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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED QUALIFICATION: 

Higher Diploma: Commerce: Labour Relations 
SAQA QUAL ID QUALIFICATION TITLE
21093  Higher Diploma: Commerce: Labour Relations 
ORIGINATOR
Intec College 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
QCTO - Quality Council for Trades and Occupations  OQSF - Occupational Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
National Higher Diploma  Field 03 - Business, Commerce and Management Studies  Public Relations 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  360  Level 6  NQF Level 06  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Reregistered  SAQA 9900/00  2018-07-01  2023-06-30 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2026-06-30  

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 primary purpose of the qualification is to provide qualifying learners with the appropriate knowledge, skills and attitudes to effectively pursue a career in labour relations. 

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
Upon entry to the Higher Diploma Programme, it is assumed that learners should have demonstrated:
  • The ability to express themselves clearly and correctly both orally and in writing in English (NQF 4)
  • The ability to apply numeric skills, including basic arithmetic (add, subtract, divide, multiply) (at least NQF 3); and
  • Basic awareness of the nature business functioning

    Upon entry to the Higher Diploma programme, the learners should be in possession of:
  • A Matric entrance - Grade 12 or a Standard 10; and/or
  • IBS Higher Diploma or equivalent; and/or
  • A Certificate or Diploma in Labour Relations that will offer credits towards the Higher Diploma and/or
  • Four years business experience

    Recognition of prior learning:
    This qualification may be achieved in whole or in part through the recognition of prior learning 

  • RECOGNISE PREVIOUS LEARNING? 

    QUALIFICATION RULES 
    This qualification may be achieved in whole or in part through the recognition of prior learning 

    EXIT LEVEL OUTCOMES 
    A). Critical cross-field outcomes:

    1. Identify and solve problems in which responses display that responsible decisions using critical and creative thinking have been made
    2. Work effectively with others as a member of a team, group, organisation and community
    3. Organise and manage oneself and one's activities responsibly and effectively
    4. Collect, analyse, organise and critically evaluate information
    5. Demonstrate understanding of the world as a set of related systems by recognising that the problem solving context does not exist in isolation
    6. Reflect on and explore a variety of strategies to learn more effectively
    7. Explore business and career opportunities
    8. Develop entrepreneurial opportunities
    9. Look at the environment on a macro basis rather than a micro basis in order to enhance the current environment
    10. Communicate effectively using visual, mathematical and language skills in the modes of oral and/or written persuasion
    11. Demonstrate understanding of the economic world in context as a dynamic interactive world that does not exit in isolation
    12. Demonstrate effective and responsible decision making
    13. Stimulate and develop thinking patterns involving creativity
    14. Interpret information received via the media and other sources
    15. Remain receptive and responsive to current trends and developments
    16. Use technology effectively and responsibly
    17. Conduct research independently


    Specific Outcomes:

    1. Management III
    Ability to:
  • List all the resources available to management and explain how to utilise these to the maximum potential
  • Demonstrate, using work related examples, how technological change impacts on resource allocation
  • Explain the role of the chief executive in key management functions
  • Explain factors which necessitate change in an organisation and how to manage transformation in an organisation
  • List and explain the various systems and measures available to generate information and to measure and monitor performance within the undertaking
  • Discuss, using practical examples, the major issues confronting managers in south Africa today

    2. Labour Relations II
    Ability to:
  • Demonstrate an understanding of the Interaction and processes with the labour relationship (Range: Commodity; Co-operation and w-operation processes; Conflict and collective bargaining; The power dynamic; The freedom of the individual versus allegiance to the collective and The interaction continuum.)
  • Discuss the factors regulating the interaction labour of relationships.
  • Describe the external influences on labour relationship (Range: The social political system; Social influences; The economic dispensation; The influence of trade unions and Additional influences.)
  • Identify and discuss the different approaches labour to the relationship (Range: The unitary approach; The pluralist approach; The radical approach; The neo-unitary/pluralist approach).
  • Compare South African labour relations systems with that of other countries (Range: United States of America; Great Britain; Germany; Yugoslavia.)
  • Discuss the principles of labour of economics (Range: The importance of labour economics; The nature and scope labour of economics; Wage and labour market theories; The functioning of labour the market; The effect of collective bargaining on wage and employment levels; The effect of wage determination on wage and employment Labour levels; market discrimination; Labour mobility).
  • Discuss principles of collective bargaining central labour to the relationship including aspects such as conflict, power, scope and the extent of the relationship, bargaining styles and the role of the state.
  • Discuss collective bargaining in South Africa. (Range: The right to free collective bargaining; Freedom of association and freedom from victimisation; Organisational rights; Bargaining units; Closed shop and agency shop; Enforceability of agreement; Centralise bargaining structures -bargaining council; Decentralised bargaining structures and the system of plant level recognition; The duty to bargain.)
  • Demonstrate an understanding of the negotiation process, the effects of collective negotiations on the environment and the variables influencing the negotiation process.
  • Describe the negotiating process (Range: preparation, conduct maneuvers and outlining the qualities of a good negotiator.
  • Discuss the outcome, implementation and monitoring of workplace agreements.
  • Describe the nature and scope of a labour dispute.
  • Describe the types of labour disputes, namely dispute of rights and disputes of interest.
  • Explain how to establish a dispute settlement procedure.
  • Outline the procedures established by legislation for dispute settlement.
  • List and explain the methods of dispute settlement.
  • Discuss dispute settlement in terms of Labour the Relations Act 1995.
  • Identify various dispute settlement mechanisms.
  • Define the term 'strike" and differentiate between the terms "go-slow", 'overtime ban "and' strike.
  • Analyse the differences between "protected a strike ", "unprotected strike" and a 'sympathy strike".
  • Establish the purposes of picketing.
  • Define the term "lock-out".
  • List the procedural requirements for a lockout.
  • Describe the two main functions of a lockout.

    3. Labour Relations III
    Ability to:
  • Describe the registration of a trade union or an employers' organisation as well as a constitution of these structures
  • Describe the procedures and structures for regulating labour relations and thus institutionalising conflict inherent in the workplace (Range: grievance and disciplinary procedures; sexual harassment procedures; procedures to deal with misconduct, incapacity for poor work performance and incapacity due to ill health or injury; procedures to deal with conditions of employment, for example absenteeism and coming late; procedure for internal dispute settlement; workplace forums; recognition and collective agreements)
  • Explain the roles of the various parties within these structures and procedures and the means by which labour relations policies are formulated
  • Explain the practical application of strikes, lockouts and work stoppages, as well as contingency plans in this regard
  • Discuss the structures available for collective consultation and negotiation between management and workers (Range: trade unions; workplace forums)
  • Discuss and explain the practical application of dispute resolution and the structures available in this regard (Range: Commission for Conciliation, Mediation and Arbitration (CCMA); Bargaining Council)
  • Discuss the role played by the Labour Court and the Labour Appeal Court in settling disputes
  • Discuss the nature of industrial democracy and worker participation in South Africa in particular

    4. Economics
    Ability to:
  • Describe the theory of demand and supply
  • Describe how the total economic activities are measured
  • Describe the economics and dis-economics of scale
  • Describe the market structure and define terms such as perfect competition, monopoly, monopolistic competition and oligopoly
  • Describe the law of diminishing utility
  • Describe the law of diminishing returns
  • Identify the macro-economic variables
  • Explain economic equilibrium in two, three and four sector models
  • Define terms consumption, the multiplier, aggregate demand, aggregate supply, credit creation
  • Describe the functions of money and explain the demand for money (liquidity preference)
  • Explain the relationship between inflation and unemployment and their impact on the economy
  • Discuss the advantages and disadvantages of direct and indirect taxes
  • Describe the meaning of fiscal policy
  • Define the term monetary policy and explain the instruments of monetary policy
  • Describe the concept of economic growth
  • Describe terms such as protectionism, balance of payments, exchange rate
  • Explain various exchange rate systems

    5. Financial Accounting I
    Ability to:
  • Demonstrate understanding of the double-entry system of accounting
  • Describe the classification of and accounting for capital, assets, liabilities, expenses and income
  • Describe the distinction between revenue and capital expenditure
  • Illustrate the accounting equation
  • List the books of original entry
  • Record repetitive transactions in the books (journals) of prime entry and posting to the general ledger
  • Extract a trial balance
  • Describe the concepts of matching, prudence, consistency and going concern
  • Explain how accruals and prepayments are entered
  • Describe and illustrate the various methods of stock valuation (Range: FIFO method, LIFO method, weighted average method and the lower of cost or net realisable value)
  • Define the term depreciation
  • Explain the various depreciation methods (Range: straight-line, reducing balance, revaluation and sum of the digits)
  • Explain how fixed assets are disposed of
  • Describe bad debts, bad debts recovered
  • Explain how to provision for doubtful debts and provision for discount
  • Demonstrate the preparation of financial statements
  • Sole traders (Range: trading account, year-end adjustments, closing entries, income statement and balance sheet)
  • Associations not for gain (for example clubs) - receipts and payments account, year-end adjustments, income statement and balance sheet
  • Reconcile a bank statement
  • Write up and reconcile debtors and creditors control accounts with debtors and creditors ledgers
  • Make adjustments (Range: errors of principle, omission, commission and original entry and compensating errors)
  • Prepare departmental income statements
  • Prepare inter-departmental transfers
  • Allocation departmental expenses
  • Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
  • Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, leans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
  • Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)
  • Prepare departmental income statements
  • Prepare inter-departmental transfers
  • Allocation departmental expenses
  • Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
  • Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, loans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
  • Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)

    6. Information systems and technology (Concepts of management computing)
    Ability to:
  • Define management information systems and the way it provides information for decision making at different management levels
  • Define, discuss and demonstrate working knowledge of the different aspects of computer hardware and software fundamentals
  • Describe and demonstrate the use of files, databases and the processing and storage of data
  • Demonstrate working knowledge of basic computer terminology
  • Demonstrate the ability to develop and implement a computer system
  • List the provisions of the 1983 Computer Evidence Act


    7. Business Communications
    Ability to:
  • Give a broad definition of communications with special reference to the interpersonal communication process in the business environment
  • Distinguish between verbal and non-verbal communication
  • Describe the interpersonal communication process and a basic interpersonal communications model, including reference to the message, code, feedback and interference
  • Describe mass communication as a process, with reference only to the way in which it differs from the interpersonal communications process
  • Outline of development and functions, advantages and disadvantages of mass media
  • Describe the different types of non-verbal communication
  • Describe organisational communication (Range: Vertical, horizontal, diagonal, small group communication, the grapevine, internal communications media, external communications media
  • Identify communication barriers (Range: Physical, Physiological, Psychological, Semantic)
  • Define verbal communications (Range: register, style, tone)
  • Analyse using practical communication situations
  • Deal with business correspondence. Range:
    Concise formats (telephone messages, telegrams, telexes, formal invitations and accepting/declining these, bulletin board notices and so on)
    Memorandum (inter-office and interdepartmental)
    Letters of enquiry and replies to these
    Letters of complaint and adjustment
    Letters of invitation to VIPs
    Sales promotion/marketing through circulars
    Application with/without curriculum vitae
    Letters of appointment/resignation
    Testimonials/references
    Letters to the press
    Letters of goodwill/introduction
  • Prepare and advertisement. Range:
    The AIDA formula
    Factual, emotive and persuasive advertising
    Advertising ethics and the Advertising Standards Authority
    Classified ('smalls')
    Display advertisements (including those featuring employment opportunity)
    Mail drops (leaflets, brochures, circulars)
    Press releases
  • Prepare and chair meetings. Range:
    Notice, agenda and minutes of organisations not for gain
    Annual general meeting
    Special/extraordinary general meetings
    Executive/committee meetings
    Knowledge of basic meeting procedure applicable to the appointment, rules of debate - proposals and amendments, seconding, motions, replies, point of order, voting, adjournment/closing and so on, excluding proxies - and relevant terminology
    Holding of mock meetings
  • Prepare written reports. (Range: Formal and semi-formal (memorandum or letter form) reports, summary (investigation), progress, attendance and annual reports, graphic representations, questionnaires, objective scientific writing)
  • Answer a telephone
  • Conduct an interview
  • Conduct a public performance. (Range: introduction, announcements, welcoming speeches, proposing toasts, presentation of reports, formal speeches)

    8. Management I
    Ability to:
  • Explain the role of the business organisation and management in satisfying people's needs
  • Describe what the management process entails and how it enables organisations to achieve their goals
  • Describe the different levels and kinds of managers in an organisation
  • Explain the skills required of management and how the skills are acquired
  • Describe the scope of management and its challenges
  • Describe the concepts of systems theory
  • Describe the composition and characteristics of the management environment
  • Describe the internal and micro-environment including the different levels of management in the enterprise; the managerial skills required at the various levels
  • Explain the market or task environment and macro-environment
  • Understand the interface between the enterprise and the environment including change, competition and crisis
  • Explain ways in which management reacts to the environment
  • Understand the importance of planning
  • Explain the development of organisational goals as a step in the planning process
  • Understand the impact of planning premises
  • Describe the nature and specifications of organisational goals
  • Explain the process of goal setting; the management of multiple goals and the techniques for goal setting for the individual organisation with special emphasis on the process, benefits and weaknesses of MBO
  • Understand the importance of planning
  • Identify and discuss the different kinds of organisational plans and explain the time frame for planning
  • Explain the steps in the planning process
  • Identify barriers to effective planning and know how to overcome these barriers
  • Identify and discuss important planning tools
  • Discuss the concept of strategic planning
  • Describe the strategic planning process
  • Explain the levels of strategy
  • Explain each component of the strategic planning process and discuss behavioural considerations affecting strategic choice
  • Define an information systems and identify the components of an information system
  • Describe a classification of information systems
  • Describe the steps in developing an information system
  • Understand the term "organising" in the management sense and describe how organising fits in with other functions in the management process
  • Describe the designing of the structure of an organisation and describe the use and limitations of the various kinds of structures
  • Understand how authority ties into management
  • Distinguish between various types of power
  • Do an analysis of delegating and understand the link between authority, centralisation and decentralisation
  • Explain the importance of co-ordination
  • Highlight the aspects of job design
  • Define the major types of managerial decisions and explain conditions under which managers make decisions
  • Describe the rational model of decision making
  • Discuss the techniques for improving group decision making
  • Explain quantitative tools for decision making
  • Discuss the importance of leadership as a fundamental management function and explain the nature and components of leadership
  • Participate in the leadership versus management debate
  • Examine different leadership models in an effort to throw light on the essence of leadership
  • Discuss the contemporary perspectives on leadership
  • Review the interfaces between leadership and organisational politics
  • Explain what motivation encompasses and explain the different motivational theories
  • Explain the role of money as a motivator
  • Describe how to create fobs that motivate
  • Describe the difference between groups and teams and the reasons why people form teams
  • Describe the different types of groups found in an organisation
  • Describe the stages in group development and appropriate leadership styles
  • Explain the emergence of group characteristics and describe inter-group dynamics
  • Discuss how to develop groups and teams
  • Understand the importance of control as the final component of the management process and explain the focal points of control
  • Illustrate the relationship between control and planning and hence the cycle of the management process
  • Understand the difference between planned and reactive change
  • Describe the forces for change and the types of change
  • Explain the change process
  • Understand resistance to change and to overcome it
  • Describe the methods to introduce change
  • Understand the relationship between culture and change

    9. Management II
    Ability to:
  • Define and explain the scope of the following functions using work-related examples:
  • Marketing
  • Operations
  • Purchasing
  • Financial
  • Human resources
  • Public relations
  • Explain the nature and attribution of information and data and the managers' need for these
  • Demonstrate working knowledge of computer systems
  • Identify, define and explain the terms "business ethics" and "social responsibility" and the relationship / balance between them

    10. Principles of Law
    Ability to:
  • Define the concept of law;
  • Relate the purposes and functions of law;
  • Describe real rights and personal rights;
  • Define the concept of legal personality;
  • Explain the various forms of business enterprise
  • Identify the sources of SA law;
  • Differentiate between the various SA courts and the jurisdiction of these courts;
  • Describe the doctrine of precedence;
  • Explain legal procedures and practitioners;
  • Describe the divisions of law in SA
  • Identify the basic legal principles that feature in all contracts;
  • Explain how and when a contract is created and the rules that apply to all contracts;
  • Demonstrate the difference between void and voidable contracts;
  • Describe the conditions that may attach to a contract;
  • Describe contracts in restraint of trade;
  • Define the meaning of contracts for the benefit of third parties;
  • Define cession, delegation and assignment;
  • Explain how a contract can be breached and the remedies for breach of contract;
  • Describe the ways in which a contract may be terminated; and
  • Describe the rules relating to misrepresentation in delict.

    11. Employment Law
    Ability to:
    - Adopt legislation into the workplace. Range:
    - Labour Relations Act
    - Basic Conditions of Employment Act
    - Workmen's' Compensation Act
    - Unemployment Insurance Act
    - Occupation Health and Safety Act
    - Common law regulating relationships between employer and employee.

    12. Organisational Behaviour
    Ability to:
  • Gain a fundamental understanding of the complexity of human nature and the concept/process of human motivation
  • Describe the historical development of the motivation concept and distinguish between the content and process theories of motivation and apply this in the organisational context
  • Describe the nature of organisations and the concept of systems theory
  • Explain why organisations are structured in different ways and highlight the key factors that influence organisational structure
  • Describe historical and current approaches to job design and describe the impact of job design on organisational and individual performance
  • Analyse the controversial concept of job satisfaction and its relation to individual performance
  • Describe organisational climate and the effect it has on performance; and
  • Define stress in the work environment list, possible causes and describe how it impacts on individual performance
  • Define leadership and discuss various leadership theories (Range: The leadership continuum, contingency approaches
  • Define participation
  • List and describe the various participation techniques
  • Explain the basic communication process and outline the barriers to effective communication and how they can be overcome
  • Identify the different types of communication structures that can be used in companies
  • Implement an MBO programme in the workplace
  • Describe the nature and complexity of groups in an organisational setting
  • Describe the group formation process and the different types of groups that exist in the context of a work organisation
  • Describe group behavioural (Range inter-group, intra-group)
  • Develop strategies for solving and preventing inter-group conflict
  • Define change, the factors that cause change and why change is resisted
  • Describe the planned action, styles and approach associated with the management of change
  • Describe the role of the change agent and the different types of agents
  • Explain the main features, steps and techniques involved in organisational development (OD)

    13. Human Resource Development I
    Ability to:
  • Define training.
  • Distinguish between training, education and development.
  • State the reasons for training, education and development.
  • Discuss the various perspectives of the labour market.
  • Discuss the national initiatives to stimulate the manpower factor in the economy.
  • Outline the various pieces of Legislation affecting training and development in South Africa.
  • Give reasons why organisations do training.
  • Identify various approaches to training interventions.
  • Explain how training forms a subsystem of the organisation.
  • Discuss the need and the process of Strategic Human Resources Development.
  • Discuss various training models.
  • Describe the role of the training practitioner.
  • Identify the need for adequate records and information systems.
  • Identify the requirements in terms of training facilities.
  • Identify the various theories on learning.
  • Discuss the learning principles and the factors affecting effective learning.
  • Describe the considerations given to adult learning.
  • Conduct a training needs analysis.
  • Conduct a simple job analysis for training purposes.
  • Design a simple training programme.
  • Explain the difference between training and competence-based training.
  • Explain the process of programme delivery.
  • Describe the process of training evaluation.
  • Define management development.
  • Describe the methods used for management development.

    14. Human Resource Management I
    Ability to:
  • Discuss the Human Resource Management activities and goals.
  • Describe the relationship between line and staff organisational structures.
  • Define functional departmentalisation with specific reference the human resources function with reference to the range (range Job design, job specialisation, job enlargement, job enrichment).
  • Describe the human resource planning process-highlighting factors that influence human resource planning.
  • Describe how planning and forecasting the staffing requirements coincides with the organisational strategic plans.
  • Define terms, human resource objectives, and personnel inventories.
  • Describe methods of human resource forecasting.
  • Definition, terminology and uses of job analysis
  • Describe the job analysis process and methods used in the process of job analysis.
  • Describe the components of a job description.
  • Describe the components of a job specification.
  • Describe the purpose of recruitment and highlight the factors that influence recruitment.
  • Analyse the advantages, disadvantages and sources of recruitment (internal and external).
  • Write a job advertisement.
  • Identify the various selection methods.
  • Describe the steps in a job interview differentiating between structured and unstructured job interviews.
  • Develop a letter of appointment or labour contract.
  • Describe the objectives of orientation and the content of such a programme.
  • Describe why evaluation is necessary of the orientation programme.
  • List and describe the purpose of the various types of personnel records kept in the HR department.
  • Define performance management and discuss its advantages.
  • Identify the conditions for the successful implementation of performance management.
  • Discuss performance guidance (Range: preparing for guidance, observing performance, providing feedback, conducting review sessions, providing rewards, hints for guiding performance)
  • Describe the steps to be taken when correcting performance (Range: positive and negative deviations)
  • Define a career, career management and a career path.
  • Describe career path planning and elucidate the responsibilities of the individual and management.
  • Describe the factors that impact on career management.
  • Describe the five stages of career development using a practical example.

    15. Labour Relations I
    Ability to:
  • Describe the history of labour relations and the various theories that have evolved.
  • Discuss how labour relations in South Africa have evolved.
  • Discuss the environmental variables that impact on labour relations in the organisation.
  • Explain the objectives and functioning of trade unions, employers' organisations and the State and the relationship between these role players.
  • Describe the Legislation that affects labour relations in the workplace.
  • Demonstrate how this Legislation is applied.
  • Describe the structures put in place for employee involvement in the workplace through workplace forums.
  • Describe the conflict resolution procedure through the CCMA and the Labour Court.
  • Illustrate the purpose of workplace agreements and describe how these are applied in the workplace.

    16. Accounting and Finance
    Ability to:
  • Describe the components of financial statements.
  • Demonstrate the double entry principle
  • Write up the general journal.
  • Post from the general journal to the general ledger.
  • Extract a trial balance.
  • Describe various accounting concepts.
  • List and explain the different types of accounting records.
  • Describe a method of stock control.
  • Describe debtors and creditors control accounts.
  • Reconcile statements.
  • Describe budgetary control.
  • Describe break-even analysis.
  • Describe the preparation of financial statements.
  • Analyse financial statements. 

  • ASSOCIATED ASSESSMENT CRITERIA 
    1. Problems are solved by means of exploring and critically evaluating abstract and personal situations.
    Problems are solved by generating alternative strategies for dealing with those problems.

    2. Collaborative work as part of a team, group, organisation or community is effective.

    3. Organisation and management of self and activities are responsible and effective.

    4. Information is collected, analysed, organised and critically evaluated.
    Recognition of the problem solving context as part of a larger context is demonstrated

    5. Understanding of the world as a set of related systems is demonstrated.
    Strategies to manage effectively are explored and reflected on.

    6. Education and career opportunities are explored.

    7. Entrepreneurial opportunities are developed.

    8. -

    9. The environment is seen on a macro basis.
    Current environment is enhanced.

    10. Communication using visual, mathematical and language skills in the modes of oral and / or written persuasion is effective.

    11. Understanding of the economic world as a dynamic, interactive world that does not exist in isolation is demonstrated.

    12. Decision making is responsible and effective.

    13. Creative thinking patterns are stimulated and developed.

    14. Information from the media and other sources is interpreted.

    15. Current trends and developments are monitored.
    Appropriate responses to current trends and developments are made.

    16. Technology is used effectively and responsibly.

    17. Research is conducted independently.


    B). Specific Assessment Criteria:

    1. Management III
  • To demonstrate that all management are integrated, interactive and re-enforce each other
  • Identify, especially the decision-making and resource allocation roles of top management and the chief executive
  • Identify and apply methods leading to the effective utilisation of all the organisation's resources

    2. Labour Relations II
  • Demonstrate a general understanding of labour relationships - a conceptual analysis.
  • Compare the South African labour relations system with systems in other countries.
  • Describe the basic principles of labour economics.
  • Discuss the concepts, styles and structures of collective bargaining, with special reference to collective bargaining in South Africa.
  • Demonstrate an understanding of the concepts, conduct, types and preparation for the negotiation process.
  • Discuss the dispute resolutions and procedures used in South Africa and the various considerations regarding strikes and lockouts in South Africa.

    3. Labour Relations III
  • Demonstrate understanding of the registration process for employer and employee organisations, their constitution
  • Demonstrate familiarity with procedures and structures within the organisation for the regulation of labour relations and conflict
  • Demonstrate critical understanding of the practical application of strikes and lockouts and be able to develop a contingency plan in this regard
  • Demonstrate understanding of the structures within organisations for collective consultation
  • Demonstrate understanding of dispute resolution procedures, both internally and externally
  • Demonstrate understanding of industrial democracy and worker participation within South Africa

    4. 6. Economics
    Ability to:
  • Describe the theory of demand and supply
  • Describe how the total economic activities are measured
  • Describe the economics and dis-economics of scale
  • Describe the market structure and define terms such as perfect competition, monopoly, monopolistic competition and oligopoly
  • Describe the law of diminishing utility
  • Describe the law of diminishing returns
  • Identify the macro-economic variables
  • Explain economic equilibrium in two, three and four sector models
  • Define terms consumption, the multiplier, aggregate demand, aggregate supply, credit creation
  • Describe the functions of money and explain the demand for money (liquidity preference)
  • Explain the relationship between inflation and unemployment and their impact on the economy
  • Discuss the advantages and disadvantages of direct and indirect taxes
  • Describe the meaning of fiscal policy
  • Define the term monetary policy and explain the instruments of monetary policy
  • Describe the concept of economic growth
  • Describe terms such as protectionism, balance of payments, exchange rate
  • Explain various exchange rate systems

    5. Financial Accounting I
    Ability to:
  • Demonstrate understanding of the double-entry system of accounting
  • Describe the classification of and accounting for capital, assets, liabilities, expenses and income
  • Describe the distinction between revenue and capital expenditure
  • Illustrate the accounting equation
  • List the books of original entry
  • Record repetitive transactions in the books (journals) of prime entry and posting to the general ledger
  • Extract a trial balance
  • Describe the concepts of matching, prudence, consistency and going concern
  • Explain how accruals and prepayments are entered
  • Describe and illustrate the various methods of stock valuation (Range: FIFO method, LIFO method, weighted average method and the lower of cost or net realisable value)
  • Define the term depreciation
  • Explain the various depreciation methods (Range: straight-line, reducing balance, revaluation and sum of the digits)
  • Explain how fixed assets are disposed of
  • Describe bad debts, bad debts recovered
  • Explain how to provision for doubtful debts and provision for discount
  • Demonstrate the preparation of financial statements
  • Sole traders (Range: trading account, year-end adjustments, closing entries, income statement and balance sheet)
  • Associations not for gain (for example clubs) - receipts and payments account, year-end adjustments, income statement and balance sheet
  • Reconcile a bank statement
  • Write up and reconcile debtors and creditors control accounts with debtors and creditors ledgers
  • Make adjustments (Range: errors of principle, omission, commission and original entry and compensating errors)
  • Prepare departmental income statements
  • Prepare inter-departmental transfers
  • Allocation departmental expenses
  • Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
  • Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, leans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
  • Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)
  • Prepare departmental income statements
  • Prepare inter-departmental transfers
  • Allocation departmental expenses
  • Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
  • Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, loans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
  • Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)

    6. Information systems and technology (Concepts of management computing)
    Ability to:
  • Define management information systems and the way it provides information for decision making at different management levels
  • Define, discuss and demonstrate working knowledge of the different aspects of computer hardware and software fundamentals
  • Describe and demonstrate the use of files, databases and the processing and storage of data
  • Demonstrate working knowledge of basic computer terminology
  • Demonstrate the ability to develop and implement a computer system
  • List the provisions of the 1983 Computer Evidence Act

    7. Business Communications
    Ability to:
  • Give a broad definition of communications with special reference to the interpersonal communication process in the business environment
  • Distinguish between verbal and non-verbal communication
  • Describe the interpersonal communication process and a basic interpersonal communications model, including reference to the message, code, feedback and interference
  • Describe mass communication as a process, with reference only to the way in which it differs from the interpersonal communications process
  • Outline of development and functions, advantages and disadvantages of mass media
  • Describe the different types of non-verbal communication
  • Describe organisational communication (Range: Vertical, horizontal, diagonal, small group communication, the grapevine, internal communications media, external communications media
  • Identify communication barriers (Range: Physical, Physiological, Psychological, Semantic)
  • Define verbal communications (Range: register, style, tone)
  • Analyse using practical communication situations
  • Deal with business correspondence. Range:
    Concise formats (telephone messages, telegrams, telexes, formal invitations and accepting/declining these, bulletin board notices and so on)
    Memorandum (inter-office and interdepartmental)
    Letters of enquiry and replies to these
    Letters of complaint and adjustment
    Letters of invitation to VIPs
    Sales promotion/marketing through circulars
    Application with/without curriculum vitae
    Letters of appointment/resignation
    Testimonials/references
    Letters to the press
    Letters of goodwill/introduction
  • Prepare and advertisement. Range:
    The AIDA formula
    Factual, emotive and persuasive advertising
    Advertising ethics and the Advertising Standards Authority
    Classified ('smalls')
    Display advertisements (including those featuring employment opportunity)
    Mail drops (leaflets, brochures, circulars)
    Press releases
  • Prepare and chair meetings. Range:
    Notice, agenda and minutes of organisations not for gain
    Annual general meeting
    Special/extraordinary general meetings
    Executive/committee meetings
    Knowledge of basic meeting procedure applicable to the appointment, rules of debate - proposals and amendments, seconding, motions, replies, point of order, voting, adjournment/closing and so on, excluding proxies - and relevant terminology
    Holding of mock meetings
  • Prepare written reports. (Range: Formal and semi-formal (memorandum or letter form) reports, summary (investigation), progress, attendance and annual reports, graphic representations, questionnaires, objective scientific writing)
  • Answer a telephone
  • Conduct an interview
  • Conduct a public performance. (Range: introduction, announcements, welcoming speeches, proposing toasts, presentation of reports, formal speeches)

    8. Management I
    Ability to:
  • Explain the role of the business organisation and management in satisfying people's needs
  • Describe what the management process entails and how it enables organisations to achieve their goals
  • Describe the different levels and kinds of managers in an organisation
  • Explain the skills required of management and how the skills are acquired
  • Describe the scope of management and its challenges
  • Describe the concepts of systems theory
  • Describe the composition and characteristics of the management environment
  • Describe the internal and micro-environment including the different levels of management in the enterprise; the managerial skills required at the various levels
  • Explain the market or task environment and macro-environment
  • Understand the interface between the enterprise and the environment including change, competition and crisis
  • Explain ways in which management reacts to the environment
  • Understand the importance of planning
  • Explain the development of organisational goals as a step in the planning process
  • Understand the impact of planning premises
  • Describe the nature and specifications of organisational goals
  • Explain the process of goal setting; the management of multiple goals and the techniques for goal setting for the individual organisation with special emphasis on the process, benefits and weaknesses of MBO
  • Understand the importance of planning
  • Identify and discuss the different kinds of organisational plans and explain the time frame for planning
  • Explain the steps in the planning process
  • Identify barriers to effective planning and know how to overcome these barriers
  • Identify and discuss important planning tools
  • Discuss the concept of strategic planning
  • Describe the strategic planning process
  • Explain the levels of strategy
  • Explain each component of the strategic planning process and discuss behavioural considerations affecting strategic choice
  • Define an information systems and identify the components of an information system
  • Describe a classification of information systems
  • Describe the steps in developing an information system
  • Understand the term "organising" in the management sense and describe how organising fits in with other functions in the management process
  • Describe the designing of the structure of an organisation and describe the use and limitations of the various kinds of structures
  • Understand how authority ties into management
  • Distinguish between various types of power
  • Do an analysis of delegating and understand the link between authority, centralisation and decentralisation
  • Explain the importance of co-ordination
  • Highlight the aspects of job design
  • Define the major types of managerial decisions and explain conditions under which managers make decisions
  • Describe the rational model of decision making
  • Discuss the techniques for improving group decision making
  • Explain quantitative tools for decision making
  • Discuss the importance of leadership as a fundamental management function and explain the nature and components of leadership
  • Participate in the leadership versus management debate
  • Examine different leadership models in an effort to throw light on the essence of leadership
  • Discuss the contemporary perspectives on leadership
  • Review the interfaces between leadership and organisational politics
  • Explain what motivation encompasses and explain the different motivational theories
  • Explain the role of money as a motivator
  • Describe how to create fobs that motivate
  • Describe the difference between groups and teams and the reasons why people form teams
  • Describe the different types of groups found in an organisation
  • Describe the stages in group development and appropriate leadership styles
  • Explain the emergence of group characteristics and describe inter-group dynamics
  • Discuss how to develop groups and teams
  • Understand the importance of control as the final component of the management process and explain the focal points of control
  • Illustrate the relationship between control and planning and hence the cycle of the management process
  • Understand the difference between planned and reactive change
  • Describe the forces for change and the types of change
  • Explain the change process
  • Understand resistance to change and to overcome it
  • Describe the methods to introduce change
  • Understand the relationship between culture and change

    9. Management II
    Ability to:
  • Define and explain the scope of the following functions using work-related examples:
  • Marketing
  • Operations
  • Purchasing
  • Financial
  • Human resources
  • Public relations
  • Explain the nature and attribution of information and data and the managers' need for these
  • Demonstrate working knowledge of computer systems
  • Identify, define and explain the terms "business ethics" and "social responsibility" and the relationship / balance between them

    10. Principles of Law
    Ability to:
  • Define the concept of law;
  • Relate the purposes and functions of law;
  • Describe real rights and personal rights;
  • Define the concept of legal personality;
  • Explain the various forms of business enterprise
  • Identify the sources of SA law;
  • Differentiate between the various SA courts and the jurisdiction of these courts;
  • Describe the doctrine of precedence;
  • Explain legal procedures and practitioners;
  • Describe the divisions of law in SA
  • Identify the basic legal principles that feature in all contracts;
  • Explain how and when a contract is created and the rules that apply to all contracts;
  • Demonstrate the difference between void and voidable contracts;
  • Describe the conditions that may attach to a contract;
  • Describe contracts in restraint of trade;
  • Define the meaning of contracts for the benefit of third parties;
  • Define cession, delegation and assignment;
  • Explain how a contract can be breached and the remedies for breach of contract;
  • Describe the ways in which a contract may be terminated; and
  • Describe the rules relating to misrepresentation in delict.

    11. Employment Law
    Ability to:
    - Adopt legislation into the workplace. Range:
    - Labour Relations Act
    - Basic Conditions of Employment Act
    - Workmen's' Compensation Act
    - Unemployment Insurance Act
    - Occupation Health and Safety Act
    - Common law regulating relationships between employer and employee.

    12. Organisational Behaviour
    Ability to:
  • Gain a fundamental understanding of the complexity of human nature and the concept/process of human motivation
  • Describe the historical development of the motivation concept and distinguish between the content and process theories of motivation and apply this in the organisational context
  • Describe the nature of organisations and the concept of systems theory
  • Explain why organisations are structured in different ways and highlight the key factors that influence organisational structure
  • Describe historical and current approaches to job design and describe the impact of job design on organisational and individual performance
  • Analyse the controversial concept of job satisfaction and its relation to individual performance
  • Describe organisational climate and the effect it has on performance; and
  • Define stress in the work environment list, possible causes and describe how it impacts on individual performance
  • Define leadership and discuss various leadership theories (Range: The leadership continuum, contingency approaches
  • Define participation
  • List and describe the various participation techniques
  • Explain the basic communication process and outline the barriers to effective communication and how they can be overcome
  • Identify the different types of communication structures that can be used in companies
  • Implement an MBO programme in the workplace
  • Describe the nature and complexity of groups in an organisational setting
  • Describe the group formation process and the different types of groups that exist in the context of a work organisation
  • Describe group behavioural (Range inter-group, intra-group)
  • Develop strategies for solving and preventing inter-group conflict
  • Define change, the factors that cause change and why change is resisted
  • Describe the planned action, styles and approach associated with the management of change
  • Describe the role of the change agent and the different types of agents
  • Explain the main features, steps and techniques involved in organisational development (OD)

    13. Human Resource Development I
    Ability to:
  • Define training.
  • Distinguish between training, education and development.
  • State the reasons for training, education and development.
  • Discuss the various perspectives of the labour market.
  • Discuss the national initiatives to stimulate the manpower factor in the economy.
  • Outline the various pieces of Legislation affecting training and development in South Africa.
  • Give reasons why organisations do training.
  • Identify various approaches to training interventions.
  • Explain how training forms a subsystem of the organisation.
  • Discuss the need and the process of Strategic Human Resources Development.
  • Discuss various training models.
  • Describe the role of the training practitioner.
  • Identify the need for adequate records and information systems.
  • Identify the requirements in terms of training facilities.
  • Identify the various theories on learning.
  • Discuss the learning principles and the factors affecting effective learning.
  • Describe the considerations given to adult learning.
  • Conduct a training needs analysis.
  • Conduct a simple job analysis for training purposes.
  • Design a simple training programme.
  • Explain the difference between training and competence-based training.
  • Explain the process of programme delivery.
  • Describe the process of training evaluation.
  • Define management development.
  • Describe the methods used for management development.

    14. Human Resource Management I
    Ability to:
  • Discuss the Human Resource Management activities and goals.
  • Describe the relationship between line and staff organisational structures.
  • Define functional departmentalisation with specific reference the human resources function with reference to the range (range Job design, job specialisation, job enlargement, job enrichment).
  • Describe the human resource planning process-highlighting factors that influence human resource planning.
  • Describe how planning and forecasting the staffing requirements coincides with the organisational strategic plans.
  • Define terms, human resource objectives, and personnel inventories.
  • Describe methods of human resource forecasting.
  • Definition, terminology and uses of job analysis
  • Describe the job analysis process and methods used in the process of job analysis.
  • Describe the components of a job description.
  • Describe the components of a job specification.
  • Describe the purpose of recruitment and highlight the factors that influence recruitment.
  • Analyse the advantages, disadvantages and sources of recruitment (internal and external).
  • Write a job advertisement.
  • Identify the various selection methods.
  • Describe the steps in a job interview differentiating between structured and unstructured job interviews.
  • Develop a letter of appointment or labour contract.
  • Describe the objectives of orientation and the content of such a programme.
  • Describe why evaluation is necessary of the orientation programme.
  • List and describe the purpose of the various types of personnel records kept in the HR department.
  • Define performance management and discuss its advantages.
  • Identify the conditions for the successful implementation of performance management.
  • Discuss performance guidance (Range: preparing for guidance, observing performance, providing feedback, conducting review sessions, providing rewards, hints for guiding performance)
  • Describe the steps to be taken when correcting performance (Range: positive and negative deviations)
  • Define a career, career management and a career path.
  • Describe career path planning and elucidate the responsibilities of the individual and management.
  • Describe the factors that impact on career management.
  • Describe the five stages of career development using a practical example.

    15. Labour Relations I
    Ability to:
  • Describe the history of labour relations and the various theories that have evolved.
  • Discuss how labour relations in South Africa have evolved.
  • Discuss the environmental variables that impact on labour relations in the organisation.
  • Explain the objectives and functioning of trade unions, employers' organisations and the State and the relationship between these role players.
  • Describe the Legislation that affects labour relations in the workplace.
  • Demonstrate how this Legislation is applied.
  • Describe the structures put in place for employee involvement in the workplace through workplace forums.
  • Describe the conflict resolution procedure through the CCMA and the Labour Court.
  • Illustrate the purpose of workplace agreements and describe how these are applied in the workplace.

    16. Accounting and Finance
    Ability to:
  • Describe the components of financial statements.
  • Demonstrate the double entry principle
  • Write up the general journal.
  • Post from the general journal to the general ledger.
  • Extract a trial balance.
  • Describe various accounting concepts.
  • List and explain the different types of accounting records.
  • Describe a method of stock control.
  • Describe debtors and creditors control accounts.
  • Reconcile statements.
  • Describe budgetary control.
  • Describe break-even analysis.
  • Describe the preparation of financial statements.
  • Analyse financial statements.

    Integrated Assessment:

    1. Continuous assessment, in the form of self-assessment, is carried out by the learner. This is done using activities and self-evaluation exercises. Continuous assessment is also carried out by the facilitators in the form of assignments that the learner must submit upon completion of each module of the learning programme.

    2. Formative and summative assessment are integrated in a final portfolio assessment, case studies, reports, tests and practical tasks. The learner builds up a portfolio of activities, assignments and projects, which are assessed in order to determine whether the learner has achieved the exit level outcomes of the qualification. 

  • ARTICULATION OPTIONS 
    1. Articulation possibilities exits with other Intec Higher Diplomas in Commerce and Management:
    Intec Higher Diploma in Human Resource Management
    Intec Higher Diploma in Human Resource Development

    2. The qualifications towards which the graduate may proceed are other managerial qualifications that are not specific to this particular context. Diversification into other specialised areas such as:
  • Cost and Management Accounting
  • Marketing Management
  • Public Relations
  • General Management
  • Financial Accounting 

  • MODERATION OPTIONS 
    A system of second examiners within the institution will be used, together with a system of external examination at exit levels to the qualification. Where professional or statutory bodies are involved in determining the curriculum, they will also be involved in moderation 

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    For own staff will be used as assessors in a manner accommodated within the quality management system of the institution. This would apply to outside assessors also as they will have to comply with all quality assurance procedures of the institution 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2006; 2009; 2012; 2015. 

    NOTES 
    As per the SAQA decision to re-register all provider-based qualifications on the National Qualifications Framework that meet the criteria for re-registration, this qualification has been re-registered from 1 July 2018. 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. Damelin Correspondence College 
    2. Intec College 



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