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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 
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   

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  Reregistered  2023-06-30  AgriSETA 
    Core  49197   Further Education and Training Certificate: Social Housing Supervision  Level 4  NQF Level 04  Reregistered  2023-06-30  PSETA 
    Fundamental  48902   National Certificate: Abattoir Supervision  Level 3  NQF Level 03  Reregistered  2023-06-30  AgriSETA 
    Elective  83946   National Certificate: Management  Level 3  NQF Level 03  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  Reregistered  2023-06-30  AgriSETA 
    Elective  57713   Further Education and Training Certificate: Specialist Security Practices  Level 4  NQF Level 04  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 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    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. 2000 SIMUNYE SECURITY TRAINING ACADEMY 
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    3. ABONGILE MNYANDA TRADING CC T/A EKO KOBRA 
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    7. ADVANCED RISK SOLUTIONS 10000 (PTY) LTD 
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    72. ENGIE SECURITY SERVICES TRAINING AND DEVELOPMENT CENTRE PTY LTD 
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    195. Shining Star Security and Projects 
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    198. SILWAYIPHI CLEANING SECURITY SERVICES 
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    209. SOUTH AFRICAN RESERVE BANK TRADING AS SOUTH AFRICAN BANK NOTE 
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    213. Staff Management Services 
    214. STALLION LEARNING CENTRE PTY LTD 
    215. TACTICAL K9 AFRICA 
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    224. THOZAKHE SECURITY SERVICES PTY) LTD 
    225. TRAINING AT WORK PTY LTD 
    226. Training Force (Pty) Ltd (Durban) (TP) 
    227. TRANSNET SCHOOL OF SECURITY - ESSELENPARK 
    228. Tshisasa Security Services 
    229. Tshwane North College for FET - Central Office 
    230. TSHWANE NORTH TVET COLLEGE 
    231. Tshwane South Public FET College - Central Office 
    232. Tshwane South Public FET College - Pretoria West Campus 
    233. TSHWANE SOUTH TVET COLLEGE ATTERIDGEVILLE CAMPURS 
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