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SOUTH AFRICAN QUALIFICATIONS AUTHORITY

REGISTERED UNIT STANDARD THAT HAS PASSED THE END DATE:

Describe the relationship of junior management to the general management function

SAQA US ID	UNIT STANDARD TITLE
13944	Describe the relationship of junior management to the general management function
ORIGINATOR
SGB Generic Management
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-
FIELD			SUBFIELD
Field 03 - Business, Commerce and Management Studies			Generic Management
ABET BAND	UNIT STANDARD TYPE	PRE-2009 NQF LEVEL	NQF LEVEL	CREDITS
Undefined	Regular-Fundamental	Level 4	NQF Level 04	5
REGISTRATION STATUS		REGISTRATION START DATE	REGISTRATION END DATE	SAQA DECISION NUMBER
Passed the End Date - Status was "Reregistered"		2006-11-16	2006-11-16	SAQA 0160/05
LAST DATE FOR ENROLMENT		LAST DATE FOR ACHIEVEMENT
2007-11-16		2010-11-16

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 unit standard is replaced by:

US ID	Unit Standard Title	Pre-2009 NQF Level	NQF Level	Credits	Replacement Status
242818	Describe the relationship of junior management to other roles	Level 4	NQF Level 04	5

PURPOSE OF THE UNIT STANDARD

This unit standard provides the background necessary to understand relationship between junior management and the general management function in an organisation. It is intended for managers of small businesses and junior managers of business units in larger organisations. The term business unit in this unit standard implies a small business, cost centre, section or department.

Junior managers include, but are not limited to team leaders, supervisors, first line managers and section heads. The position or term is used to describe the first level of management in an organisation at which an employee has other employees reporting to him/her.

The qualifying learner is capable of:

Explaining the relationship between the type, ownership and size of a business and the management structure of a business.

Explaining the relationship between the basic management functions.

Explaining the role of junior managers in directing a business operation.

Describing the functions of junior managers.

Explaining the responsibility of junior managers in interpreting signs, trends and events that could impact negatively on the business.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING

There is open access to this unit standard. Learners should be competent in Communication and Mathematical Literacy at NQF Level 3.

UNIT STANDARD RANGE

Basic elements of the management function include, but are not limited to, planning, organising, activating, controlling, decision-making, communication, motivation, coordinating, disciplining, and delegating.

Technical skills relate to making a product or providing a service.

When the learner is already in a junior management role, this unit standard should be read as referring to the learner`s own position in an organisation.

General management functions include Human Resources, Marketing, Public Relations, Production, Financial and Administration.

Specific Outcomes and Assessment Criteria:

SPECIFIC OUTCOME 1

Explain the relationship between the type, ownership and size of a business.

OUTCOME NOTES

Explain the relationship between the type, ownership and size of a business on the management structure of a business.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1

1. Different types of management structures are investigated and illustrated in organograms.

ASSESSMENT CRITERION 2

2. The advantages and disadvantages of the different types of management structures are explained and an indication is given of when each type of management structure is appropriate with reference to type, ownership and size of business.

ASSESSMENT CRITERION 3

3. The management structure in a specific organisation is analysed and an indication is given of why the particular management structure is used in that organisation.

ASSESSMENT CRITERION 4

4. The management function in an organisation is investigated and an indication is given of how the management structure enhances or impedes the management function.

SPECIFIC OUTCOME 2

Explain the relationship between the basic elements of the management function.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1

1. The basic elements in the management function are named with examples.

ASSESSMENT CRITERION 2

2. The interplay between the planning function and decision-making is explained with reference to goals and objectives.

ASSESSMENT CRITERION 3

3. The interplay between the organising function and decision-making is explained with reference to organisational standards.

ASSESSMENT CRITERION 4

4. The interplay between the activating function and communication is explained with reference to motivation.

ASSESSMENT CRITERION 5

5. The interplay between the planning function and communication is explained with reference to informing relevant parties about decisions and delegation.

ASSESSMENT CRITERION 6

6. The interplay between the controlling function and disciplinary element is explained with reference to the organisation's disciplinary policy.

ASSESSMENT CRITERION 7

7. The interplay between the planning function and control is explained in terms of providing input for proposed changes.

SPECIFIC OUTCOME 3

Explain the role of management in directing a business operation.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1

1. The management function in a specific business unit is identified and an indication is given of the nature of each management function.

ASSESSMENT CRITERION 2

2. The role of management in the success of a business is discussed and an indication is given of the potential consequences if there was no management structure.

ASSESSMENT CRITERION 3

3. Reasons why businesses fail are researched and applied to a specific workplace and an estimate is made of the potential for failure of a specific workplace.

ASSESSMENT CRITERION 4

4. The functions of top, middle and junior managers are compared in terms of planning, decision-making and skills.

SPECIFIC OUTCOME 4

Describe the functions of junior managers or line managers.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1

1. The coordinating function of junior managers is described with examples from a specific workplace.

ASSESSMENT CRITERION 2

2. The concept of an operational decision is explained with examples and an indication is given of the consequences if junior managers do not make correct decisions.

ASSESSMENT CRITERION 3

3. The responsibility of junior managers in implementing objectives set by higher-level management is explained and an indication is given of avenues of recourse in the event of the objectives being unreasonable or not implementable.

ASSESSMENT CRITERION 4

4. The technical skills required of a junior manager are explained for a specific workplace.

SPECIFIC OUTCOME 5

Explain the responsibility of junior managers in interpreting signs, trends and events.

OUTCOME NOTES

Explain the responsibility of junior managers in interpreting signs, trends and events that could impact negatively on the business.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1

1. Indicators that could point to possible fraudulent or irregular activities are identified for a specific business unit.

ASSESSMENT CRITERION 2

2. Actions to be taken by a manager who suspects irregular activities are explained with reference to a specific organisation and civic responsibility.

ASSESSMENT CRITERION 3

3. The consequences of whistle blowing for the individual are discussed looking at both the positive and the negative aspects.

ASSESSMENT CRITERION 4

4. Signs that could indicate trends in a business unit or organisation that could impact negatively on an organisation are identified with reference to productivity, service levels, credibility of the organisation and corporate image.

UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS

Assessment of this Unit Standard should be contextual and practical.

Assessors must be registered as assessors with the Services ETQA or an ETQA that represents the sectors in which the learner is employed.

Moderators must be registered as assessors with the Services ETQA, or with an ETQA that has a Memorandum of Understanding with the Services ETQA.

The mechanisms and requirements for moderation should be applied in accordance with the requirements of the relevant ETQA.

Assessment should include both formative and summative assessment.

Training providers must be accredited by the Services ETQA or with an ETQA that has a Memorandum of Understanding with the Services ETQA.

Critical Cross-field Outcomes (CCFO):

UNIT STANDARD CCFO ORGANISING

Learners can manage themselves and their activities responsibly and effectively in applying the management function to own situation.

Learners are able to make decisions in following the decision making process and making management decisions.

UNIT STANDARD CCFO COLLECTING

Learners are able to collect, organise and evaluate information when identifying the fundamental processes and tasks of management.

UNIT STANDARD CCFO COMMUNICATING

Learners are able to communicate effectively and responsibly when explaining the basic management activities.

UNIT STANDARD CCFO DEMONSTRATING

Learners are able to demonstrate an understanding of the world as a set of related systems recognising how own position fits into the management of an organisation, how the management function contributes to the success of a business and in interpreting trends, signs and events that could impact negatively on a business.

UNIT STANDARD CCFO CONTRIBUTING

Learners begin to explore education and career opportunities through investigating different roles and functions in an organisation.

UNIT STANDARD NOTES

This unit standard has been replaced by unit standard 242818, which is " Describe the relationship of junior management to other roles " , Level 4, 5 credits.

QUALIFICATIONS UTILISING THIS UNIT STANDARD:

	ID	QUALIFICATION TITLE	PRE-2009 NQF LEVEL	NQF LEVEL	STATUS	END DATE	PRIMARY OR DELEGATED QA FUNCTIONARY
Core	65110	Further Education and Training Certificate: Management	Level 4	NQF Level 04	Passed the End Date - Status was "Reregistered"	2009-03-14	As per Learning Programmes recorded against this Qual
Core	48651	Further Education and Training Certificate: Meat Classification	Level 4	NQF Level 04	Passed the End Date - Status was "Reregistered"	2023-06-30	AgriSETA
Core	49197	Further Education and Training Certificate: Social Housing Supervision	Level 4	NQF Level 04	Passed the End Date - Status was "Reregistered"	2023-06-30	PSETA
Fundamental	48902	National Certificate: Abattoir Supervision	Level 3	NQF Level 03	Passed the End Date - Status was "Reregistered"	2023-06-30	AgriSETA
Elective	83946	National Certificate: Management	Level 3	NQF Level 03	Passed the End Date - Status was "Reregistered"	2023-07-30	As per Learning Programmes recorded against this Qual
Elective	48649	Further Education and Training Certificate: Meat Examination	Level 4	NQF Level 04	Passed the End Date - Status was "Reregistered"	2023-06-30	AgriSETA
Elective	57713	Further Education and Training Certificate: Specialist Security Practices	Level 4	NQF Level 04	Passed the End Date - Status was "Reregistered"	2023-06-30	SAS SETA
Elective	49396	National Certificate: Wholesale and Retail Credit Control	Level 4	NQF Level 04	Passed the End Date - Status was "Reregistered"	2008-10-22	Was W&RSETA until Last Date for Achievement

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1.	ABONGILE MNYANDA TRADING CC T/A EKO KOBRA
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125.	MOTLHABANE RISK MANAGEMENT SERVICES
126.	Mtomntwana Roadmarking Pty Ltd
127.	MUTENDA SECURITY SERVICES CC
128.	MZILANKALA DEVELOPMENT AND PROJECTS CC
129.	Nanikie Security Guard
130.	National Security and fire Pty Ltd
131.	Nexum College and Trading
132.	NORTHERN PROVINCE TRAINING ACADEMY
133.	NS 64 BUSINESS ENTERPRISE
134.	Nsirhelelo Security Services Pty Ltd
135.	NTATE AVIATION AND SECURITY TRAINING
136.	Nu Law Firearm Compliance Pty Ltd Bellville
137.	NU LAW FIREARMS COMPLIANCE
138.	Octaves Group
139.	OMEGA RISK SOLUTIONS
140.	Omega Risk Solutions Cape Town
141.	Omega Risk Solutions Hatfield
142.	Omega Risk Solutions Mpumalanga
143.	Orbis Security Solutions Pty Ltd
144.	Organisation Development International (Pty) Ltd
145.	OXY TRADING 735 CC
146.	PARKLIN ACADEMY (Pty) Ltd
147.	PERFOMANCE DEVELOPMENT INSTITUTE
148.	Pioneer Business Consulting
149.	PIROT SECURITY SERVICES
150.	Primedia
151.	PRO ARM FIREARM TRAINING ACADEMY
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154.	RAMAZWI SECURITY SERVICES CC
155.	Red Ant Security Relocation and Eviction Services Pty Ltd
156.	RHODE RISK MANAGEMENT SERVICES CC
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158.	RISENGASECURITY TRAINING SERVICES
159.	ROMULA BUSINESS ENTERPRISES T/A SIYAFUNDA SECURITY ACADEMY
160.	SA Crime Patrols Durban North
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165.	SBV SERVICES MIDRAND
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169.	Seed Solutions Academy
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196.	Training Leadership Consulting
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198.	Tsaroga Phoka Security and General Trade
199.	TSU PROTECTION SERVICES
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201.	TYEKS SECURITY SERVICES
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