Diploma in Management

Purpose

Management and leadership is an important component at all levels and in all spheres of business. In order for South Africa to remain globally competitive, it is imperative to increase the supply of qualified students with management and leadership capabilities to improve management practices in all business sectors. The qualification will help managers to articulate and implement the principles of good management practice through enabling him/her to develop and sustain effective structures and procedures for sound management.

The Diploma in Management is aimed at ensuring students are

• Equipped with the knowledge, theory, skills and methodology intrinsic to the Management and Leadership environment.
• Enabled to demonstrate initiative and responsibility in a professional or academic context where application of the principles and theory are emphasised.
• Eligible to apply for opportunities in the labour market, professional training, graduate study, or professional practice in a wide range of careers within the public and private sectors.
• Developed to levels of intellectual independence, which facilitates access to the world of work and promotes critical and analytical citizenship.

Rationale

The Diploma in Management was developed in response to the workplace need for competent managers across all economic sectors. Employers and employees have expressed the current and future needs for competent managers. The skills, knowledge, attitudes and values required by managers are represented in this qualification.

In order to adhere to the main goals of Southern Business School and after consulting with the industry and taking into account national needs, major elective subjects are introduced to contribute to national priorities and meet the needs of students.

Recognition of Prior Learning (RPL)

RPL is used to

• Grant access to the qualification to learners who do not meet the criteria for admission.
• Grant credits to learners for prior learning that is aligned to the content and outcomes of modules in this qualification.

RPL is done in terms of the RPL policy and procedures of the institution and the regulations of the Council on Higher Education.

Entry Requirements

Learners who meet one of the following requirements may apply for admission to the qualification

• National Senior Certificate (NSC) with a minimum of 40% in English and an achievement rating of 3 or better in four recognised NSC 20-credit subjects.

Or

• Students who have completed Southern Business School's Certificate in Management or Higher Certificate in Management.

Or

• A Higher Certificate or Advanced Certificate in a related field.

Candidates may also be granted admission on the basis of an RPL assessment.

Learners must complete the following compulsory modules to a total of 65 Credits on NQF Level 5

• Management Practice.
• Business Communication.
• End User Computing.

Learners must complete the following compulsory modules to a total of 85 Credits on NQF Level 6

• Management Practice II.
• Management Practice III.

Learners must complete one of the following streams to make up the remaining credits of at least 210 credits on NQF level 6 to meet exit level criteria.

• Accountancy.
• Business and Marketing Management.
• Financial Planning.
• Disaster Risk Management.
• Fleet Management.
• Human Resource Management.
• Logistics Management.
• Project Management.
• Public Sector Financial Management.
• Public Sector Management.
• Public Transport and Fleet Management.
• Supply Chain Management.
• Records Management.

1. Demonstrate the ability to manage competently and effectively in public and private South African organisations.
2. Master theory underpinning Management as a discipline and its application in a chosen stream.
3. Demonstrate the ability to competently perform and integrate important managerial actions competently (practical competence), understand theoretical basis for these actions (foundational competence), and are able to reflect on and make changes to managerial practices (reflexive competence) in a variety of focus areas.
4. Know communication theories and apply these to organisational, team and personal communication strategies applicable to a variety of focus areas.
5. Master computer skills and apply it to fields of work such as accounting, financial, disaster management, transport, logistics, projects, public sector, supply chain and records practices.

The assessment criteria of the Diploma in Management are developed in such a way that the Level Descriptors of NQF Level 5 to 7 are reflected in the level of complexity of learning required to obtain this qualification.

NQF Level 5 requires that learners will have a broad and informed understanding of subjects with its theories, concepts and application.

NQF Level 6 requires increased analytical and information evaluation skills; recognising problems and formulating solutions; and the ability to evaluate, select and apply appropriate methods, procedures or techniques in investigation or application processes within a defined context; and to access, process and manage information from different sources and to select appropriate information for a task.

NQF Level 7 requires learners to integrate generic knowledge of management into a specific area of management and understand what is and is not applicable to specific areas of operation. This requires the identification of, and critical reflection on, complex problems and the development of appropriate solutions that involve the integration of theory and practice.

Assessment Criteria for the Compulsory component

Management Practice

• The concept of Management is defined and explained in terms of the four principles underpinning management as a discipline and process.
• Models of business level strategies are analysed and used to develop competitive strategies within public and private organisations.
• The characteristics of organisational design are explained including leadership, authority, communication models and managing change.
• A variety of management theories are compared and their impact on management practices is discussed.
• Strategic planning is defined and its characteristics explained to include staffing planning, motivation, ethical conduct and retaining staff.
• Total quality management theory is interrogated and debated in terms of a learning organisation, working in teams and solving challenges around diversity.
• The theories and concepts of Management are applied critically within a variety of related fields of work such as accounting, financial, disaster, transport, logistics, projects, public sector, supply chain and records management.

Communication

• Communication theories are investigated and concepts such as communication as a transaction, linear and convergence models are compared and explained.
• The communication process and barriers to communication are critically analysed to present an effective communication model.
• Characteristics of organisational communication are discussed and critically related to organisational structures.
• The concept of small group communication is clarified with indication of types and styles of communication and its impact on management is debated.
• The concept of active listening is defined taking a theoretical approach.
• Theories on oral communication are selected, analysed and applied to illustrate speaker credibility, and barriers to listening.
• Arguments for and against reports as an effective tool of communication in the workplace are investigated and own position presented.
• The theories and concepts of Communication are applied critically within a variety of related fields of work such as accounting, financial, disaster, transport, logistics, projects, public sector, supply chain and records management.

Computer skills

• The application, impact and social implications of information technology are explained.
• The functions and utilities of desktop of a Graphical User Interface (GUI)-based operating system is investigated and mastered.
• The characteristics of the Internet are explained and its features used to obtain information.
• Information is documented in various formats such as a word document, spreadsheets, and visual presentations.
• The computer skills obtained are applied within a variety of related fields of work such as accounting, financial, disaster, transport, logistics, projects, public sector, supply chain and records practices.

Assessment criteria for a selected stream

Accounting for Managers

• The history of Accounting is described with clear understanding of concepts and differences between concepts.
• Concepts in Accounting such as the duality concept, accounting equation, VAT, are defined and their application in practice clarified.
• Accounting transactions with related statements are explained with arguments why ethics, accountability and internal controls should be enforced.
• The concept of cost accounting is defined, analysed and classified, and a costing system is designed.
• Costing methods are interrogated and a costing system planned and designed which include JIT and linear programming technique.
• Taxation models and tax legislation are investigated to provide guidance on tax returns for a variety of organisations and business entities.
• Economics is conceptualised as a social science and analysed in terms of its characteristics, and its role in terms of a market structure and demands.
• The monetary demand and supply together with fiscal policies are analysed to evaluate the performance of the economy and provide solutions to identified challenges.

Business and Marketing Management

• Marketing is defined, the elements of marketing are distinguished and their impact on a marketing strategy is discussed.
• The marketing landscape with its target market and consumer behaviour is explained.
• Methods to be used create value through distribution, products and services, price and marketing communication are investigated and explained.
• The role marketing research plays, different marketing strategies and implementation challenges are debated.
• Wholesale and retailing is defined and theories on retail innovation is explained taking the Consumer Protection Act into consideration.
• The role marketing plays within a global context is analysed and the importance of branding to create competitiveness is debated.
• The relationship between services, marketing channels and communication is explored and discussed.
• Economics is conceptualised as a social science and analysed in terms of its characteristics, and its role in terms of a market structure and demands.
• The monetary demand and supply together with fiscal policies are analysed to evaluate the performance of the economy.
• The origins and sources of the South African Law and the South African court structure are explained.
• Principles of law of contract are taken into consideration to inform contractual obligations within a business enterprise.

Financial planning

• The basic concepts used in financial planning are explained clearly including concepts in the FAIS Act.
• The relationship between financial planning, financial calculations, taxation, risk management and client needs is analysed and explained.
• The impact the economy, regulatory bodies, and taxation have on the role of the financial planner is explored and critically discussed.
• The principles and practices of financial planning, the requirements of the regulatory environment, and client life cycle needs are integrated to provide a holistic service.
• The concept of cost accounting is defined, analysed and classified, and a costing system is designed.
• Costing methods are interrogated and a costing system planned and designed which include JIT and linear programming techniques.
• Economics is conceptualised as a social science and analysed in terms of its characteristics, and its role in terms of a market structure and demands.
• The monetary demand and supply together with fiscal policies are analysed to evaluate the performance of the economy.

Disaster Risk Management

• Disaster Risk Management is explained and compared with Disaster Risk Reduction strategies including mitigation and preparedness for disasters.
• Community-based disaster risk reduction is defined and explained in terms of the need for sustainable development and the role early warnings, hazards and vulnerability play.
• National disaster information systems, disaster risk planning, disaster responses, recovery and rehabilitation strategies are compared with international disaster risk reduction strategies in order to argue for possible improvements in local systems.
• The origins and sources of the South African Law and the South African court structure are explained.
• Principles of law of contract are taken into consideration to inform contractual obligations within a business enterprise.

Fleet Management

• Fleet management is defined with principles of managing fleets explained.
• The motor industry supply chain with all its elements, structures and data management are described taking its lifecycle with costing, prices and financing into consideration.
• Policies related to fleet management are investigated to develop a strategy with roles and responsibilities allocated to required staffing.
• The importance of fleet planning, correct procurement processes, managing of risks, fleet data, operational costs are analysed to inform good practice and mitigate risks.
• The concept of outsourcing is defined within a strategic approach and its benefits are debated in terms of contractual implications and solving of identified problems.
• Economics is conceptualised as a social science and analysed in terms of its characteristics, and its role in terms of a market structure and demands.
• The monetary demand and supply together with fiscal policies are analysed to evaluate the performance of the economy.
• The origins and sources of the South African Law and the South African court structure are explained.
• Principles of law of contract are taken into consideration to inform contractual obligations within a business enterprise.

Human Resources Management

• The history of human resource management is discuss from international and national perspectives including the notion of human resources as an interventionary process.
• Macro issues that impact on human resources in South Africa are taken into consideration to debate the implementation of equal opportunities.
• The impact of the Employment Equity Act on human resource practices in organisations is discussed critically.
• Human Resource practices are explained and commented on critically in terms of recruitment, selection and induction procedures.
• Models of managing human resources are researched and debated in terms of leadership, performance appraisals, career advice, incentives and wellness.
• Contracting and employment are compared taking labour law requirements into consideration including termination of employment.
• Collective bargaining processes and procedures are investigated and applied to identify unfair labour practices including disciplinary, dismissal procedures, strikes and lockouts.
• The concept of labour relations is defined and practices explained in terms of legislative requirements including the role trade unions are playing.
• The concept of social partnerships and democracy is investigated and applied to issues such as freedom of association, labour disputes and strikes.
• Education, training and development are defined taking legislative environment into consideration and their impact on workplace training models explained.
• Training needs analysis is conducted and appropriate programmes designed and developed based on learning and curriculum development theories.
• Presenting skills are applied taking forms of learning, lecturing methods into consideration, prepare valid and fair assessment, and integrate these with a human resource strategy in the workplace.

Logistics Management

• Supply Chain Management is defined and compared with Logistics Management in terms of sourcing, warehousing, inventory, manufacturing, transportation, customer service and the need for an information system.
• New developments in supply chain thinking and practices are explained in terms of procurement, integrated operations planning.
• The importance of Supply Chain Risk Management is analysed and identified problems are solved.
• Global dimensions of supply chains are investigated to determine competitive edge.
• Performance measurement theory, models and tools are interrogated and its contribution to a strategic profit model and sustained customer service is analysed critically.
• Economics is conceptualised as a social science and analysed in terms of its characteristics, and its role in terms of a market structure and demands.
• The monetary demand and supply together with fiscal policies are analysed to evaluate the performance of the economy.
• The origins and sources of the South African Law and the South African court structure are explained.
• Principles of law of contract are taken into consideration to inform contractual obligations within a business enterprise.

Project Management

• Project management is described in terms of its history and the place within the management discipline, and its significance for strategic goal achievement.
• Important aspects of management are integrated with project management such as human resources, quality, costing, procurement, and risk management.
• A project is planned, designed and executed to illustrate all aspects of a successful managing a project.

Public Sector Financial Management

• Theories underpinning financial management are explained and applied to roles and functions within the national and local government environments.
• Theoretical aspects underpinning the planning and management of finances are explained and applied budgeting, cash management and supply chain management.
• Legislative and regulatory requirements for financial management are considered to manage accounts and capital in national and local governments.
• Financial and fiscal functions of government are critically interrogated taking the theory related to public financial management into consideration.
• The importance of risk management, control, accountability and auditing is debated in terms of fiscal health.

Public Sector Management

• Public management is defined, its underlying principles discussed and its position as a discipline explained.
• The values and ethics that underpin public management are debated in terms of their importance in the public service.
• The concept of development is academically interrogated with reference to South Africa as a Development State.
• The concept of Sustainable Development is debated in relation to developmental local government and organised local government.
• Management principles and managerial skills are taken into consideration to analyse and evaluate policy implementation and the role planning, leadership, cooperation, supervision play in local government.

Public Supply Chain Management

• Supply Chain Management is defined and described in terms of relevant legislation, objectives applicable to the public sector.
• The role demand management plays in a sourcing strategy, acquisition and bid processes is critically analysed and explained.
• The concept of supply management is defined with explanations of its elements and processes.
• Logistics Management is defined with explanations of the link with supply chain management and infrastructure required.
• Demonstrate an understanding of the relationship between the various processes in the management and administration of inventory levels and stocktaking and solve a logistics problem using an integrated approach.
• Asset management is defined and theories interrogated to explain processes related to asset movement, verification and disposal.

Public Transport and Fleet Management

• Fleet management is defined and compared with asset management to explain the processes and procedures of government owned transport, outsourcing and loss control.
• Theory and practices of public transport management are analysed critically and linked to a system and a supply chain approach.
• Related policies are analysed and interpreted to inform acquisitions, risks management, control, performance management and reporting.

Records Management

• Records management is defined and related processes and procedures are explained.
• The legal base of records management is investigated and the relationship between records management, information management and knowledge management is explained critically.
• The role a records survey, records retention file plan, and electronic records could play are analysed and arguments provided in terms of an effective records system.
• A records management policy is developed considering electronic records specifications, off-site storage, and solutions for enterprise content management.

Integrated Assessment

In the assessment strategy as a whole, competence must be demonstrated through a variety of options: Case studies, problem-solving assignments, and management practice in simulated and in situ contexts, portfolios of learning materials, projects, written and oral examinations. Some of these options are more suited to the assessment of foundational competence, rather than practical and reflexive competence.

However, the integrated assessment has the following characteristics

• It assesses the extent to which entry-level managers can manage competently and effectively in Southern African organisations.
• It measures the extent to which learners have integrated the roles and the knowledge and skills delivered through the different courses/modules that form part of the programme.
• It assesses the five roles of General Management and its application in a chosen specialist stream.
• It measures applied competence. In other words, it assesses whether students are able to integrate a practical competence (the ability to perform important managerial actions), foundational competence (to understand the theoretical basis for these actions), and reflexive competence (to reflect on and make changes to managerial practices).