Business Management Courses

Business Management Courses

Please contact us if you would like an outline on the following Management courses:

  1. Business Management Courses (Entrepreneurial course – for small business owners)
  2. Supervisory courses
  3. Diversity Management with Cultural Sensitivity
  4. Conflict Resolution

Supervisory Course

The course enables learners to Identify Opportunities for personal growth and enhancement in the workplace, how to be accountable and demonstrate an understanding of one’s own contribution in the workplace.

Own position and role in the workplace is identified and illustrated graphically. Personal duties and responsibilities are described with reference to a job description and employment contract. Demonstrate an understanding of one’s own contribution in the workplace Roles and responsibilities of a Supervisor

  • Planning
  • Implementation
  • Reporting
  • Problem Solving
  • Accountability
  • Leadership

Critical Cross Field outcome

The learner is able to organise and manage oneself responsibly and effectively by explaining importance of deadlines and meeting service level agreements. The learner is able to communicate effectively by illustrating own position graphically. The learner is able to demonstrate an understanding of the world as a set of related systems by indicating the consequences of non-delivery.

Manage an Environment that Promotes Innovation
US 252020 – NQF L5

  • Understanding the Concept of Innovation & the Enabling Environment
  • Environment Conducive for Innovation
  • Create Develop and Implement an Environment Conducive for Innovation
  • How to Promote the Plan
  • Assessing a Unit and Culture in the Unit for Innovation
  • Interpret and Analyse Findings
  • Identify Areas of Improvement
  • Understand the Concept of Creativity
  • Creativity Techniques
  • Creative Thinking Process
  • Application of Creativity Techniques
  • Generating and Selecting The Best Alternative Solutions
  • Developing a Concept For Implementation
  • Recording and Communicating The Concept

Duration of Course: 2 Days
Assessment: PoE

Formulate Recommendations for a Changed Process
US 252021 – NQF L5

  • The Concept Of Change
  • Nature of Change in an Organisation
  • Positive and Negative Impact Of Change
  • The Relationship Between Change Management and Sustainability
  • Determining the Need for Change in a Unit
  • SWOT Analysis to Substantiate the Need for Change
  • a
  • Models for Implementing Change
  • Lewin’s Model
  • Kotter’s 8 Step Change Model
  • a
  • Implementing the Change Process
  • Developing a Change Management Plan
  • Managing Resistance to Change
  • Roles and Competence of Change Agents

Duration of Course: 2 Days
Assessment: PoE

Monitor, Assess and Manage Risk
US 252025 – NQF L5

  • Understanding the Concept of Risk
  • Factors that can Constitute Risks
  • Factors that can Constitute Risks
  • Risk Identification and Assessment
  • Scenarios that can Constitute A Risk
  • Risk Identification Template with Risk Register
  • Risk Strategies
  • Developing Contingency Plans
  • Communicating Contingency Plans
  • Storage of Contingency Plans
  • Testing and Revising Contingency Plans
  • Recommendations on Improvements to Contingency Plans

Devise and Apply Strategies to Establish and Maintain Workplace Relationships
US 252027 – NQF L5

  • Networking Opportunities in the Workplace
  • Interpersonal Skills
  • Strategies & Tips for Networking
  • a
  • Establishing Constructive Relationships with Managers
  • Keeping Managers Informed
  • Seeking Guidance and Information
  • Consulting and Raising Concerns with Managers when Executing Tasks
  • a
  • Managing Conflicts In A Unit
  • Conflict Management Strategies
  • Referring Conflicts To Appropriate Authority/Managers
  • a
  • Team Work
  • Building a Team
  • Opportunities to Discuss Work and Personal Issues
  • Giving Feedback to Team Members
  • Communicating Changes to Team Members

Lead People Development and Talent Management
US 252029 – NQF L5

  • Conducting a Training Needs Analysis
  • Concept of Talent Management
  • Determining the Skills Gap and Training Needs
  • Integrating Results of Performance Appraisal in a Training Needs Analysis
  • Stakeholder Input in the Interpretation of Training Needs Analysis Results
  • a
  • Training Needs Analysis Report
  • Relating Developmental Needs to Career Development Paths and Talent Management Strategy
  • Communicating the Training Needs Analysis Report
  • a
  • Communicating the Training Needs Analysis Report
  • Learning Programmes to Address Learning Needs
  • Setting Objectives and Desired Outcomes of a Learning Programme
  • Implementation, Recording and Reporting Learner Interventions
  • Role of the Unit Manager in Talent Management and People Development
  • Aligning Plan to Legal Requirements
  • Promotion of Lifelong Learning
  • a
  • Implementation of the People Development Plan
  • Monitoring the Implementation of the People Development Plan
  • Writing Final Evaluation Reports From Stakeholder Evaluations
  • Analysing Reports to Determine Whether Planned Objectives Were Achieved

Duration of Course: 2 Days
Assessment: PoE

Develop, Implement and Evaluate an Operational Plan
US 252032 – NQF L5

  • Developing an Operational Strategy for a Unit
  • Determining the Purpose of a Unit from the Strategic Plan
  • Developing and Formulation of Goals, Objectives and Performance Standards
  • Developing an Operational Plan for a Unit
  • Validating Measurable Parameters against Customer and Unit Performance Requirements
  • Monitoring & Communicating Systems for Operational Plans
  • Achieve Goals and Objectives
  • Managing Resource Usage during Implementation
  • Control Measures
  • Monitor, Measure And Evaluate the Achievement of Goals And Objectives
  • Monitoring Performance against Goals, Objectives and Performance Standards
  • Conducting Performance Reviews on Team Members
  • Recommendations on Corrective Actions
  • Evaluating Results on Terms of Team Contributions

Assessment: Practical Evaluation

Monitor and Evaluate Team Members Against Performance Standards
US 252035 – NQF L5

  • Selecting a First-Line Manager
  • Identification of Key Performance Areas from a First-Line Manager’s Job Profile
  • Understanding the Requirements Of The First-Line Manager Position
  • Process of Selecting Candidates
  • Making Decisions and Providing Feedback to Candidates
  • Plan the Coaching Process
  • Developing a Coaching Plan
  • Preparing Records of Expected Performance or Performance Standards
  • Creating a System for Recording Decisions and Commitments Prior To Coaching
  • Conducting a Coaching Session
  • Monitor and Measure Results of Coaching Sessions
  • Monitoring and Giving Feedback on the Coaching Sessions
  • Corrective Action Where Requirements Were Not Met
  • Conducting Follow-Up Action

Duration: 2 Days
Assessment: Practical Roleplay
Assessment: PoE

Build Teams to Achieve Goals and Objectives
US 252037 – NQF L5

  • The Theory of Teams and its Role in Workplace
  • Understanding Groups and Teams
  • Types of Teams
  • Qualities of a Good Team
  • Theory of Teams and Team Dynamics
  • Factors Influencing Team and Group Dynamics
  • Group Conflicts
  • Team Building Process
  • Stages of Team Development
  • Role of Team Leadership
  • Role of Team Leadership
  • Problem Solving in Teams
  • Evaluating and Analysing Team Effectiveness
  • Developing an Action Plan

Assessment: Practical Roleplays
Assessment: PoE

Manage a Diverse Workforce to Add Value
US 252043 – NQF L5

  • Demonstrate Knowledge and Understanding of Diversity in the Workplace
  • Diversity as a Potential Source of Discrimination
  • Implications of Diversity for External and Internal Relationships
  • Cultural Biases, Stereotypes and Perceptions & Their Influence on Diversity
  • a
  • Demonstrate Understanding of the Reality of Diversity and Its Value in a Unit
  • The Benefits of Diversity in Employees and Clients for an Organisation
  • Ways of Utilising the Diverse Talents, Attitudes and Values of Employees
  • Ways of Meeting the Diverse Needs of Employees
  • Use a Range Of Products and Services
  • Encouraging Diverse Viewpoints in Meetings
  • a
  • Manage Team Members Taking Into Account Similarities and Differences
  • Identifying Similar Values and Attitudes Prevalent Amongst Employees
  • Encouraging Generation of Diverse Viewpoints in Team Brainstorming
  • a
  • Dealing With Disagreements and Conflict Arising From Diversity
  • Recognising and Dealing with All Incidents of Conflict, Disagreement and Acts of Indignity
  • Mutual Respect in All Dealings & Interactions between Employees & Clients
  • Identifying & Handling All Cases of Discrimination & Discriminatory Practices

Apply the Principles of Knowledge Management
US 252044 – NQF L5

  • Concepts and Components of Knowledge Management
  • Driving Force of Knowledge Economy
  • Components of a Knowledge Management System in an Organisation Importance of Knowledge Management in an Entity
  • Benefits of Knowledge Management to Specific Entities
  • Knowledge Management Process
  • Knowledge Management and Intellectual Capital
  • a
  • Knowledge Management Assessment
  • Assessing Current Practices in a Unit or Organisation in Relation to Knowledge Management
  • Data Analysis and Interpretation of Findings
  • Interpreting Information
  • Writing a Report with Recommendations on Km
  • a
  • Developing a Knowledge Management Implementation Plan
  • Role of Unit Manager in Knowledge Management Implementation
  • Developing an Operational Plan or Action Plan
  • Promoting the Operational Plan

Recruit and Select Candidates to fill Defined Positions
US 12140 – NQF L5

  • Plan and Prepare for Recruitment and Selection
  • Obtaining Information on the Position
  • Selection Procedures
  • Plan and Prepare For Recruitment and Selection
  • Resources and Methods Needed For Recruitment and Selection
  • Selection Criteria and Control Procedures
  • Recruitment and Selection Plan
  • a
  • Recruit Applicants
  • Conducting Recruitment According To Plan
  • Dealing with Responses
  • Initial Screening Process
  • Implementation of Corrective Action
  • Preparing a List of Potential Candidates
  • Applicant Database
  • Dealing with Unplanned Events
  • a
  • Select Staff
  • Validating Backgrounds and Qualifications
  • Assessing Candidates against Position Requirements
  • Interview Process
  • Shortlist to Reflect Results Of Candidate Assessment
  • Making Selections
  • Giving Feedback
  • Documenting Records

Intrepret and Manage Conflicts within the Workplace
US 114226 – NQF L5

  • Introduction to Conflict Management
  • Sources of Conflict
  • Positive and Negative Conflict
  • a
  • Conflict Management
  • Business Conflict Modes
  • Selecting the Right Conflict Management Strategy
  • Conflict Resolution Process
  • Conflict Resolution Procedures
  • Conflict Management Tips
  • a
  • Plans and Strategies to Manage Conflict
  • The Labour Relations Act and Conflict Resolution
  • The Role of Policies and Procedures in Preventing and/or Resolving Conflicts
  • a
  • Attributes of an Effective Conflict Manager
  • Personal Attributes of a Good Conflict Manager
  • Attributes That Must be Avoided by a Conflict Manager
  • Skills Audit for Conflict Management

Use Communication Techniques Effectively
US 12433 – NQF L5

  • Introduction to Communication
  • Communication Process
  • Purpose of Communication
  • Types of Communication
  • Composing and Presenting Verbal Communication
  • a
  • Meetings
  • Role of Agendas in Meetings
  • Meeting Procedures
  • Process of Chairing a Meeting
  • a
  • Report Writing
  • Types of Business Reports
  • Data Collection
  • Compiling the Report
  • a
  • Oral Presentations
  • Creating the Presentation
  • Delivering the Presentation

Assessment: Practical
Assessment: PoE

Leadership and Related Theories in a Work Context
US 120300 – NQF L5

  • The Concept of Supervisory Leadership
  • Definition of Leadership
  • Qualities of Leaders
  • Role of Leaders
  • Leadership Styles
  • Developing a Personal Leadership Development Plan
  • a
  • Leadership and Management
  • Definition of Leadership and Management
  • Differentiating Roles of Leaders and Managers
  • Complementary Roles of Leaders and Managers
  • The Concept of Responsibility And Accountability
  • a
  • Leadership Theories
  • Trait Leadership Theory
  • Transformational Leadership
  • Transactional Leadership
  • Visionary Leadership
  • Servant Leadership Theory

Assessment: Practical

Develop, Implement and Evaluate a Project Plan
US 252022 – NQF L5

  • Select a Work-Based Project for a Unit
  • Identifying Project Alternatives
  • Selecting a Project
  • a
  • Scoping a Project
  • Defining the Scope of Work
  • Determining Activities to Achieve Objectives
  • Risk Identification Analysed
  • a
  • Developing a Project Plan
  • Project Goals and Objectives
  • Project Roles and Responsibilities
  • Project Deliverables
  • Tools To Create a Work Breakdown Structure
  • Project Schedule Development
  • Quality and Performance Planning
  • Checking the Accuracy, Completeness of the Project Plan
  • a
  • Developing Tools to Measure Key Performance Parameters
  • Developing a Gantt Chart
  • Developing a Project Budget
  • Communicating Performance Parameters with the Team
  • a
  • Implement and Evaluate Project Progress
  • Monitoring Project Results
  • Identifying Project Deviations
  • Implementing Corrective Actions
  • Change Control
  • Evaluation of Project Results

Assessment: PoE

Apply a Systems Approach to Decision Making
US 252026 – NQF L5

  • Application of Critical and Analytical Skills in Analysing an Issue
  • Process of Defining a Problem
  • Techniques for Problem Definition and Analysis
  • a
  • Stakeholder Engagement in Problem Analysis
  • Stakeholder Consultation Process
  • Analysing the Internal and External Environment
  • Recognising Ideas, Values and Perspectives of Team Members in Analysing a Problem
  • Tips When Engaging Stakeholders in Problem Solving
  • a
  • Selecting Feasible Solutions
  • Process of Generating Solutions with Stakeholders
  • Analysing Feedback from Stakeholders to Identify Solutions
  • Analysing Feedback from Stakeholders to Identify Solutions
  • a
  • Analysing Feedback from Stakeholders to Identify Solutions
  • Selecting the Optimum Solution
  • Creating an Action Plan/Workplan to Implement the Solution
  • Change Processes
  • Communicating the Decision to Team Members

Apply Mathematical Analysis to Economic and Financial Information
US 252036 – NQF L5

  • Collecting And Organising Data Using Mathematical Techniques
  • Types of Data Collection Methods
  • Collecting Financial and Demographic Information
  • Recording Demographic and Financial Data
  • a
  • Calculating and Representing
  • Representing Data in Graphical Format
  • Measures of Central Tendency and Standard Deviations
  • Calculating Lines of Best Fit
  • Calculating Time Value of Money
  • a
  • Mathematical Analysis to Indicate Economic Relationships
  • The Slope of a Relationship

Manage the Finances of a Unit
US 252040 – NQF L5

  • Key Concepts of Managerial Finance
  • Concept of Accounting
  • Accounting Conventions
  • Financial Reports
  • a
  • Financial Statements Interpretation and Analysis
  • Liquidity Ratios
  • Profitability Ratios
  • a
  • Financial Forecasting
  • Types and Formats of Forecasts
  • Factors to be Considered During Financial Forecasting
  • Analysis of Financial Forecasts
  • a
  • Drafting a Budget for a Unit
  • Drafting a Budget for a Unit
  • Strategic Planning and Budgeting
  • Linking an Operational Plan and a Budget
  • Reviewing a Draft Budget
  • a
  • Supervising Financial Management of a Unit
  • Monitoring Systems
  • Expenditure Reports
  • Making Corrective Actions

Principles of Ethics to Improve Organisational Culture
US 252042 – NQF L5

  • Understanding Ethics, Values & Culture
  • Relationship Conflicts between Personal Values, Ethics and Organisational Culture
  • Impact of Organisational Values and Culture on Organisations
  • Understanding Ethics, Values & Culture
  • Imperatives of Ethics in South Africa
  • Corporate Governance and Ethics
  • Ethical Practices in a Unit and/or Company
  • a
  • Principles of Corporate Ethics
  • Assessing Individual and Organisational Conduct –Values, Ethics
  • Conducting a Survey to Collect Information on Organisational Values, Codes of Conduct and Ethics
  • Evaluating the Current State against Desired State With Respect To Values, Ethics and Code of Conduct
  • a
  • Recommendations for Strengthening Organisational Values, Code Of Conduct and Ethics
  • Developing an Implementation Plan to Strengthen Organisational Values, Ethics and Code Of Conduct
  • Roles and Responsibilities of a Manager in Strengthening Ethics, Codes and Values
  • Promoting the Values, Code and Ethics
  • Monitoring and Evaluating Improvements in Values, Code and Ethics

Assessment: PoE