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SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED QUALIFICATION THAT HAS PASSED THE END DATE: 

Certificate: Business Management 
SAQA QUAL ID QUALIFICATION TITLE
36045  Certificate: Business Management 
ORIGINATOR
Graduate Institute of Management and Technology (The) 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
CHE - Council on Higher Education  HEQSF - Higher Education Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
National Certificate  Field 03 - Business, Commerce and Management Studies  Generic Management 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  120  Level 6  Level TBA: Pre-2009 was L6  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Passed the End Date -
Status was "Reregistered" 		 SAQA 0480/09  2009-07-01  2011-12-31 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2011-12-31   2011-12-31  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This qualification does not replace any other qualification and is not replaced by any other qualification. 

PURPOSE AND RATIONALE OF THE QUALIFICATION 
The Certificate in Business Management (CIBM) is aimed at learners who are in middle to senior management positions whom need to attend a practical programme where they are able to gain knowledge of general global leadership trends, best practice and management and leadership roles.

The CIBM programme develops the general management and leadership skills of senior managers in South African organisation, thereby enhancing the overall quality of management in organisations both regionally and nationally.
The programme thereby assists in improving Industrial relations in organisations, increasing productivity and profitability, improving strategic planning within organisations, etc.

The GIMT programme is unique in its approach of personalising the delivery to the needs of the particular organisation, thereby ensuring the more effective transfer of skills to the workplace. In addition, the programme has been designed by leading Academics in Industry in South Africa and benchmarked against International standards. The following key commitments are made by GIMT:
  • Learners will have access to relevant, appropriate and up-to-date knowledge resources.
  • Learners will have the opportunity to apply the knowledge acquired in relevant workplace scenarios i.e. actual workplace situations, simulated workplace situations etc.
  • Learners will receive constructive feedback on progress towards achievement of competence.
  • Learners will be informed as to the learning outcomes they are expected to demonstrate and in what form assessment of competence will take place.
  • The learning process will take into account individual pace of learning and allow reasonable flexibility with regard to timing of assessments.

    Rationale

    As GIMT has a tailor-made approach to this course, they can offer this Certificate in Business Management to their clients as a strategic option to consolidate and quantify managers` experience and learnings. The course is customised to suit meet a company`s needs taking into consideration the corporate climate and extent of experience of management.

    GIMT has been successfully running senior management and leadership programmes since 1990. The CIBM programme has been run successfully in South Africa since 1993. A total of approximately 2500 students have completed the programme. The course is currently being run in a total of 12 top South African companies. A total of 294 students are currently attending the programme. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    All GIMT facilitation is offered in English only, this being the primary business language in South Africa.

    As GIMT is a Corporate Business School and our learners are all working professionals in mostly middle and senior management positions, our medium of instruction is English, being the generally accepted business language of South Africa.

    All facilitation, written material and assessments are done in English. Delegates have to submit all their assignments and written work in English. Guidance is provided on the programme in respect of Business writing and communication.

    Learners whose first language is not English must show GIMT that their level of English is high enough for study at postgraduate level. In cases where GIMT believes that learners will not have the language ability to complete the course successfully they are advised to attend an appropriate English language programme or are counselled to attend a more appropriate level programme.

    Recognition of Prior Learning (RPL)

    Various forms of pre-assessment are done on learning programmes. These tests are designed to assess knowledge and skills relating to the modules to be presented on the GIMT programmes. Delegates are given recognition (credits) for training programmes attended/ qualifications obtained both internally and externally.

    At present GIMT does not have a formal policy pertaining to experiential learning as the majority of our learning takes place in-company and the vast majority of our learners are currently working in organisations.

    As a result students have the opportunity to apply the learning directly back in their own organisations.

    The CIBM is aimed at assisting delegates to make positive changes within their own organisations, the application of which is assessed through practical work based assignments and projects.

    Both the assignments and the final project are aimed at practical implementation in the workplace. They both require learners to assess their current working environment, processes and procedures and use the knowledge gained on the CIBM to suggest measures to improve such, and to devise new processes and procedures. 

    RECOGNISE PREVIOUS LEARNING? 
    Y 

    QUALIFICATION RULES 
    N/A 

    EXIT LEVEL OUTCOMES 
    Overall outcomes
  • Applying and understanding of systems approach to enhance business effectiveness.
  • Applying and understanding the enhancement of business effectiveness through personal growth.
  • Understanding and managing the change process and the dynamic forces of culture and climate in the South African context.
  • Applying understanding of economic principles to management of business systems.
  • Developing strategic plans and instituting implementation mechanisms.
  • Implementing and managing human resource systems.
  • Managing and contributing to financial accounting.
  • Developing, Implementing and managing a marketing strategy.
  • Identifying operations management challenges and opportunities.
  • Managing Human Resources for maximum productivity.
  • Demonstrating an understanding of the role, impact and integration of Information Systems on the effective functioning of the organisation.

    Specific outcomes

    1. Leardership and management in the business environment
  • Applying the systems approach to analysis of business operations and development of business strategy.
  • Identify and appreciate the systems theory approach in addressing organisational issues.
  • Recognise organisations as open systems and understand the importance of the relationships between the subsystems.
  • Value the necessity for organisations to have maintenance and adaptive mechanisms.
  • Identify the impact of change on organisational systems.
  • Apply systems understanding to analysis of own organisation.
  • Utilise models of Organisational Analysis to develop a business strategy.
  • Understanding the role of leadership within the business system.
  • Demonstrate an understanding of the nature of managerial and leadership roles within the business system levels.
  • Analyse the challenges and dynamics of these roles and apply results to development of role clarification model.

    2. Evaluation of leadership and management effectiveness
  • Identify and analyse the factors that influence the effective practice of leadership.
  • Identify the criteria for leadership and management competence.
  • Assess own development areas in terms of management and leadership competencies.
  • Understand the importance and relevance of continuous growth.
  • Identify growth barriers.
  • Develop training and development action plan.

    3. The business transformation process
  • Managing an organisational transformation process.
  • Demonstrate an understanding of organisational culture and climate.
  • Conduct business climate and culture assessment.
  • Develop business culture and climate plan.
  • Design and execute a planned change intervention.
  • Manage a change implementation process.

    4. Basic economics
  • Understand basic economic principles and their application within the South African context.
  • Integrate microeconomic and macroeconomic concepts.
  • Recognise application of economic principles in the South African context.
  • Apply understanding of economic principles to enhance insight into human behaviour study.

    5. Strategic management
  • Conduct an analysis of current environmental factors.
  • Analyse the Business Environment by:
  • Determining and assessing environmental influences.
  • Assessing the dynamics of the environment.
  • Analysing the competitive environment.
  • Identifying the organisation`s competitive position.
  • Analysing strategic capability.
  • Completing a SWOT analysis.
  • Completing a MISSION analysis.
  • Completing a STAKEHOLDER analysis.
  • Formulate a strategy and implementation plan.
  • Determine future choice (Future Position) by analysing the following factors:
  • Ability to meet customer needs.
  • Basics of strategy and economic principles.
  • Organisational vision and mission.
  • Critical or strategic issues.
  • Generic strategies.
  • Product strategies.
  • Alternative strategies for marketers and products.
  • Strategic objectives and guidelines in strategy formulation.

    6. People systems and processes
  • Develop a people planning strategy.
  • Demonstrate an understanding of the people planning process.
  • Conduct assessment of people planning process in own business area.
  • Select appropriate strategy for people planning in own business area.
  • Develop performance evaluation system.
  • Identify the job responsibilities of positions.
  • Formulate measurement statements to assess performance.
  • Develop knowledge, skills and personal traits matrix for job functions.
  • Conduct performance review discussions.
  • Conduct disciplinary hearings.
  • Develop remuneration strategy.
  • Demonstrate understanding of remuneration systems.
  • Apply remuneration concepts to own organisation.

    7. Financial management
  • Apply financial management concepts.
  • Manage budgets.
  • Conduct basic time value of money calculations.
  • Apply concept of risk and return.
  • Recognise components of effective budget.
  • Sequence various budgets.
  • Identify different forms of budgeting.
  • Understand limitations of budgeting.
  • Analyse annual financial statements.
  • Interpret a set of annual financial statements utilising understanding of:
  • Various sections and statements.
  • Accounting policy.
  • GAAP.
  • Forecast working capital requirements.
  • Interpret the investment and financing decisions with regard to working capital accounts.
  • Apply forecasting techniques.
  • Apply various ratios in the analysis of financial statements.
  • Identify advantages and limitations of ratio analysis.
  • Apply ratio knowledge to analysis of financial statements.
  • Select appropriate methods for company valuations.
  • Understand application of company valuations.
  • Distinguish between valuation methods.

    8. Managing markets
  • Develop and implement a marketing strategy and institute a marketing management process.
  • Integrate marketing strategy with business strategy principles.
  • Develop Marketing strategy incorporating Strategic Marketing Framework.
  • Conduct Marketing Planning Process, incorporating:
  • Market research process.
  • Market situation analysis.
  • Macro environment analysis.
  • Competition analysis.
  • Customer and organisation buying behaviour analysis.
  • Apply market segmentation principles.
  • Develop a marketing programme integrating marketing and product mix analysis.

    9. Operations management
  • Identify operations actions to be taken in order to improve quality and customer service levels.
  • Conduct comparative analysis, rating South African organisations compared to international benchmarks.
  • Identify operations management improvement options, demonstrating an understanding of technological choices.
  • Develop customer satisfaction measurement index.
  • List actions required to implement Total Quality Management.
  • Apply TQM tools of Statistical Process Control.
  • Identify stock control methods, demonstrating a working knowledge of MRP ll and JIT (Kanban) systems.
  • Appreciate the benefits of business process re-engineering.
  • Evaluate the particular challenges facing South African organisations.

    10. Managing information
  • Analyse fundamental information system concepts and the impact of major trends in the development and use of information systems.
  • Demonstrate understanding of the field of information systems - recent developments, trends and the impact on organisations.
  • Understand the base concepts, technology applications, development and management of information systems.
  • Identify the requirements for and elements of an information systems.
  • Integrate elements of the information systems planning process.
  • Distinguish between various types of systems and applications.

    11. The people factor
  • Develop and implement human resource management programmes.
  • Develop an organisational communication strategy.
  • Develop and implement a motivational system.
  • Apply group behaviour and principles of power and politics theories.
  • Develop diversity management plan.
  • Propose Employee Assistance Programme.

    12. Customer relationship management
  • Manage and implement customer services.
  • Create customer value.
  • Understand the relationship between customer service and marketing.
  • Measure customer service levels.
  • Create customer loyalty.

    13. Project managemnt
  • Understand the principles of project management.
  • Competently manage business projects from inception to completion.
  • Effectively apply specific project management tools. 
    		•

    ASSOCIATED ASSESSMENT CRITERIA 
    In each module there will be mini case studies, activities and think points to ensure that the application of the theory is being adapted throughout the programme.

    After each module a case study/assignment, as agreed with the client, would have to be completed which would relate to the Learner`s industry. This method is being adopted to broaden the Learner`s ability to show understanding and application of the theory, across other environments and not solely their own. However, answers will be tailored to the individuals working environment. Training will be given on this. Objective: This will show competence, and outcomes as per the Learner Map.

    At the end of the respective programmes a project proposal is submitted (this is completed during the course of a programme) for approval. The learner will finally complete a Research Project integrating all of the modules they have covered and applying a minimum of 10 theories to a work-related topic. Objective: to ensure that there is understanding of the theories and the ability to apply these in a work environment. Basic report writing skills are enhanced through this process.
  • It is imperative that learners are able to apply their learning, not only in their current work environment, but also in any future work environment.
  • Develop and apply the learning from the programme (formative)
  • Ensure that the learner has learned what they should have at a particular point in the process (summative)
    The Case Studies/Assignments are the formative part of the Assessment and the Research Project the summative.
  • All Case Studies/Assignments are industry related and work related.

    The Research Proposal is a three-tiered submission. At certain points in the programme, the proposal will have a development phase, which has to be reached.

    The first phase consists of the Job Analysis plus a list of possible issues to be researched with a very brief introduction to those possible issues.

    The second phase comprises of the proposed topic title, background and introduction and the objectives underlying the exercise.

    The third and final phase introduces the research plan, analysis plan and the research management plan.

    The research project is an integrated work - related project, which each learner has to complete to qualify for certification. The Report is ? 5000 - 7500 words in length.

    An analytical approach, drawing on all the theories covered, is required. It has to be practical and easily implemented, and based on the Research Proposal.

    Integrated assessment

    During each programme learners complete three work-based assignments, demonstrating application of concepts learnt in a practical outcomes-based, measurable form. These assignments are evaluated and feedback is provided to each individual. The assignments act as self-measures and opportunities for improvement, as they do not affect the final assessment of competence.

    Recognition of individual competence for the total learning programme is based on the successful completion of a work-based research project. The projects are structured in order to enable learners to demonstrate an ability to transfer skills and knowledge in an integrated application, in a specific context, in order to demonstrate achievement of learning outcomes. 
    		•

    INTERNATIONAL COMPARABILITY 
    All GIMT management programmes are internationally benchmarked through GIMT`s relationship with Henley.

    The CIBM programme has been assessed as equivalent to the Henley Certificate in Management programme.

    Expert faculty ensures that the GIMT programmes meet South African standards and the needs of the South African market.

    All GIMT courses are therefore globally competitive and locally relevant. 

    ARTICULATION OPTIONS 
    This qualification has been developed for Middle Management within organizations or for Middle level Managers moving into Senior Management positions. The qualification builds on the GIMT Certificate in Practical Management programme (NQF 5) even though the CIPM programme is not a pre-requisite for the attendance of the CIBM programme.

    The CIBM provides ideal articulation for learners towards the GIMT Diploma in Executive Management (NQF 7) and provides successful learners with two exemptions towards this qualification.

    In addition the CIBM programme provides successful learners with two exemptions towards the Henley Management College and Milpark Business School MBA degrees.

    The CIBM programme will also allow for articulation with a range of other qualifications and programmes in the General Management field as required. 

    MODERATION OPTIONS 
    External examiners requirements:
  • Minimum Masters degree level qualified.
  • Minimum ten years business and academic experience.
  • Subject matter experts.

    Moderator requirements:
  • Minimum Masters degree level qualified.
  • Minimum ten years academic and business experience.
  • Assessors with a minimum of two years assessment experience.
  • Briefing tutor for a minimum of two years.

    All student results are moderated by a qualified moderator. The final approval and awarding of all Diplomas rests with the GIMT Academic Board consisting of:
  • Managing Director/ Senior Management Representative.
  • Academic Head.
  • Head of Tutor College.
  • External examin. 
    		•

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    Assessors who have been assessing for a minimum of two years, who have been a briefing tutor for a minimum of two years and has the right academic qualifications, will qualify to become a moderator. External examiners are appointed by the Academic Director, based on their Academic Qualifications and extensive experience in the particular subject area. External examiners are made up of both local and international academics. The moderator has the power to alter a result at their discretion. All results are interim until verified by the moderator.
    Appointment of assessors
    The Academic Director interviews prospective assessors who meet the minimum requirements as set by GIMT. Successful candidates then undergo a formal training programme enabling them to become part of the GIMT Assessor team. Assessors will only be allowed to assess once they have successfully undergone the interview and formal training stages of the process.

    The Academic Director and Head of Tutor College interviews prospective assessors who meet the minimum requirements as set by GIMT. All assessors on this programme must have the following minimum requirements:
  • Academic qualifications equivalent to at least a Masters degree
  • Extensive business and academic experience of no less than 10 years
  • Must have undergone a formal training programme enabling them to become part of the GIMT Assessor team.
  • Assessors will only be allowed to assess once they have successfully undergone the interview and formal training stages of the process.

    Assessors who have been assessing for a minimum of two years, who have been a briefing tutor for a minimum of two years and has the right academic qualifications, will qualify to become a moderator. They will apply to the Academic Director and will be interviewed and trained before being appointed as moderators.

    External examiners are appointed by the Academic Director based on their Academic Qualifications and extensive experience in the particular subject area. External examiners are made up of both local and international academics. 
    		•

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2006; 2009. 

    NOTES 
    N/A 

    LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION: 
     
    NONE 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS QUALIFICATION: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Graduate Institute of Management and Technology (The) 


    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.