonal communication process in the business environment
Distinguish between verbal and non-verbal communication
Describe the interpersonal communication process and a basic interpersonal communications model, including reference to the message, code, feedback and interference
Describe mass communication as a process, with reference only to the way in which it differs from the interpersonal communications process
Outline of development and functions, advantages and disadvantages of mass media
Describe the different types of non-verbal communication
Describe organisational communication (Range: Vertical, horizontal, diagonal, small group communication, the grapevine, internal communications media, external communications media
Identify communication barriers (Range: Physical, Physiological, Psychological, Semantic)
Define verbal communications (Range: register, style, tone)
Analyse using practical communication situations
Deal with business correspondence. Range:
Concise formats (telephone messages, telegrams, telexes, formal invitations and accepting/declining these, bulletin board notices and so on)
Memorandum (inter-office and interdepartmental)
Letters of enquiry and replies to these
Letters of complaint and adjustment
Letters of invitation to VIPs
Sales promotion/marketing through circulars
Application with/without curriculum vitae
Letters of appointment/resignation
Testimonials/references
Letters to the press
Letters of goodwill/introduction
Prepare and advertisement. Range:
The AIDA formula
Factual, emotive and persuasive advertising
Advertising ethics and the Advertising Standards Authority
Classified (‘smalls’)
Display advertisements (including those featuring employment opportunity)
Mail drops (leaflets, brochures, circulars)
Press releases
Prepare and chair meetings. Range:
Notice, agenda and minutes of organisations not for gain
Annual general meeting
Special/extraordinary general meetings
Executive/committee meetings
Knowledge of basic meeting procedure applicable to the appointment, rules of debate – proposals and amendments, seconding, motions, replies, point of order, voting, adjournment/closing and so on, excluding proxies – and relevant terminology
Holding of mock meetings
Prepare written reports. (Range: Formal and semi-formal (memorandum or letter form) reports, summary (investigation), progress, attendance and annual reports, graphic representations, questionnaires, objective scientific writing)
Answer a telephone
Conduct an interview
Conduct a public performance. (Range: introduction, announcements, welcoming speeches, proposing toasts, presentation of reports, formal speeches)

8. Management I
Ability to:

Explain the role of the business organisation and management in satisfying people’s needs
Describe what the management process entails and how it enables organisations to achieve their goals
Describe the different levels and kinds of managers in an organisation
Explain the skills required of management and how the skills are acquired
Describe the scope of management and its challenges
Describe the concepts of systems theory
Describe the composition and characteristics of the management environment
Describe the internal and micro-environment including the different levels of management in the enterprise; the managerial skills required at the various levels
Explain the market or task environment and macro-environment
Understand the interface between the enterprise and the environment including change, competition and crisis
Explain ways in which management reacts to the environment
Understand the importance of planning
Explain the development of organisational goals as a step in the planning process
Understand the impact of planning premises
Describe the nature and specifications of organisational goals
Explain the process of goal setting; the management of multiple goals and the techniques for goal setting for the individual organisation with special emphasis on the process, benefits and weaknesses of MBO
Understand the importance of planning
Identify and discuss the different kinds of organisational plans and explain the time frame for planning
Explain the steps in the planning process
Identify barriers to effective planning and know how to overcome these barriers
Identify and discuss important planning tools
Discuss the concept of strategic planning
Describe the strategic planning process
Explain the levels of strategy
Explain each component of the strategic planning process and discuss behavioural considerations affecting strategic choice
Define an information systems and identify the components of an information system
Describe a classification of information systems
Describe the steps in developing an information system
Understand the term “organising” in the management sense and describe how organising fits in with other functions in the management process
Describe the designing of the structure of an organisation and describe the use and limitations of the various kinds of structures
Understand how authority ties into management
Distinguish between various types of power
Do an analysis of delegating and understand the link between authority, centralisation and decentralisation
Explain the importance of co-ordination
Highlight the aspects of job design
Define the major types of managerial decisions and explain conditions under which managers make decisions
Describe the rational model of decision making
Discuss the techniques for improving group decision making
Explain quantitative tools for decision making
Discuss the importance of leadership as a fundamental management function and explain the nature and components of leadership
Participate in the leadership versus management debate
Examine different leadership models in an effort to throw light on the essence of leadership
Discuss the contemporary perspectives on leadership
Review the interfaces between leadership and organisational politics
Explain what motivation encompasses and explain the different motivational theories
Explain the role of money as a motivator
Describe how to create fobs that motivate
Describe the difference between groups and teams and the reasons why people form teams
Describe the different types of groups found in an organisation
Describe the stages in group development and appropriate leadership styles
Explain the emergence of group characteristics and describe inter-group dynamics
Discuss how to develop groups and teams
Understand the importance of control as the final component of the management process and explain the focal points of control
Illustrate the relationship between control and planning and hence the cycle of the management process
Understand the difference between planned and reactive change
Describe the forces for change and the types of change
Explain the change process
Understand resistance to change and to overcome it
Describe the methods to introduce change
Understand the relationship between culture and change

9. Management II
Ability to:

Define and explain the scope of the following functions using work-related examples:
Marketing
Operations
Purchasing
Financial
Human resources
Public relations
Explain the nature and attribution of information and data and the managers’ need for these
Demonstrate working knowledge of computer systems
Identify, define and explain the terms “business ethics” and “social responsibility” and the relationship / balance between them

10. Principles of Law
Ability to:
Define the concept of law;
Relate the purposes and functions of law;
Describe real rights and personal rights;
Define the concept of legal personality;
Explain the various forms of business enterprise
Identify the sources of SA law;
Differentiate between the various SA courts and the jurisdiction of these courts;
Describe the doctrine of precedence;
Explain legal procedures and practitioners;
Describe the divisions of law in SA
Identify the basic legal principles that feature in all contracts;
Explain how and when a contract is created and the rules that apply to all contracts;
Demonstrate the difference between void and voidable contracts;
Describe the conditions that may attach to a contract;
Describe contracts in restraint of trade;
Define the meaning of contracts for the benefit of third parties;
Define cession, delegation and assignment;
Explain how a contract can be breached and the remedies for breach of contract;
Describe the ways in which a contract may be terminated; and
Describe the rules relating to misrepresentation in delict.

11. Employment Law
Ability to:
– Adopt legislation into the workplace. Range:
– Labour Relations Act
– Basic Conditions of Employment Act
– Workmen’s’ Compensation Act
– Unemployment Insurance Act
– Occupation Health and Safety Act
– Common law regulating relationships between employer and employee.

12. Organisational Behaviour
Ability to:
Gain a fundamental understanding of the complexity of human nature and the concept/process of human motivation
Describe the historical development of the motivation concept and distinguish between the content and process theories of motivation and apply this in the organisational context
Describe the nature of organisations and the concept of systems theory
Explain why organisations are structured in different ways and highlight the key factors that influence organisational structure
Describe historical and current approaches to job design and describe the impact of job design on organisational and individual performance
Analyse the controversial concept of job satisfaction and its relation to individual performance
Describe organisational climate and the effect it has on performance; and
Define stress in the work environment list, possible causes and describe how it impacts on individual performance
Define leadership and discuss various leadership theories (Range: The leadership continuum, contingency approaches
Define participation
List and describe the various participation techniques
Explain the basic communication process and outline the barriers to effective communication and how they can be overcome
Identify the different types of communication structures that can be used in companies
Implement an MBO programme in the workplace
Describe the nature and complexity of groups in an organisational setting
Describe the group formation process and the different types of groups that exist in the context of a work organisation
Describe group behavioural (Range inter-group, intra-group)
Develop strategies for solving and preventing inter-group conflict
Define change, the factors that cause change and why change is resisted
Describe the planned action, styles and approach associated with the management of change
Describe the role of the change agent and the different types of agents
Explain the main features, steps and techniques involved in organisational development (OD)

13. Human Resource Development I
Ability to:
Define training.
Distinguish between training, education and development.
State the reasons for training, education and development.
Discuss the various perspectives of the labour market.
Discuss the national initiatives to stimulate the manpower factor in the economy.
Outline the various pieces of Legislation affecting training and development in South Africa.
Give reasons why organisations do training.
Identify various approaches to training interventions.
Explain how training forms a subsystem of the organisation.
Discuss the need and the process of Strategic Human Resources Development.
Discuss various training models.
Describe the role of the training practitioner.
Identify the need for adequate records and information systems.
Identify the requirements in terms of training facilities.
Identify the various theories on learning.
Discuss the learning principles and the factors affecting effective learning.
Describe the considerations given to adult learning.
Conduct a training needs analysis.
Conduct a simple job analysis for training purposes.
Design a simple training programme.
Explain the difference between training and competence-based training.
Explain the process of programme delivery.
Describe the process of training evaluation.
Define management development.
Describe the methods used for management development.

14. Human Resource Management I
Ability to:
Discuss the Human Resource Management activities and goals.
Describe the relationship between line and staff organisational structures.
Define functional departmentalisation with specific reference the human resources function with reference to the range (range Job design, job specialisation, job enlargement, job enrichment).
Describe the human resource planning process-highlighting factors that influence human resource planning.
Describe how planning and forecasting the staffing requirements coincides with the organisational strategic plans.
Define terms, human resource objectives, and personnel inventories.
Describe methods of human resource forecasting.
Definition, terminology and uses of job analysis
Describe the job analysis process and methods used in the process of job analysis.
Describe the components of a job description.
Describe the components of a job specification.
Describe the purpose of recruitment and highlight the factors that influence recruitment.
Analyse the advantages, disadvantages and sources of recruitment (internal and external).
Write a job advertisement.
Identify the various selection methods.
Describe the steps in a job interview differentiating between structured and unstructured job interviews.
Develop a letter of appointment or labour contract.
Describe the objectives of orientation and the content of such a programme.
Describe why evaluation is necessary of the orientation programme.
List and describe the purpose of the various types of personnel records kept in the HR department.
Define performance management and discuss its advantages.
Identify the conditions for the successful implementation of performance management.
Discuss performance guidance (Range: preparing for guidance, observing performance, providing feedback, conducting review sessions, providing rewards, hints for guiding performance)
Describe the steps to be taken when correcting performance (Range: positive and negative deviations)
Define a career, career management and a career path.
Describe career path planning and elucidate the responsibilities of the individual and management.
Describe the factors that impact on career management.
Describe the five stages of career development using a practical example.

15. Labour Relations I
Ability to:
Describe the history of labour relations and the various theories that have evolved.
Discuss how labour relations in South Africa have evolved.
Discuss the environmental variables that impact on labour relations in the organisation.
Explain the objectives and functioning of trade unions, employers’ organisations and the State and the relationship between these role players.
Describe the Legislation that affects labour relations in the workplace.
Demonstrate how this Legislation is applied.
Describe the structures put in place for employee involvement in the workplace through workplace forums.
Describe the conflict resolution procedure through the CCMA and the Labour Court.
Illustrate the purpose of workplace agreements and describe how these are applied in the workplace.

16. Accounting and Finance
Ability to:
Describe the components of financial statements.
Demonstrate the double entry principle
Write up the general journal.
Post from the general journal to the general ledger.
Extract a trial balance.
Describe various accounting concepts.
List and explain the different types of accounting records.
Describe a method of stock control.
Describe debtors and creditors control accounts.
Reconcile statements.
Describe budgetary control.
Describe break-even analysis.
Describe the preparation of financial statements.
Analyse financial statements.

Integrated Assessment:

1. Continuous assessment, in the form of self-assessment, is carried out by the learner. This is done using activities and self-evaluation exercises. Continuous assessment is also carried out by the facilitators in the form of assignments that the learner must submit upon completion of each module of the learning programme.

2. Formative and summative assessment are integrated in a final portfolio assessment, case studies, reports, tests and practical tasks. The learner builds up a portfolio of activities, assignments and projects, which are assessed in order to determine whether the learner has achieved the exit level outcomes of the qualification.