management and leadership programmes - ufs
TRANSCRIPT
New Managers Programme
Higher Certificate in Management Development
Management and Leadership Programmes
4 | General Information
5 | Learning Path
6 | New Managers Programme (NMP)
13 | Higher Certificate in Management Development (MDP)
Content
3
The UFS Business School helps both individuals and companies to stay competitive, by bridging the gap between their existing skills and competencies and those required. The Business School makes it a priority to ensure that individuals and companies meet the challenges and opportunities presented, distinguish themselves from their competitors and achieve higher performance.
CENTRE FOR BUSINESS DYNAMICSIt is becoming increasingly difficult for companies and individuals to survive in today’s volatile and highly competitive global and domestic business environment.
The only absolute in this environment is that radical innovation and change are inevitable. This new business order demands new ways of thinking, new ways of managing, and new ways of working. Thus, of utmost importance in this new order is the extent to which companies invest in their capacity to innovate and change (aligning with current and future realities) that is, making their human capital and business models “revolution-ready”.
The Centre for Business Dynamics, under the banner of the Business School at the University of the Free State, will help you and your company stay competitive by bridging the gap between your existing skills and competencies and those required. We will make it our priority that you meet the challenges and opportunities
presented, distinguish yourself from your competitors, and achieve higher performance. Our large portfolio of products and services, coupled with a network of national and international experts, enables us to offer tailormade, state-of-the-art organisational and personal development solutions. From customised executive education programmes, workshops and consultations, to strategy and leadership development — we have it all. Make the call today and start investing in your success and the fulfilment of your dreams.
MISSIONThe mission of the Centre for Business Dynamics is to offer customised training and development solutions of the highest quality and relevance, in order to ensure that the skills and competencies of companies and individuals are relevant and that they can cope effectively with the radical innovation and changes in their environments, thereby enhancing their ability to achieve success.
VISIONThe vision of the Centre is to make a world-class contribution towards the future performance and competitiveness of the business sector in South Africa.
All the programmes presented by the UFS Business School lead to a formal qualification or professional designation.
The logical flow of the Learning Path is as follows:
� Credit-bearing Short Learning Programmes (including the NMP)
� Higher Certificate in Management Development (MDP)
� Bachelors in Management and Leadership (BML)
� Postgraduate Diploma in Business Administration (PGDip)
� Master of Business Administration (MBA)
� PhD
The New Managers Programme (NMP) is a formal 8 month certificate, aimed at the development of newly appointed or potential managers.
The Higher Certificate in Management Development (MDP) is a formal 1 year certificate, accredited by SAQA aimed at the development of middle management.
The Bachelors in Management and Leadership (BML) is an outcomes-based, part time formal tertiary qualification, specifically developed for adult learners. The BML adds value to the middle management levels by educating managerial leaders.
The Postgraduate Diploma in Business Administration (PGDip) is a formal postgraduate qualification.
The Master of Business Administration (MBA) programme is fully accredited by the Council for Higher Education. It is a part-time programme delivered at the Business School.
The PhD is a research-based qualification and is awarded with an endorsement in “Business Administration”.
General Information
Learning Path
4
LEAR
NING
PAT
H
Shor
t Lea
rnin
g Pr
ogra
mm
eM
odes
: Onl
ine/
Face
-to-
Face
New
Man
ager
s Pr
ogra
mm
eM
ode:
Fac
e-to
-Fac
e
Lead
ersh
ip
Deve
lopm
ent
Prog
ram
mes
Mod
e: F
ace-
to-F
ace
NQF
leve
l 51 Y
ear
Cred
it be
arin
g to
war
ds M
DP o
r BM
L
NQF
leve
l 74
Year
sNQ
F le
vel 8
1 Yea
rNQ
F le
vel 9
2 Ye
ars
NQF
leve
l 10
2-5
Year
s
MDP
High
er C
ertifi
cate
in
Man
agem
ent
Deve
lopm
ent
Mod
es: F
ace-
to-F
ace/
Onlin
e
BML
Bach
elor
s Deg
ree
in M
anag
emen
t an
d Le
ader
ship
Mod
es: F
ace-
to-F
ace/
Mod
ular
/ On
line
PGDi
pPo
stgr
adua
te D
iplo
ma
in
Busin
ess A
dmin
istra
tion
Mod
e: F
ace-
to-F
ace
MBA
Mas
ter o
f Bus
ines
s Ad
min
istra
tion
Mod
e: F
ace-
to-F
ace
PhD
Philis
opha
e
Doct
or
All Sho
rt Le
arni
ng
Prog
ram
me
and
lead
ersh
ip d
evel
opm
ent
prog
ram
mes
are
cred
it be
arin
g to
war
ds th
e Hi
gher
Cer
tifica
te
in M
anag
emen
t Dev
elop
men
t
The H
ighe
r Cer
tifica
te
in M
anag
emen
t De
velo
pmen
t is c
redi
t be
arin
g to
war
ds th
e Ba
chel
ors
Degr
ee in
Man
agem
ent
and
Lead
ersh
ip. M
DP is
a
form
al h
ighe
r cer
tifica
te,
accr
edite
d by
SAQ
A
Upon
com
plet
ion
of
the
Bach
elor
s Deg
ree
in M
anag
emen
t and
Le
ader
ship
, or a
ny o
ther
firs
t de
gree
, stu
dent
s may
enr
oll f
or
the
Post
Gra
duat
e Di
plom
a in
Bu
sines
s Adm
inist
ratio
n
Upon
com
plet
ion
of th
e M
aste
rs
Degr
ee in
Bus
ines
s Ad
min
istra
tion,
stud
ents
may
ap
ply
for t
he P
hD
Upon
com
plet
ion
of
the
PhD
the
stud
ents
co
ntrib
utes
to th
e fie
ld
via
auth
orita
tive
rese
arch
ar
ticle
s and
pre
sent
atio
ns
ACFE
Upon
com
plet
ion
of th
e Ad
vanc
ed C
ertifi
cate
in Fr
aud
Exam
inat
ion,
stud
ents
can
obta
in th
e in
tern
atio
nal
accr
edita
tion
of C
ertifi
ed
Frau
d Ex
amin
er
TAX
The
PG D
ip Ta
x pr
ovid
es
upda
ted
info
rmat
ion
on ta
x le
gisla
tion/
prac
tices
and
ea
rns t
he st
uden
t CPD
poi
nts
CIPS
Upon
com
plet
ion
of th
e Di
plom
a in
Pro
cure
men
t and
Su
pply
, Adv
ance
d Di
plom
a in
Sup
ply
and
the
Exec
utiv
e Di
plom
a in
Pro
cure
men
t and
Su
pply
, stu
dent
s can
obt
ain
the
inte
r nat
iona
l acc
redi
ted
desig
natio
n M
CIPS
Upon
com
plet
ion
of
the
Post
grad
uate
Di
plom
a in
Bus
ines
s Ad
min
istra
tion,
or a
ny o
ther
Ho
nors
Deg
ree,
stud
ents
may
ap
ply
for t
he M
aste
rs D
egre
e in
Bu
sines
s Adm
inist
ratio
n
MBA
PhD
PGDi
p
BML
MDP
CRED
ITS
CIPS
ACFE
TAX
be w
orth
mor
e
New Managers Programme
MISSION The main objective of the New Managers Programme is to assist employees in making a successful crossover from their current work levels to that of management. This can be achieved by explaining and practising the principles of management in order to help the participant develop into a self-reliant and creative manager.
INFORMATIONThe economic challenges and responsibilities that South Africa is facing with, require management development within the context of unique and often fluctuating circumstances. Not only does this programme meet this important requirement, but it has been constructed in such a way that both the employer and employee will reap the benefits of the programme without being unduly inconvenienced. We believe that one should first be able to manage oneself before one can manage other people. For this reason self-development is a very important part of the programme. Leadership is something that can be acquired by everyone, and the objective of this programme is to help develop these properties in every student enrolled in the programme.
ENTRANCE REQUIREMENTSSupervisors and potential first-level managers with a minimum of 2 years’ supervising experience and/or a manager’s recommendation.
REGULATIONSRules and regulations are available on request.
PROGRAMME STRUCTUREDurationThe duration of the programme is approximately 8 months and the lectures are presented over 15 lecture days.
Lecturing times are from 08:15 to 16:30. Lecture days exclude the days on which the examination for each module will take place.
Language MediumDiscussions and assignments will be conducted and written in English.
AssessmentEvaluation will take place continuously. This includes assignments and personal learning experiences which will contribute towards a final portfolio of evidence.
Programme Registration and FeeThe programme fee is available on request and includes all study material. The closing date for registration is November for commencement the following year. Note that the programme can be customized and offered on an in-house basis for companies across South Africa.
ContentVarious management topics are integrated in the programme covering the following themes:
• Leading People• Leading Change • Leading Operations• Market Insights• Labour Relations
The content above is covered in 9 academic modules and 2 support modules relating to assignments and examination.
Acknowledgment and AccreditationThe New Managers Programme is credit bearing towards the Higher Certificate in Management Development (MDP) at the UFS Business School. The NMP carries 14 credits to the Higher Certificate in Management Development (MDP) and therefore forms part of a learning path offered to UFS Business School students. This allows students without a degree to participate in management studies and eventually earning a management degree.
New Managers Programme (NMP)
7
NEW
MAN
AGER
S PR
OGRA
MM
E (N
MP)
LEAD
ING
PEOP
LELE
ADIN
G CH
ANGE
LEAD
ING
OPER
ATIO
NSM
ARKE
T IN
SIGH
TSLA
BOUR
RE
LATI
ONS
EXAM
INAT
ION
PREP
ARAT
ION
BLOC
KBL
OCK
BLOC
KBL
OCK
12
34
Day
1, 2
& 3
Day
4, 5
, 6 &
7Da
y 8,
9, 1
0 &
11Da
y 12
& 13
Day
14Da
y 15
be w
orth
mor
e
1 BLOCKbe
wor
th m
ore
Day
Them
eM
odul
eUn
itTo
pics
Assig
nmen
t ty
peLAUNCH
Prog
ram
me
Over
view
• Or
ient
atio
n•
POE
man
agem
ent
• As
signm
ent c
oach
ing
• Pr
esen
tatio
n sk
ills
INDIVIDUAL
DAY 1 & 2
LEADING PEOPLE
Lead
ersh
ip fo
unda
tions
Unde
rsta
nd m
ysel
f•
Pers
onal
ity a
naly
sis•
Iden
tity
and
perfo
rman
ce a
t wor
k
Unde
rsta
nd o
ther
s •
Emot
iona
l inte
lligen
ce: r
ecog
nise
ow
n an
d ot
her e
mot
ions
•
Dive
rsity
circ
le
Apllie
d go
al se
tting
•
Care
er a
nd p
erso
nal g
oal s
ettin
g •
Orga
nisa
tiona
l goa
l link
to p
erso
nal g
oals
• Ti
me
man
agem
ent
Com
mun
icat
ing
as a
lead
er
• In
terp
erso
nal c
omm
unic
atio
n•
Barr
iers
in c
omm
unic
atio
n•
Team
com
mun
icat
ion
• St
rate
gies
for c
omm
unic
atio
n
DAY 3
Prac
tical
lead
ersh
ip
Lead
ersh
ip st
yles
• An
alys
is of
firs
t lin
e m
anag
emen
t env
irom
ent
• Li
nk b
etw
een
job
profi
le/t
asks
and
stra
tegi
c co
nten
t•
Lead
ersh
ip st
yle
anal
ysis
Lead
ersh
ip a
ctio
n •
Lead
ersh
ip a
ctio
n an
alys
is •
Perfo
rman
ce m
anag
emen
t lin
ked
to le
ader
ship
act
ion
Assig
nmen
t
2 BLOCKbe
wor
th m
ore
Day
Them
eM
odul
eUn
itTo
pics
Assig
nmen
t ty
peDAY 4
LEADING CHANGETh
e W
orld
of B
usin
ess
The
impa
ct o
f cha
nge
in th
e bu
sines
s env
ironm
ent
• Th
e fu
nctio
ning
of a
n ec
onom
ic sy
stem
• De
man
d &
supp
ly•
The
role
of a
utho
rity
in a
n ec
onom
ic sy
stem
INDIVIDUAL
Tran
slatio
n of
bus
ines
s env
ironm
ent c
hang
e in
to
orga
nisa
tiona
l str
ateg
y
• Vi
sion,
miss
ion
& va
lues
• St
rate
gic
choi
ces /
prio
ritie
s•
Stra
tegi
c ob
ject
ives
, mea
sure
s and
targ
ets
• St
rate
gic
initi
ativ
es
DAY 5
Exec
utin
g St
rate
gy
An e
ight
step
pro
cess
for m
anag
ing
chan
ge
• Cr
eate
a se
nse
of u
rgen
cy•
Pull t
oget
her t
he g
uidi
ng te
am•
Deve
lop
the
chan
ge v
ision
and
stra
tegy
• Co
mm
unic
ate
for u
nder
stan
ding
and
buy
in•
Empo
wer
oth
ers t
o ac
t•
Prod
uce
shor
t-te
rm w
ins
• Do
n’t l
et u
p•
Crea
te a
new
cul
ture
Empl
oyee
eng
agem
ent b
est p
ract
ice
• Th
e bu
sines
s cas
e fo
r eng
agem
ent
• Th
e lo
ok o
f eng
agem
ent
• Th
e fe
el o
f eng
agem
ent
• So
wha
t abo
ut sa
tisfa
ctio
n?•
The
enga
gem
ent c
ultu
re•
Actu
al c
hang
es th
at b
uild
and
mai
ntai
n en
gage
men
t•
Lead
ersh
ip b
ehav
iour
and
eng
agem
ent
• Re
sista
nce
to c
hang
e an
d en
gage
men
t•
How
shou
ld e
ngag
emen
t ini
tiativ
es b
e co
mm
unic
ated
?
DAY 6 & 7
Proj
ect m
anag
emen
t in
rollin
g ou
t str
ateg
y
• Un
ders
tand
ing
the
impo
rtan
ce o
f pro
ject
s in
exec
utin
g or
gani
satio
nal s
trat
egy
• Pr
ojec
t con
cept
s•
Initi
atin
g th
e pr
ojec
t•
Proj
ect p
lann
ing
• Pr
ojec
t exe
cutio
n•
Mon
itorin
g &
cont
rol
• Cl
osin
g th
e pr
ojec
t
Assig
nmen
t
3 BLOCKbe
wor
th m
ore
Day
Them
eM
odul
eUn
itTo
pics
Assig
nmen
t Ty
peDAY 8 & 9
LEADING OPERATIONS
Oper
atio
ns &
Log
istic
s M
anag
emen
t
The
fund
amen
tals
of o
pera
tions
and
logi
stic
s
• De
finin
g op
erat
ions
• De
finin
g op
erat
ion
man
agem
ent
• Ro
les o
f the
ope
ratio
nal m
anag
er•
The
tran
sfor
mat
ion
proc
ess
• Op
erat
ions
stra
tegy
• Di
ffere
nt ty
pes o
f ope
ratio
ns –
ope
ratio
n ch
arac
teris
tics
INDIVIDUAL
Appl
icat
ion
of o
pera
tions
and
logi
stic
s the
ory
• In
tern
al c
usto
mer
s and
inte
rnal
supp
liers
rela
tions
hip
• Pe
rform
ance
obj
ectiv
es•
Perfo
rman
ce o
bjec
tives
and
the
inte
rnal
supp
lier /
cus
tom
er•
Prod
uct d
esig
n / s
ervi
ce d
esig
n•
Capa
city
• Bu
fferin
g op
erat
ions
• Th
e su
pply
net
wor
k pe
rspe
ctiv
e•
Inve
ntor
y•
Ente
rpris
e re
sour
ce m
anag
emen
t (ER
P)•
Just
-in-
time
(JIT)
• Qu
ality
and
tota
l qua
lity
man
agem
ent (
TQM
)
DAY 10 & 11
Cost
ing
Acco
untin
g
Basic
acc
ount
ing
and
the
conc
ept o
f cos
t•
Reas
ons w
hy m
anag
emen
t nee
ds fi
nanc
ial in
form
atio
n•
Cost
cla
ssifi
catio
n
Brea
k-ev
en c
alcu
latio
n
• Th
e re
latio
nshi
p be
twee
n va
rious
type
s of c
ost,
volu
me
of sa
les
and
profi
t•
Brea
k-ev
en a
naly
sis•
The
prac
tical
use
of t
he b
reak
-eve
n co
ncep
t
Budg
etin
g
• W
hat i
s a b
udge
t?•
The
impo
rtan
ce o
f a b
udge
t for
man
agem
ent
• M
anag
ing
a bu
dget
(pla
nnin
g, c
ontr
ol a
nd c
oord
inat
ion)
• Th
e bu
dget
ing
proc
ess
Assig
nmen
t
be w
orth
mor
e
4Day
Them
eM
odul
eUn
itTo
pics
Assig
nmen
t ty
peDAY 12
MARKET INSIGHTSM
arke
ting
Basic
con
cept
s of m
arke
ting
• Th
e cr
itica
l rol
e of
mar
ketin
g in
org
anisa
tions
and
in so
ciet
y•
The
basic
s con
cept
s of m
arke
ting
• Th
e m
arke
ting
man
agem
ent p
roce
ss•
The
mar
ketin
g re
cipe
• M
arke
ting
stra
tegy
GROUP
DAY 13
Info
rmat
ion
Tech
nolo
gy
and
Mar
ketin
g Co
mm
unica
tion
The
role
of i
nfor
mat
ion
tech
nolo
gy in
you
r per
sona
l and
bu
sines
s mar
ketin
g en
viro
nmen
t•
Info
rmat
ion
tech
nolo
gy•
Mar
ketin
g co
mm
unic
atio
n
DAY 14
LABOUR RELATIONS
Labo
ur R
elat
ions
Labo
ur re
latio
ns a
nd th
e le
galis
tic fr
amew
ork
• La
bour
Rel
atio
ns A
ct•
Disc
rimin
atio
n in
hum
an re
sour
ce m
anag
emen
t•
Basic
con
ditio
ns o
f the
em
ploy
men
t act
• Un
empl
oym
ent i
nsur
ance
act
Unfa
ir di
smiss
al a
nd u
nfai
r lab
our p
ract
ice
• Un
fair
dism
issal
and
unf
air l
abou
r pra
ctic
e
Proc
edur
es in
labo
ur re
latio
ns
• St
rikes
and
lock
-out
s in
Sout
h Af
rica
• St
aff re
duct
ion
proc
edur
es•
Disc
iplin
ary
proc
ess
• Di
scip
line
and
dism
issal
• Gr
ieva
nces
• In
capa
city
due
to u
nsat
isfac
tory
wor
k pe
rform
ance
Nego
tiatio
n sk
ills
• Pr
actic
al c
olle
ctiv
e ba
rgai
ning
and
neg
otia
tions
•
Confl
ict a
nd p
ower
in th
e ne
gotia
tion
proc
ess
• Ba
rgai
ning
stra
tegi
es•
The
sub-
proc
ess o
f neg
otia
tions
• Pe
rson
ality
and
skills
dim
ensio
ns o
f a n
egot
iato
r•
Nego
tiatio
ns ta
ctic
s •
Mist
akes
dur
ing
nego
tiatio
ns
Assig
nmen
t
DAY 15
ASSESSMENT PREPARATION
Fina
l Ass
essm
ent
• Th
e na
ture
of t
he fi
nal a
sses
smen
t will
dete
rmin
e th
e su
ppor
t/co
achi
ng p
rovi
ded
BLOCK
Higher Certificate in Management Development
INFORMATIONThe Business School within the Faculty of Economic and Management Sciences, has established itself as a leader in South Africa in the provision of Higher Certificate in Management Development. A dynamic supplement to this spectrum of management programmes on offer, is an excellent Higher Certificate in Management Development (MDP). The MDP emphasises leadership develop ment, the broadening of insight by exposure to the most important management disciplines and its integration into a total management approach. This tailor-made qualification has been designed to assist institutions in both the private and public sectors. It is aimed at developing employees, especially focused on middle management group level, to enterprising and professional managers.
ENTRANCE REQUIREMENTSGrade 12 and/or 3 years’ management experience and/or a manager’s recommendation.
REGULATIONSRules and regulations are available on request.
PROGRAMME STRUCTUREDurationThe duration of the programme is approximately 1 year.
Language MediumA team of lecturers with vast experience in different fields of management, leadership, entrepreneurship, etc. present the Higher Certificate in Management Development in English.
AssessmentThe MDP programme involves resource-based learning for adults. This means self-study with the aid of course guides. Assessments include assignments and open-book examinations.
Programme Registration and FeeThe programme fee is available on request and includes all study material. The closing date for registration is November for commencement the following year. Note that the programme can be customised and offered on an in-house basis for companies across South Africa.
ContentVarious management topics are integrated in the programme. The content is covered in 16 academic modules.
Acknowledgment and AccreditationAfter the successful completion of the programme, the participant will receive a certificate issued and endorsed by the UFS. Awarding of certificates will take place at a certificate ceremony. The MDP is also credit-bearing towards the Bachelors Degree in Management Leadership (BML).
All the modules are also presented as Short Learning Programmes
Higher Certificate in Management Development (MDP)
14
HIGH
ER C
ERTI
FICA
TE IN
MAN
AGEM
ENT
DEVE
LOPM
ENT
(MDP
)
be w
orth
mor
e
Clas
s atte
ndan
ce is
com
pulso
ry
Tim
e ta
ble
excl
udes
tim
e gi
ven
to c
ompl
ete
assig
nmen
t & e
xam
inat
ion
30 D
ays C
lass
Atte
ndan
ce
Dura
tion
of p
rogr
amm
e: 1
year
Cont
inuo
us S
elf S
tudy
FACE
-TO-
FACE
ONLI
NE
Onlin
e pl
atfo
rm in
clud
es se
lf st
udy,
qu
izzes
and
disc
ussio
nsTi
me
tabl
e ex
clud
es ti
me
give
n to
com
plet
e as
signm
ent &
exa
min
atio
n
STUD
Y OP
TION
S
be w
orth
mor
e
X
Foun
datio
n Sk
ills �
How
to re
ad a
n ac
adem
ic te
xt to
faci
litat
e re
tent
ion
of in
form
atio
n
�
Stru
ctur
e th
e re
adin
g of
aca
dem
ic m
ater
ial
�
Use
the
SQ3R
read
ing
stra
tegy
to a
cces
s aca
dem
ic te
xts
�
Iden
tify
the
targ
et a
udie
nce
and
purp
ose
for w
ritin
g
�
Plan
ning
of t
he w
ritin
g pr
oces
s
�
Form
ulat
ion
of a
thes
is st
atem
ent
�
Writ
e a
para
grap
h, a
n in
trod
uctio
n an
d co
nclu
sion
�
Orga
nisin
g th
e bo
dy o
f an
acad
emic
ess
ay
�
Appr
opria
te p
unct
uatio
n
�
Refe
renc
ing
styl
es a
nd p
unct
uatio
n
X
Gene
ral M
anag
emen
t &
Busin
ess C
omm
unic
atio
n �
Com
mun
icat
ion
tech
niqu
es a
nd c
omm
unic
atio
n sk
ills
�
The
four
func
tions
of m
anag
emen
t:
z
Plan
ning
and
Dec
ision
Mak
ing
z
Orga
nisin
g z
Lead
ing
and
Impl
emen
ting
z
Cont
rol
X
Foun
datio
n Sk
ills
X
Gene
ral M
anag
emen
t &
Busin
ess C
omm
unic
atio
n
X
Fina
ncia
l Man
agem
ent &
Cos
t Ac
coun
ting
for N
on-fi
nanc
ial
Man
ager
s
X
Econ
omic
s & B
anki
ng fo
r M
anag
ers
X
Busin
ess &
Info
rmat
ion
Tech
nolo
gy
X
Ente
rpris
e Ri
sk M
anag
emen
t
X
Stra
tegi
c &
Chan
ge M
anag
emen
t
X
Peop
le M
anag
emen
t
X
Lead
ersh
ip D
evel
opm
ent
X
Mar
ketin
g
X
Labo
ur R
elat
ions
X
Inst
itutio
nal M
emor
y &
Know
ledg
e M
anag
emen
t
X
Oper
atio
ns &
Log
istic
s M
anag
emen
t
X
Ethi
cs &
Gov
erna
nce
X
Proj
ect &
Pro
gram
me
Man
agem
ent
X
Entr
epre
neur
ship
& In
nova
tion
MDP
MOD
ULES
:
be w
orth
mor
e
X
Fina
ncia
l Man
agem
ent
& Co
st A
ccou
ntin
g fo
r No
n-fin
anci
al M
anag
ers
�
Basic
acc
ount
ing
�
Anal
ysis
of fi
nanc
ial s
tate
men
ts a
nd c
ash
flow
s
�
Cost
-vol
ume-
profi
t ana
lysis
�
Budg
etin
g
�
Bala
nced
scor
ecar
d
�
Ratio
ana
lysis
�
Cost
of c
apita
l
�
Debt
ver
sus e
quity
�
Eval
uatin
g ca
pita
l bud
getin
g pr
ojec
ts u
sing
Nett
Pres
ent
Valu
e (N
PV)
�
The
man
agem
ent o
f gro
wth
�
Perfo
rman
ce a
ppra
isal u
sing
EVA
X
Econ
omic
s & B
anki
ng
for M
anag
ers
�
Fact
ors i
nflue
ncin
g pr
ice
sens
itivi
ty fo
r a sp
ecifi
c pr
oduc
t
�
The
inte
ract
ion
of m
arke
t for
ces o
f dem
and
and
supp
ly in
or
der t
o de
term
ine
pric
e an
d ou
tput
�
The
impa
ct o
f mar
ket p
ower
and
pric
e re
gula
tion
(like
pric
e ce
ilings
and
pric
e flo
ors)
on
pric
e an
d ou
tput
leve
ls of
a
spec
ific
prod
uct
�
The
inte
rrel
atio
n of
key
con
cept
s suc
h as
eco
nom
ic
grow
th, i
nflat
ion,
inte
rest
rate
s, e
xcha
nge
rate
s, e
tc in
the
mac
ro-e
cono
my
�
Glob
alisa
tion,
its e
cono
mic
impa
ct a
nd th
e ke
y fo
rces
that
ar
e dr
ivin
g it
�
The
diffe
rent
fina
ncia
l inst
itutio
ns
�
Adva
ntag
es o
f fina
ncia
l inst
itutio
ns a
nd m
arke
ts
�
The
role
of t
he d
iffer
ent t
ypes
of fi
nanc
ial in
stru
men
ts in
the
oper
atio
n of
a m
oder
n ec
onom
y
�
The
diffe
rent
type
s of fi
nanc
ial m
arke
ts, s
uch
as p
rimar
y an
d se
cond
ary
mar
kets
, mon
ey m
arke
ts, c
apita
l mar
kets
, de
bt m
arke
ts a
nd fo
reig
n ex
chan
ge m
arke
ts
�
The
role
and
func
tions
of t
he S
outh
Afri
can
Rese
rve
Bank
X
Busin
ess &
Info
rmat
ion
Tech
nolo
gy �
The
role
of t
echn
olog
y in
bus
ines
s dec
ision
s
�
IT in
bus
ines
s pro
cess
es
�
Chan
ges i
n te
chno
logy
and
the
impa
ct th
ereo
f on
a bu
sines
s
�
The i
mpa
ct o
f tec
hnol
ogy
on b
usin
ess g
row
th w
ith re
gard
s to:
z
Purp
ose
z
Impa
ct z
Effici
ency
z
Inve
stm
ent
�
The
man
agem
ent o
f IT
risks
on
the
basis
of t
he:
z
Iden
tifica
tion,
ass
essm
ent a
nd m
itiga
tion
of ri
sks
z
Deve
lopm
ent o
f res
pons
e pl
ans
z
Revi
sion
of ri
sk m
anag
emen
t pro
cedu
res
z
Lega
l req
uire
men
ts z
Polic
ies a
nd p
roce
dure
s z
Redu
ctio
n of
IT ri
sks
�
Prot
ectio
n of
per
sona
l info
rmat
ion
(IC
T La
w a
nd P
OPI B
ill)
�
Next
gen
erat
ion
IT tr
ends
�
Defin
ing
clou
d co
mpu
ting
�
Tech
nolo
gy a
nd T
CO
�
The
use
of M
icro
soft
appl
icat
ions
in b
usin
ess
be w
orth
mor
e
X
Peop
le M
anag
emen
t �
Hum
an re
sour
ces p
lann
ing
�
Job
anal
ysis
�
Recr
uitm
ent a
nd se
lect
ion
�
Trai
ning
and
dev
elop
men
t
�
The
mea
ning
and
nat
ure
of m
otiv
atio
n
�
Theo
ries a
bout
wor
k m
otiv
atio
n
�
The
com
pone
nts o
f the
car
eer d
evel
opm
ent p
ersp
ectiv
e
�
The
natu
re a
nd c
onte
nt o
f per
form
ance
app
raisa
l
�
Perfo
rman
ce a
ppra
isal t
echn
ique
s
�
Job
eval
uatio
n m
etho
ds
�
The
natu
re a
nd e
ssen
ce o
f sel
f-de
velo
pmen
t
�
Influ
ence
of s
elf-
imag
e on
the
indi
vidu
al’s
ge
nera
l fun
ctio
ning
�
Stra
tegi
es fo
r im
prov
emen
t of a
pos
itive
self-
imag
e
�
The
natu
re a
nd m
eani
ng o
f str
ess
�
Sym
ptom
s of s
tres
s
�
Stra
tegi
es fo
r han
dlin
g st
ress
effe
ctiv
ely
X
Stra
tegi
c &
Chan
ge M
anag
emen
t �
Stra
tegi
c vi
sion
and
miss
ion
�
Expl
orat
ion
of th
e ex
tern
al e
nviro
nmen
t
�
Anal
ysis
of th
e in
tern
al e
nviro
nmen
t
�
Stra
tegi
c go
als a
nd st
rate
gy fo
rmul
atio
n
�
Com
petit
ive
and
gran
d st
rate
gies
�
Stra
tegy
map
s
�
Impl
emen
ting
a st
rate
gy
�
Orga
nisa
tiona
l con
text
as a
n el
emen
t of
stra
tegy
impl
emen
tatio
n
�
Stra
tegi
c co
ntro
l
�
Man
agem
ent o
f cha
nge
X
Ente
rpris
e Ri
sk M
anag
emen
t �
Defin
ing
a ris
k
�
Risk
s org
anisa
tions
are
exp
osed
to
�
The
incr
easin
g im
port
ance
of m
anag
ing
risks
�
Trig
gers
of r
isks
�
Risk
s alo
ng th
e va
lue
chai
n
�
Casc
adin
g ris
ks
�
Defin
ing
risk
man
agem
ent
�
The
risk
man
agem
ent p
roce
ss:
z
Risk
ass
essm
ent
z
Risk
resp
onse
be w
orth
mor
e
X
Labo
ur R
elat
ions
�
Labo
ur re
latio
ns a
nd th
e le
galis
tic fr
amew
ork:
z
Labo
ur R
elat
ions
Act
z
Disc
rimin
atio
n in
hum
an re
sour
ce m
anag
emen
t z
Basic
Con
ditio
ns o
f the
Em
ploy
men
t Act
z
Unem
ploy
men
t Ins
uran
ce A
ct
�
Unfa
ir di
smiss
al a
nd u
nfai
r lab
our p
ract
ices
�
Proc
edur
es in
labo
ur re
latio
ns:
z
Strik
es a
nd lo
ck-o
uts i
n So
uth
Afric
a z
Staff
redu
ctio
n pr
oced
ures
z
Disc
iplin
ary
proc
ess
z
Disc
iplin
e an
d di
smiss
al z
Grie
vanc
es z
Inca
paci
ty d
ue to
uns
atisf
acto
ry w
ork
perfo
rman
ce
�
Nego
tiatio
n sk
ills:
z
Prac
tical
col
lect
ive
barg
aini
ng a
nd n
egot
iatio
ns z
Confl
ict a
nd p
ower
in th
e ne
gotia
tion
proc
ess
z
Barg
aini
ng st
rate
gies
z
The
sub-
proc
ess o
f neg
otia
tions
z
Pers
onal
ity a
nd sk
ills d
imen
sions
of a
neg
otia
tor
z
Nego
tiatio
ns ta
ctic
s z
Mist
akes
dur
ing
nego
tiatio
ns
X
Mar
ketin
g �
Mar
ketin
g m
anag
emen
t and
the
mar
ketin
g co
ncep
t mod
ule
�
The
mar
ketin
g en
viro
nmen
t
�
Cons
umer
beh
avio
ur a
nd d
ecisi
on m
akin
g
�
Mar
ket s
egm
enta
tion
and
targ
et m
arke
ting
�
Prod
uct a
nd p
ricin
g de
cisio
ns
�
Mar
ketin
g co
mm
unic
atio
n
�
Dist
ribut
ion
deci
sions
�
Serv
ices
mar
ketin
g
�
Stra
tegi
c m
arke
ting
plan
ning
�
Func
tiona
l / o
pera
tiona
l mar
ketin
g pl
anni
ng
�
Cust
omer
rela
tions
hip
man
agem
ent
�
The
digi
tal m
arke
ting
envi
ronm
ent
�
Cons
umer
beh
avio
ur a
nd d
igita
l mar
ketin
g
�
Digi
tal m
arke
ting
and
mar
ketin
g st
rate
gy
�
Cont
empo
rary
topi
cs in
dig
ital m
arke
ting
X
Lead
ersh
ip D
evel
opm
ent
�
Orga
nisa
tion
cont
ext:
Trad
ition
al v
ersu
s 21s
t ce
ntur
y or
gani
satio
ns
�
The
role
, tas
ks a
nd sk
ills o
f the
lead
er
�
The i
mpo
rtanc
e of s
elf-d
evelo
pmen
t and
self-
know
ledge
w
ithin
a lea
ders
hip
cont
ext
�
Pers
onal
ity p
refe
renc
es a
nd le
ader
ship
�
Emot
iona
l inte
lligen
ce a
nd le
ader
ship
�
Man
agin
g in
terp
erso
nal c
onfli
ct
�
Crea
tive
prob
lem
solv
ing
�
Intr
a- a
nd in
terp
erso
nal c
omm
unic
atio
n sk
ills
and
stra
tegi
es
�
Empo
wer
ing
the
team
�
The
over
all m
anag
emen
t of d
iver
sity
with
in th
e co
ntex
t of a
21
st c
entu
ry o
rgan
isatio
n
be w
orth
mor
e
X
Inst
itutio
nal M
emor
y &
Know
ledg
e M
anag
emen
t �
The
impo
rtan
ce o
f kno
wle
dge
�
Conv
ertin
g on
e ty
pe o
f kno
wle
dge
to a
noth
er
�
Inst
itutio
nal /
org
anisa
tiona
l mem
ory
�
The
impo
rtan
ce o
f org
anisa
tiona
l mem
ory
�
Caus
es o
f los
ing
orga
nisa
tiona
l mem
ory
�
The
effec
ts o
f the
loss
of o
rgan
isatio
nal m
emor
y
�
Know
ledg
e m
anag
emen
t
�
Why
kno
wle
dge
man
agem
ent o
ften
fails
�
Why
kno
wle
dge
man
agem
ent o
ften
succ
eeds
�
Way
s of k
now
ledge
acqu
isitio
n, p
rese
rvat
ion
and
shar
ing
�
Know
ledg
e m
anag
emen
t: m
etho
ds a
ttem
ptin
g to
reta
in
�
Best
pra
ctice
: cap
turin
g an
d pr
eser
ving
kno
wle
dge
for r
euse
�
Com
mun
ities
of p
ract
ice
X
Oper
atio
ns &
Log
istic
s M
anag
emen
t �
Defin
ing
oper
atio
ns a
nd o
pera
tions
man
agem
ent
�
Role
s of t
he o
pera
tiona
l man
ager
�
The
tran
sfor
mat
ion
proc
ess a
nd o
pera
tions
stra
tegy
�
Diffe
rent
type
s of o
pera
tions
– o
pera
tion
char
acte
ristic
s
�
Inte
rnal
cus
tom
ers a
nd in
tern
al su
pplie
rs re
latio
nshi
p
�
Perfo
rman
ce ob
jectiv
es an
d the
inte
rnal
supp
lier /
cust
omer
�
Prod
uct d
esig
n / s
ervi
ce d
esig
n
�
Capa
city
and
buff
erin
g op
erat
ions
�
The
supp
ly n
etw
ork
pers
pect
ive
�
Inve
ntor
y pl
anni
ng a
nd c
ontr
ol
�
Ente
rpris
e Re
sour
ce M
anag
emen
t (ER
P) a
nd M
ater
ials
Requ
irem
ent P
lann
ing
(MRP
)
�
Lear
n sy
nchr
onisa
tion
and
Just
-in-
Tim
e (JI
T)
�
Qual
ity a
nd To
tal Q
ualit
y M
anag
emen
t
X
Ethi
cs &
Gov
erna
nce
�
Gove
rnan
ce in
Sou
th A
frica
, with
rega
rds t
o th
e le
gal f
ram
ewor
k �
Corp
orat
e et
hics
and
avo
idin
g hi
gh ri
sk a
reas
�
Ethi
cs d
efine
d �
Gove
rnan
ce:
z
The
thre
e pi
llars
for g
ood
gove
rnan
ce a
nd
sust
aina
ble
deve
lopm
ent
z
Acco
unta
bilit
y in
gov
erna
nce
z
Trus
t in
gove
rnan
ce
�
Diffe
rent
iatin
g be
twee
n rig
ht a
nd w
rong
�
Wha
t mak
es so
met
hing
eth
ical
�
Divi
sion
of a
ctio
n in
to th
ree
cate
gorie
s �
The
impo
rtan
ce o
f eth
ics
�
Righ
ts a
nd re
spon
sibilit
ies
�
Desc
riptiv
e et
hics
:
z
Norm
ativ
e et
hics
z
Tele
olog
ical
eth
ics
z
Deon
tolo
gica
l eth
ics
z
Met
a-et
hica
l the
orie
s
�
The
art o
f liv
ing
– m
akin
g ch
oice
s �
Appl
ied
ethi
cs �
The
natu
ral e
nviro
nmen
t – is
it n
atur
al/m
oral
ly c
orre
ct?
�
Man
-mad
e en
viro
nmen
ts �
Med
ia is
sues
be w
orth
mor
e
X
Proj
ect &
Pro
gram
me
Man
agem
ent
�
Mod
ern
proj
ect m
anag
emen
t �
The
deve
lopm
ent o
f pro
ject
man
agem
ent s
yste
ms
�
Defin
ing
of th
e pr
ojec
t �
Cost
est
imat
ion
and
deve
lopm
ent o
f the
bud
get
�
Deve
lopm
ent a
nd c
onst
ruct
ion
of th
e pr
ojec
t net
wor
k:
z
Gant
t cha
rts
z
Pert
sim
ulat
ion
�
Proj
ect m
anag
emen
t str
uctu
res
�
Lead
ersh
ip: B
e an
effe
ctiv
e pr
ojec
t man
ager
�
Prog
ress
, per
form
ance
mea
sure
men
t and
eva
luat
ion
�
Proj
ect a
udit
and
clos
ure
X
Entr
epre
neur
ship
& In
nova
tion
�
Impo
rtan
ce a
nd sc
ope
of e
ntre
pren
eurs
hip
�
The
fund
amen
tal c
once
pts o
f ent
repr
eneu
rshi
p �
Oppo
rtun
ity sc
reen
ing:
The
driv
ing
forc
es o
f suc
cess
ful n
ew
vent
ure
crea
tion
�
Intr
apre
neur
ship
: Ref
errin
g to
the
need
for
entr
epre
neur
ship
in b
ig c
ompa
nies
�
Oppo
rtun
ity S
cree
ning
: Ide
ntify
ing
and
pres
entin
g an
or
igin
al o
ppor
tuni
ty �
Inno
vatio
n an
d co
mm
erci
aliza
tion
�
The
writ
ing
of a
bus
ines
s pla
n �
Crea
ting
an e
ntre
pren
euria
l tea
m �
Dete
rmin
ing
the
amou
nt o
f cap
ital /
reso
urce
s nee
ded
to
star
t a b
usin
ess
�
Asse
ssin
g th
e va
rious
sour
ces o
f fun
ding
, foc
usin
g on
deb
t an
d eq
uity
Enqu
iries
:An
sie B
arna
rd
Stra
tegi
c Pa
rtne
rshi
psT:
082
900
1080
/ 05
1 401
320
4E:
bar
nard
am@
ufs.
ac.z
a
Notes
22
Enquiries:Ansie Barnard Strategic PartnershipsT: 082 900 1080 / 051 401 3204E: [email protected]