Identify the Stages of Team Development

Learning Outcomes

• • Interpret and manage group dynamics
• • Source tools to structure and write professional and effective assignments and exams
• • Communicate professionally, persuasively and listen actively
• • Deliver professional presentations
• • Think critically about assignment briefs
• • List tools to assist with time management
• • Describe tools required to facilitate processes such as meetings, workshops, negotiations, conflict resolution
• • Select appropriate problem solving tools
• • Identify when they are experiencing stress and select stress management techniques
• • Devise and apply strategies to establish and maintain effective workplace relationships
• • Liaise and network with internal and external stakeholders
• • Identify and minimise personal conflict in the workplace
• • Display an advanced understanding of group dynamics and group behaviour
• • Manage and develop groups into teams
• • Structure and write professional reports, proposals, business plans, memorandums, letters, emails, assignments and exams
• • Communicate professionally, persuasively and listen actively
• • Structure, develop and deliver professional presentations
• • Think critically, independently and laterally
• • Analyse and synthesise information
• • Appreciate time as a most valuable resource and manage time effectively and efficiently
• • Facilitate processes such as meetings, workshops, negotiations, conflict resolution
• • Solve problems
• • Manage stress
• • Explain strategic planning terminology, concepts, definitions, and techniques
• • Describe a successful strategic planning process within a business sector context
• • Describe key strategic planning tools in the process of:
• o identifying and involving appropriate stakeholders in the strategic planning process
• o formulating vision, goals, objectives, and operational plans
• o minimising organisational weaknesses by focusing on the root-causes of organisational problems
• o maximising existing strengths, and
• o responding pro-actively to external threats and opportunities
• • Transcend crisis management to think strategically;
• • Understand key strategic planning success and failure factors within their organisation.
• • Conduct an analysis of current environmental factors
• • Analyse the business environment by applying appropriate processes and analytical constructs.
• • Determine the desired future position of the organisation
• • Convert strategic objectives and guidelines developed in the strategy formulation process into an implementation plan.
• • Create a comprehensive strategic plan
• • Critique strategic plans given context of an organisation
• • Relate organisational strategy to industry and sector trends
• • Compare and evaluate a range of strategy theories and models
• • Apply and evaluate selected strategy models and theories to a workplace context
• • Evaluate strategic management terminology and concepts.
• • Review the history of strategic planning and assess its relevance for organisations.
• • Critically compare and evaluate processes and applicability of strategic planning models for the private and public sectors e.g. Bryson, Porter’s model, etc.
• • Compare a variety of consultative approaches and conduct a stakeholder analysis.
• • Critique various organisational vision, mission and value statements and explore the intended and possible impact of these statements on individuals in the organisation, the organisations and the external environment.
• • Examine the interrelationships between the core purpose and values of the organisation, team and individual.
• • Evaluate various analysis models, such as SWOT, PEST, PESTLE and determine their appropriate application.
• • Review different processes of developing strategic issues based on a strategic analysis of an organisation.
• • Interrogate the process of developing SMART strategic objectives based on the strategic issues.
• • Examine the elements comprising a strategic plan and review the interrelationship between unit plans.
• • Evaluate monitoring and evaluation strategic planning processes.
• • Evaluate change management models and processes and assess their applicability in organisations.
• • Link strategic planning to change management and organisational development processes.
• • Develop strategies to manage effective key strategic management failure and success factors.
• • Critically evaluate the context of competition, organisational strategy and relevant strategic management theories and models
• • Analyse, formulate, implement and review strategy in different organisational environments for achieving competitive advantage.
• • Demonstrate investigative skills and core competencies in understanding industry strategies.
• • Interrogate and apply different strategic analytic models, tools and techniques for leveraging organisational strategy
• • Understand, formulate and critically examine strategies for managing competitive and co-operative dynamics.
• • Develop and assess business plans and systems aimed at organisational success within global markets.
• • Compare the distinction between corporate and business strategy.
• • Examine the principles of sound corporate governance and the roles and obligations of the Board of Directors.
• • Explain human resource management terminology, concepts and principles
• • Understand key people management success and failure factors
• • Understand why people behave differently
• • Manage group dynamics and project teams effectively
• • Present relevant legislation pertaining to human resource management
• • Identify the old and new people management paradigms
• • Explain the key leadership theories, models, styles and roles
• • Supervise people, delegate and provide feedback effectively
• • Explain principles of effective performance management processes
• • Appreciate the important role that organisational culture, and reward systems perform in the institution
• • Motivate people to perform efficiently and effectively
• • Manage conflict situations effectively
• • Create and manage an environment that promotes innovation
• • Identify training needs and skills shortages
• • Develop and implement a training plan
• • Manage diversity in the work place
• • Recruit and select suitable candidates for employment
• • Apply principles of emotional intelligence
• • Explore the human resource planning cycle
• • Identify and understand the elements of the cycle
• • Prepare a succession plan
• • Understand career planning
• • Understand job responsibilities and job descriptions
• • Appreciate the implications of the Labour Relations Act and other labour legislation in South Africa
• • Understand the processes of performance measurement and performance evaluation and the supportive systems
• • Understand the use of the performance appraisal in performance improvement
• • Understand the differences between reward and remuneration
• • Explore the non-financial rewards that can be used to motivate staff
• • Review human resource management terminology
• • Understand the concepts of job description such as job title, duties, roles and responsibilities, specifications, key role interactions and salaries and benefits
• • Evaluate different types of recruiting agencies and determine a process of recruitment
• • Evaluate the different sourcing approaches and solutions
• • Review the legislation in relationship to recruitment and selection
• • Conduct and evaluate the pre-selection process
• • Conduct job interviews
• • Select appropriate candidates
• • Plan for induction of new employees
• • Induct a new employee
• • Monitor and report on employee progress
• • Conduct analysis to determine outcomes of learning skills development
• • Co-ordinate planned skills development interventions
• • Review training
• • Monitor and evaluation the training intervention
• • Critically interrogate the meaning of various key human resource management terminology, concepts, and definitions so as to understand the scope and framework of this science.
• • Apply human resource management as a strategic focus point of organisational success.
• • Analyse the old and new management paradigms.
• • Apply a relevant human resource model to plan for effective human resource management.
• • Review and apply key people management success and failure factors.
• • Align organisational, project team and individual objectives within the strategic framework of an organisation of your choice.
• • Relate legislation pertaining to human resource management to a specific organisational environment.
• • Develop and plan an organisational development intervention by following scientific research.
• • Conduct job evaluation, recruitment and selection within an organisational design structure.
• • Recognise the importance of succession planning and career pathing.
• • Supervise, delegate, and provide effective feedback within a specific organisational environment.
• • Apply key processes and skills to conduct effective performance appraisals.
• • Explain the important role that organisational culture, and reward systems perform in the institution.
• • Diagnose behavioural problems across the organisation for the purpose of informing organisational strategy
• • Critically examine how different leadership theories, models, styles and roles impact on human resource management practices
• • Review human resource systems and management trends that best inform successful business practices
• • Integrate labour relations strategy within a strategic human resource management environment
• • Integrate all relevant legislation with current human resource management paradigms using old thinking approaches as the basis
• • Facilitate a strategic human resource planning process and integrate it with business strategy and business plans
• • Interrogate the role of organisational culture and reward systems in relation to human resource management
• • Integrate organisational processes, systems, structure and culture for use in strategic decision-making pertaining to human resource management
• • Critically evaluate current performance management approaches and tools
• • Critically examine how the human resource management strategy integrates with strategic plans
• • Analyse how teams are managed in the implementation and monitoring of organisational strategy implementation
• • Explain financial management terminology, concepts and principles
• • Apply various financial planning techniques such as budgeting, cash-flow projections, cost benefit analyses, variance analysis
• • Analyse and interpret financial management statements and reports such as balance sheet, income and expenditure statement, budget, cash-flow projection, variance analysis and assets register
• • Discuss cost-effectiveness, cost-efficiency and value for money financial management principles
• • Apply ratio analysis of financial statements and appreciate advantages and limitations of ratio analysis
• • List some finance management success and failure factors and relate these to workplace experience
• • Analyse the financial management environment
• • Understand the role of managerial finance in organisations
• • Analyse financial performance using financial statements
• • Discuss financial instruments
• • Analyse risk and return
• • Explain the cost of capital
• • Discuss capital investment decisions
• • Describe working capital management
• • Develop financial plans using cash flow analysis techniques
• • Discuss the time value of money
• • Discuss interest
• • Forecast the financial requirements of a business
• • Distinguish between Financial Accounts and Accounting and Management Accounts and Management Accounting

Team and Communication Skills

• • Understand the concept of GAAP, and similar legal and accounting requirements/conventions, and their implications for the organisation
• • Develop and manage budgets
• • Understand the uses and limitations of the budgeting processes
• • Understand and apply working capital management
• • Interpret and apply current assets and current liabilities management
• • Explain mergers, divestitures and business failure
• • Understanding of international managerial finance is demonstrated
• • Distinguish between the different forms of financing available to a business
• • Describe elements of foreign trade
• • Discuss the importance of working capital management
• • Display knowledge of Cost-Volume-Profit analysis
• • Apply ratio analysis in determining the viability of a business
• • Examine finance management and accounting terminology and concepts.
• • Examine key management accounting tools and techniques for assigning product and inventory costs; planning processes; making sound business decisions; and evaluating performance of business units.
• • Conduct financial analysis and forecasting.
• • Manage working capital.
• • Calculate risk and return on investment.
• • Develop and successfully manage a budget, cash-flow projections, and variance analysis.
• • Interpret and develop financial management reports such as: income and expenditure statement, budget, cash-flow projection, variance analysis and balance sheet.
• • Critically assess key processes and principles of successful contract and tender management in relation to the procurement management process.
• • Plan and align finances with departmental projects, programmes, and policies.
• • Examine concepts of financial decentralisation, delegations, and cost-centre development.
• • Evaluate models to manage organisational finance management success and failure factors.
• • Elucidate the principles of strategic financial management, control management and operational control frameworks
• • Explain and interrogate financial management as an academic discipline with practical application
• • Examine the fundamental roles and responsibilities of the financial manager of a listed company
• • Differentiate between business risk, financial risk and investment risk and apply tools to manage risk appropriately
• • Understand and interrogate the importance of the cost of capital in business decision making and examine the various methods of financing of capital and their respective impact on risk and return
• • Analyse the impact of diversification on the expected return and risk of a portfolio of shares
• • Apply and examine valuation techniques used in calculating value
• • Synthesise concepts around international finance and its impact on business enterprises
• • Elaborate on the context of credit policy, credit worthiness, debt collection and cash discount policy
• • Analyse the investment strategies followed by different companies
• • Examine different types of mergers and the pros and cons of each
• • Demonstrate an analytical understanding of financial engineering
• • Apply and examine principles of sound financial management and corporate governance
• • Critically analyse budgeting processes and align budget with strategic plans
• • Critique revenue management, assets management and fraud prevention
• • Critique variance analysis, expenditure control and early warning systems
• • Analyse financial and audited reports and make sound management decisions
• • Explain project management terminology, concepts, and definitions
• • Understand of the skills and processes required to manage group dynamics and project teams effectively
• • Analyse problems which could be addressed through projects
• • Apply key project management tools and formulate the goals and objectives, work-breakdown structure, Gantt chart and budget projects required
• • Identify and analyse appropriate stakeholders in the project management process
• • List tools to manage project time, quality and budget
• • List and discuss key project success and failure factors within the context of the business sector
• • Describe the project context and life cycle
• • Compare and contrast project management approaches and methodologies
• • Differentiate between project implementation approaches
• • Evaluate project leadership
• • Use project management software
• • Explore the concepts of costs and benefits in project justification and assessment
• • Explore risk assessment processes in the management of projects
• • Create competence at assessing progress of a project and understanding opportunities for project improvement
• • Develop a feasible project strategy
• • Plan a complex project
• • Evaluate a project
• • Map the project management process on to corporate improvement activities
• • Appreciate where the project management disciplines can enhance the implementation and success of performance improvement projects
• • Develop contingency plans based on comprehensive risk assessments
• • Understand the concepts and processes of project post mortem and close out
• • Develop knowledge of the control and leadership processes involved in successful implementation of projects
• • Gain competence at project control processes
• • Gain competence at project leadership activities
• • Develop/create project management interventions
• • Integrate project management principles with overall organisational operational management
• • Explain and examine strategic and project management terminology, concepts, and definitions
• • Interrogate the link between strategic management, programme management and project management
• • Analyse key project success and failure factors within their workplace
• • Examine and apply the skills and processes to manage group dynamics and project teams effectively
• • Successfully analyse problems, develop a feasible project strategy, plan, implement, monitor and evaluate a project
• • Identify, understand and involve appropriate stakeholders in the project management process
• • Critique and apply key project management tools and formulate the Gantt chart, project structure, budget, PERT, Logical Framework and Work Breakdown Schedule
• • Manage time more effectively and efficiently
• • Identify in-depth processes and apply key skills to manage human resources
• • Critically analyse project risks and develop a proactive risk management strategy by examining project risk models and tools
• • Identify, critique, manage and monitor the quality aspect of a project
• • Critically review key issues related to outsourcing, and effective contract and tender management
• • Apply project management software as a project management tool
• • Write and review professional project documents, reports and proposals
• • Explain marketing terminology, concepts and definitions
• • Develop a simple marketing strategy
• • Explain market competition analysis
• • Describe principles of customer buying behaviour
• • Apply market segmentation principles
• • Develop a simple product mix strategy
• • Develop product distribution plan
• • Explain product pricing principles
• • Develop product promotion strategy
• • Describe the nature and scope of marketing
• • Determine target markets and undertake market segmentation for particular products and services
• • Explain the elements of the marketing mix
• • Identify environmental factors that impact on the marketing of the organisation
• • Integrate a marketing strategy with the overall organisational strategy
• • Determine competitive marketing positioning by analysing and interpreting market information
• • Describe the importance of branding in reflecting the effectiveness of every planning and execution component in organisational value chains
• • Devise a brand strategy for an organisation / service / product
• • Describe and explain the relationship between of products, pricing, distribution networks and promotion in marketing management
• • Optimise marketing factors such as pricing and promotions to achieve the strategic objectives of organisations
• • Relate market share statistics to marketing strategies
• • Conceptualise and formulate marketing plan and competitive marketing strategy, in local and international markets
• • Have an advanced understanding of complexities in the implementation of marketing strategies
• • Use decision making tools and information to recommend appropriate interventions
• • Appreciate and review relationship marketing as an aspect of strategic marketing management
• • Integrate business ethics with marketing strategy
• • Display an in-depth understanding of strategic positioning in consumer and industrial markets
• • Display an advanced understanding of the application of marketing strategy to businesses which are in a transformation context
• • Critically examine terminology such as corporate governance, business ethics, morality and values in relation to organisations.
• • Determine own accountability in respect of corporate governance.
• o Analyse the corporate governance policy of the entity to determine the levels of accountability at functional management level.
• o Analyse accountability in terms of alignment with legislation, regulations and the codes relating to corporate governance and ethics within the sector.
• o Examine the importance of good corporate governance with reference to shareholders, directors, employees, consumers, ordinary citizens and the impact on the economy.
• • Develop processes for operationalising the corporate governance policy of the entity within the function.
• o Analyse the governance policy of the entity with a view to identify and derive guidelines to operationalise the governance processes within the function.
• o Develop a code of conduct for the function and align it with the entity to ensure synergy and consistency.
• o Outline a strategy to communicate the code of conduct with function staff in order to encourage buy-in and compliance with it.
• o Examine the roles, responsibilities and extent of accountability of managers in relation to corporate governance and business ethics.
• o Analyse the processes managers would need to develop and roll out so that possible non-compliance is dealt with.
• o Design strategies to address the consequences of failing to institute effective governance in an organisation.
• o Review ethical and moral dilemmas facing organisations and generate a strategy to discuss these dilemmas in an organisation.
• • Evaluate the adherence to corporate governance.
• o Criteria for best practice are developed to measure application and compliance to the governance policy of the entity and the function.
• o Application of governance policy within a function is measured using the best practice criteria developed.
• o The application of fiduciary responsibilities are monitored and accorded particular emphasis during the evaluation process.
• • Develop a plan to improve compliance to corporate governance.
• o Analyse anomalies and deviations pertaining to the operationalisation of governance in order to develop counter reoccurrence strategies.
• o Analyse areas in a function where there is scope for improvement so that suggestions can be offered to enhance good governance.
• o Devise strategies and suggestions for improving corporate governance to develop a comprehensive plan to maintain governance.
• • Explain and examine the concept of corporate governance as well as roles and responsibilities around corporate governance
• • Understand and interrogate the concept of values, (our own and others’), and recognise their impact upon our business ethics.
• • Clarify and justify the need for creating a common set of values within an organisational business ethics framework.
• • Analyse case studies which illustrate how ethics impact upon business and profitability.
• • Examine your organisation in relation to the community’s ethical framework including concepts of transparency, social responsibility, equity, etc.
• Understanding group behaviour and organisational development using tools for team development, leadership and communication underpinned by relevant theoretical input.
• • Gain knowledge and skill in evaluating organisational development models and processes
• • Apply organisational development and change management tools and processes across different sectors
• • Critically analyse the role organisational culture plays in organisational development
• • Understand and review critical success and failure factors of organisational development
• • Critique current and preferred organisational development interventions
• • Understand and analyse intricate interface of organisational development strategies and business strategy
• • Examine the ethical issues in the identification, formulation and implementation of organisational development interventions
• • Describe the nature and the context of the South African economy
• • Analyse the relationship between demand, supply and market equilibrium.
• • List the advantages and disadvantages of competition
• • Show the relationship between production and cost
• • Analyse the concept ‘labour market’
• • Analyse the public, monetary, and foreign sectors
• • Demonstrate understanding of macroeconomics
• • Evaluate economic growth and development in South Africa

Management and Application Tools

• • Explain key economic terms such as inflation, GDP, economic growth rate, public debt, fiscal and monetary policy, foreign exchange policy, trade policy, industrial policy, concept of money, protection policy
• • Overview of economic terminology
• o Examine key economic terms such as inflation, GDP, GNP, economic growth rate, public debt, fiscal and financial policy, exchange policy, trade policy.
• • Macro-economic environment
• o Assess the domestic macro-economic environment in terms of the economy and fiscal and monetary policy.
• o Examine the international macro-economic environment in terms of the international trade and exchange rate policy, economic growth and development.
• • Micro-economic environment
• o Analyse critically the dynamics of markets using relevant tools and models.
• o Analyse consumer demand and production costs.
• o Examine the principles and processes of pricing strategies.
• • Organisational implications
• o Review how global economic trends and domestic socio-political imperatives impact on institutions.
• o Examine the notion of the triple bottom line.
• • Evaluate the different types of economic systems and the ideologies on which they are based and its application to an organisation
• • Have an understanding of and examine the nature of the South African economy and key elements of the South African macro-economic and micro-economic policy
• • Understand and analyse the effects of inflation on capital budgeting decisions and the cost of debt
• • Explain how prices are established in the market as well as the restrictions on the market mechanism
• • Explore the relationship between elasticity and total income
• • Comprehend and critique how the foreign exchange market operate
• • Establish how exchange rates are quoted on the current and future markets
• • Critically discuss and evaluate the arguments in favour of trade protection
• • Discuss and critique the various financial institutions, their functions and the nature of their business
• • Identify and review the methods of offshore financing and motives for offshore listings
• • Describe and critique the benefits of international portfolio diversification
• • Explore critically the South African labour market and its key development challenges
• • Understand and critically examine the impact of globalisation
• • Understand and analyse the functioning of the balance of payments and the adjustment process of the balance of payment
• • Enumerate and evaluate reasons why international trade takes place and the advantages of international trade
• • Explain Information and Communication Technology (ICT) concepts, terminology and definitions
• • Understand the role and importance of information and communication technology in management
• • Describe international trends in using ICT to improve service delivery e.g. E-government
• • Identify key challenges of integrating ICT with business processes and management systems
• • Explain the potential use and application of databases and call-centres in improving customer relations management (CRM)
• • Examine and synthesise perceived and tested relationships between leadership and behavioural constructs and concepts at individual, group and organisational level
• • Develop self-awareness of one’s own leadership style using available leadership theories and tools
• • Critically evaluate the appropriate application of different types of influence tactics in various leadership situations
• • Identify, critique and apply effective and efficient leadership models and theories, including leadership theories within the spiritual paradigm, such as servant leadership, authentic leadership, transformational leadership and spiritual leadership
• • Analyse organisational problems and issues from an EQ and SQ framework
• • Demonstrate understanding and application of analytic tools pertaining to organisational culture and provide clear explanations of how leadership influences organisational culture
• • Evaluate the complexities of multicultural organisations and the management of diversity in such contexts
• • Demonstrate an in-depth appreciation of the fusion of team-based and individual learning
• • Explain the philosophy and principles of quality management and customer relations management
• • Understand the context and content of organisational transformation related to quality improvement;
• • Identify the attitudes required to serve customers effectively
• • Communicate effectively with clients and relevant stakeholders
• • Conduct a stakeholder analysis to identify and manage stakeholders appropriately
• • Apply problem analysis tools, like the fishbone analysis, to separate the root causes from the symptoms;
• • Understand quality management systems and models, such as ISO 9000
• • Identify and select tools to monitor quality of service
• • Advance their understanding of the concept of Customer Relationship Management (CRM)
• • Identify potential applications of the concept for one’s own organisation.
• • Classify and evaluate the purposes of small enterprises
• o Classify enterprises according to size and critically evaluate the stages of growth of an enterprise.
• • Examine and conduct a personal assessment of entrepreneurial traits and competencies
• o Evaluate models that are used to assess entrepreneurial traits and competencies
• • Critically evaluate theories, models and global trends of entrepreneurship
• • Identify business opportunities and generate new business ideas to establish your own viable businesses
• o Identify business opportunities and generate new business ideas to establish a viable businesses
• o Have a critical understanding of the concept and application of different business models
• • Critically evaluate and address the barriers to entrepreneurship
• • Interrogate business planning processes and the development of a business plan and proposal
• • Interpret relevant financial statements, manage cash flow and conduct relevant financial calculations
• o Draw up and interpret basic financial statements, including income statement, balance sheet and cash flow statement for a start-up business.
• o Understand the interrelationship between income, cash flow and assets as critical success factors for start-up businesses.
• o Understand marginal costing, profit margins and breakeven points.
• o Develop financial strategies for growth, expansion and survival in early stages of business formation
• • Examine notions of crisis and growth management and formulate an appropriate strategy to promote business development
• • Be familiar with government legislation, regulations and formalities for small businesses in your specific country. For example, in South Africa – legislation relating to procurement, SMME and BEE
• • Understand different options for establishing a business including franchising, private equity, incubation and others
• • Understand the macroeconomic context of entrepreneurship and its role in the economy
• • Explore the notions of intrapreneurship, innovation and corporate venturing.
• • Evaluate the characteristics of formal research.
• • Examine the relevance of classical measurements of research.
• • Analyse the notions of validity and reliability to review their appropriate application.
• • Identify and compare quantitative and qualitative approaches in terms of purpose, process, data collection, data analysis, communicating findings
• • Describe and evaluate the appropriate application of a range of qualitative and quantitative research methodologies such as exploratory research, experimental research, ex post facto research, correlation research, descriptive research, testing research, case studies, interpretative-theoretical research, action research, historical research.
• • Examine the different types, methods and procedures of sampling.
• • Understand and critically examine research terminology, concepts and principles
• • Apply and critique various research theories and methods
• • Source and apply relevant information resources and knowledge management tools
• • Collect, analyse and interpret data to support decision-making processes
• • Apply a systematic research process on a selected management related topic and identify and use relevant research tools
• • Acquire practical skills to conduct research and apply data analysis techniques
• • Examine ethical issues in organisational research
• • Critically apply knowledge management principles and information systems in conducting organisational research
• • Write and present professional research proposals and reports
• • Describe the main sources of conflict
• • Describe appropriate techniques to manage conflict
• • Implement a strategy to resolve conflict
• • Prepare for negotiations
• • Conduct negotiations
• • Conclude negotiations
• • Evaluate negotiations
• • Explain why change management is an important process for organisations to achieve sustainable trading results
• • Identify examples of planned change and reactive change in organisations
• • Describe a model for effective change management and its management
• • Identify reasons for resistance to change and indicate ways to overcome them
• • Identify the risks inherent in any change management programme and indicate ways to manage them
• • Identify and apply the competencies of an effective change agent
• • Examine knowledge management concepts, principles and practice
• • Critically evaluate the strategic importance and benefits of knowledge management
• • Appreciate and interrogate the role of both technology and organisational culture in the development and application of a knowledge management strategy
• • Conduct and review a knowledge management audit
• • Develop, implement and evaluate a knowledge management strategy
• • Create, discover, organise, store and retrieve knowledge within an organisation
• • Have an understanding of integration of knowledge management with organisational strategy, systems, culture, processes and structure
• • Be able to explain success and failure factors of knowledge management
• • Examine the notion and relevance of mentoring
• • Explain the relationship between mentoring and coaching
• • Review the constitutional and legislative context of mentorship
• • Evaluate the roles and responsibilities and values and attitudes required of mentors and protégés
• • Argue the benefits of mentoring for the organisation, the mentor and the protégé
• • Examine the process to set up, monitor and evaluate a mentorship programme;
• • Overcome obstacles to, and challenges within, mentorship programmes, including problems within mentoring relationships
• • Examine the application of mentoring skills and strategies
• • Examine the phases of the mentoring relationship
• • Formulate strategies around cross-cultural mentoring
• • Report on and document the mentoring process
• • Relate the mentoring process to the protégé’s professional development plan
• • Review the application of a practical step by step coaching process in the workplace
• • Examine performance management terminology, concepts, definitions, and techniques
• • Evaluate how performance management fits into the overall management of an organisation
• • Examine the theoretical models and tools to guide an organisation through the implementation of a performance management system
• • Effectively establish and manage a performance management system by :
• • Setting performance goals
• • Setting performance indicators
• • Managing change in the context of introducing a performance management system
• • Conducting performance appraisals and reviews
• • Critically review the critical success and failure factors in introducing a performance management system
• • Understand and explain the concept of subsidiaries and distinguish the different types
• • Distinguish green-field venture strategy from acquisitions
• • Identify and evaluate major legal considerations for successful mergers/acquisitions and strategic alliances
• • Evaluate preferred tools/tactics/techniques in the management of mergers and acquisitions
• • Discuss in-depth, success and failure factors related to mergers and acquisitions
• • Discriminate between mergers and acquisitions
• • Assess the value of synergy in a potential merger and acquisition
• • Identify and justify the key areas of a due diligence in mergers and acquisition processes
• • Structure a due diligence process
• • Determine and direct the valuation of a company
• • Evaluate the role of culture, strategy, customers and suppliers in delivering a merger
• • Analyse how banks approach mergers and acquisitions
• • Critically discuss Legal and Regulatory requirements of mergers and acquisitions
• • Assess Labour aspects of mergers and acquisitions
• • Critically evaluate global trends in management, leadership and governance
• • Locate and evaluate major issues of governance espoused by, for example, the King report
• • Critique the philosophy and principles of systems theory
• • Describe and critique contemporary management and leadership theorists
• • Interrogate the management challenges facing organisations locally and globally
• • Critically review the application of the management trends in your organisation